هدف: تدوین الگوی توسعه جایگاه رویکرد هیوتاگوژی در مدیران مدارس متوسطه شهر اهواز بر اساس نظریه داده بنیاد هدف پژوهش حاضر بود.
روش کار: پژوهش با توجه به هدف از نوع کاربردی و روش پژوهش مطالعه موردی بود. جامعه آماری گروهی از خبرگان شامل مدیران مدارس راهنمایی و متخصصان و صاحبنظران حوزه آموزش بودند. از روش مصاحبه برای گردآوری داده های پژوهش استفاده شد. در پژوهش حاضر قابلیت اعتبار از طریق «بررسی توسط شرکت کنندگان یا مصاحبه شوندگان» صورت گرفته است. ضمن آنکه برای تایید و اعتباریابی یافته های حاصل از بررسی وضعیت مطلوب، با هفت تن از متخصصان آموزشی مصاحبه ای به عمل آمد و اطلاعات به دست آمده از فرایند مصاحبه ها و کیفیت و عمق داده ها توسط گروه متخصصین مربوطه تأیید شد. در این پژوهش از شیوه تحلیل نظریه داده بنیاد برای مقوله بندی مصاحبه ها استفاده شد.
نتایج و نتیجه گیری: نتایج نشان داد خود ارزیابی و دگر ارزیابی محور تدوین الگوی هیوتاگوژی بوده و در عین حال از نقش مثبت و سازنده تعامل با دیگران غفلت نمیورزد. برتری این الگو نسبت به الگوی ارائه شده توسط بلیفور (١٩٩٦) را میتوان از حیث توجه به تحلیل تمامی ابعاد تأثیرگذار بر سازمان، توجه به خودشناسی و نگاه توانمندساز به ارزشیابی دانست.
عنوان مقاله [English]
Developing the position of hyutagogy in managers, an inevitable approach
Porpose: Formulation of the development model of the position of the heutagogy approach in the principals of secondary schools in Ahvaz city based on the data theory of the foundation was the aim of the present study.
Method: According to the purpose of the research, it was an applied type and the research method was a case study. The statistical population was a group of experts including middle school principals and experts and experts in the field of education. The interview method was used to collect research data. In the current research, the reliability was done through "checking by participants or interviewees". In addition, in order to confirm and validate the findings of the optimal situation, an interview was conducted with seven educational experts, and the information obtained from the interview process and the quality and depth of the data were confirmed by the group of relevant experts. In this research, the data theory analysis method of the foundation was discussed for the categorization of the interviews.
Result and Conclusion: The results showed that self-evaluation and other-evaluation is the key to formulating a heutagogy model, and at the same time, it does not neglect the positive and constructive role of interaction with others. The superiority of this model compared to the model presented by Belifore (1996) can be seen in terms of attention to the analysis of all the dimensions affecting the organization, attention to self-knowledge and an empowering view of evaluation.
Developing the position of heutagogy in managers, an inevitable approach
Introduction: The changes and transformations of societies and the growth and expansion of international competitions in educational fields and the need of learners for new knowledge and information have made the role of educational programs more important in creating preparation and grounding the success of teachers. Training and improvement of human resources is considered as one of the main strategies to achieve human capital with positive adaptation to the conditions of change as a competitive advantage for organizations, so learning is developed based on the heutagogy approach from all three aspects of knowledge, attitude and skill. In the professional development of teachers based on the heutagogy approach, the selection of learning content and the method of assessment is through negotiation, which with this method, the learning content is coordinated with the needs of the learner and is rooted in the needs of the learner. Therefore, the professional development of teachers in this approach is based on the concepts of understanding complexity and having systemic thinking. Ability to learn, intrinsic motivation and deep learning are emphasized. From the point of view of this approach, in a complex and unpredictable world, learners must have the ability to understand complex relationships and interactions between phenomena; By being ready to gain new experiences, try to develop their capabilities independently; They can plan their growth steps and take effective decisions and actions in different and new situations.
Materials and methods: This applied qualitative research was conducted using grounded theory. The main tool for collecting qualitative data was in-depth and unstructured interviews with research experts. Coding agreement coefficient was used. The statistical population consisted of 13 experts from education managers in the city of Ahvaz in 1400, who were selected by purposeful sampling. The sample size was considered based on the principle of theoretical saturation. The information obtained from the interview process and the quality and depth of the data were confirmed by the group of relevant experts. In this research, the data theory analysis method of the Foundation was used to categorize the interviews. Among the criteria for selecting experts, a group of experts including middle school principals with at least 10 years of experience and university experts were considered as the statistical population and were interviewed in depth. Complete mastery of the field of educational approaches, especially hyutagogy. In order to determine the validity and reliability of the current research, the elements of reliability, transferability, repeatability, and verifiability were used. Validity and transferability were evaluated and confirmed by key informants, research participants, similar samples, and experts during the research, with constant doubt while applying appropriate adjustments. Reproducibility of the data was also observed with the help of the foundation's systematic methods of data theorizing in collecting, recording, analyzing and interpreting the data. Also, the ability to verify by using the opinions and providing evidence and findings to experts, informants, participants and similar samples, using technical and field notes and strategies to improve theoretical sensitivity and avoid bias was done during the research.
Discussion and conclusion: The underlying theory of the model of this research is the approach of heutagogy in managers. In hyutagogy, knowing how to learn is the most important skill that anyone should learn. Hyutagogy creates opportunities for learners to take charge of their own learning process; Get resources, monitor the effectiveness and efficiency of their own programs. The findings of the research showed 12 central topics and 31 indicators in the form of 1- causal reasons including: job context (identification of learning needs, learning in professional and personal life, interaction and dialogue, transformational leadership style). 2- intervening reasons including: environmental conditions. competitive advantage, school reputation, school's position in education, awareness) - limitations (information limitations, organizational limitations, teachers' skill limitations) 3- background reasons including: supervision and control (supervision and control at the education level) - Legal requirements (laws and requirements and macro policies, transnational interactions, information needs) 4- Reasons for the central category including: organizational policies and strategies (education goals, school-based management). Teaching-learning strategies (learner-centered, learners) - self-evaluation and different evaluation (continuous self-evaluation, community feedback) 5- Strategic reasons include: homogeneity and common thinking (common conversation, recognition of perspectives, continuous self-improvement) - cooperation (constructive interaction, efficiency) 6 - Consequences included: evaluation and monitoring (evaluation by teachers, evaluation by education and training, continuous improvement), continuous feedback (increasing knowledge, empowerment) to develop the position of hyutagogy approach in managers.
Therefore, the results showed that self-evaluation and other evaluation are the focus of developing the hyutagogy model, and at the same time, it does not neglect the positive and constructive role of interaction with others. The superiority of this model over the model presented by Belifore (1996) can be seen in terms of attention to the analysis of all dimensions affecting the organization, attention to self-knowledge and an empowering view of evaluation.