Three Effective Techniques To Adopt In Science Teacher Training

The creation of an educational system capable of preparing people to live in the changing world is one of the crucial tasks of modern society. The rapid move over recent decades to a global knowledge economy, driven by constantly evolving information and communication technologies has created significant economic and social opportunities. Equally, it is creating enormous challenges, confronting, countries with the need to rethink their educational and social systems.

To participate in this global knowledge economy and improve their standard of living, there is a need for students to leave school with a deeper understanding of school subjects and with the skills needed to respond to an unbounded but uncertain 21st century-skills, to use their knowledge, to think critically, to collaborate, to communicate, to solve problems, to create and to continue learning.

Science education in the 21st Century must be oriented to meet the challenges of covering the entire population in promoting scientific literacy. The science teacher is the hub in this endeavor and therefore, a thorough understanding of the nature of science is a pre-requisite in this educational process. The science teacher must therefore be exposed to techniques that will help him or her to impart knowledge effectively since In this era of information technology, the role of teachers is changing from providing information to organizing a learning process. The responsibility is on teacher education institutions to rethink how they can most effectively prepare future teachers to teach for success in complex, rapidly changing world.

The following are specific techniques which are directly relevant to the teaching of Science, Mathematics and Technology that can be incorporated in the training of science teachers.

1.Cooperative learning
Peer interaction in small group work has become an important area of research in education and the opportunities for dialogue found in these cooperative learning situations are thought to provide a meaningful context for students to connect their new experiences to prior knowledge. Group dialogue permits students to present their notions about the world and have them challenged. The challenges can lead to cognitive development as individuals realign their thinking as a result of having participated in the dialogue. Cooperative group work also serves to build peer relationships that foster learning. This technique can be an effective strategy in teacher education courses. Because by working in groups, sharing ideas, and making and tasting conjectures, prospective teachers gain confidence in their own ability to develop a variety of useful problem solving strategies.

2.Problem solving
Problem solving has become the central activity in reform curricula in Mathematics science and technology because of its ability to facilitate students' construction of meaning. This impacts on teacher education programmes because if learners are to have opportunities to explore problems, then the instructor has to be able to engage learners in problems in context, push learners' thinking while their exploration is proceeding, and create a classroom environment in which all learners feel empowered to learn.

3.Problem based learning
Problem based learning is a constructivist approach, which combines problem solving and group work. It emphasizes the use of real life problems or scenarios as a stimulus for learning. The students are divided into groups of up to ten and meet twice each week under the guidance of a tutor. The process of problem based learning involves presenting the students with a scenario or case, which relates to real life, as a departure point for the learning process. The students then brainstorm themes and questions - this process is designed to allow them to clarify their preconceptions about the topic and to identify their learning needs. This technique has been used in medical and other tertiary courses, but not widely implemented in teacher education.

Arousing Interests of Science Subjects in Secondary Schools in Tanzania

BASIC ASSUMPTIONS
Motivating young people to become more interested in science subjects in Tanzania raised the debate since the government decided to exercise authority in education sector at take-off independence. The driving un-implemented strategies are restructuring instruction into learner-centered approach, improving curricular materials and ensuring teaching and instructional personnel. There is no way to a single theory to govern this paper rather than eclectic approach being employed to help to draw-in important philosophical concept to the intended perspective.

The theories adopted in guiding this paper therefore are observed in how motivation can be employed in arousing learners' interest in science subjects. The theories include motivation as propounded by prominent behaviorist Abraham Maslow, learning theory by prominent constructivist paradigm including Piaget and Vygotsky and the theory of social cognition by its prominent proponent Albert Bandura.

As Maslow (1954) says, "If we are interested in what actually motivates us and not what has or will, or might motivate us, then a satisfied need is not a motivator." According to him and to other various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding mortality. Motivation is of particular interest to Educational psychologists because of the crucial role it plays in student learning. However, the specific kind of motivation that is studied in the specialized setting of education differs qualitatively from the more general forms of motivation studied by psychologists in other fields. Motivation in education can have several effects on how students learn and how they behave towards subject matter as for science subjects in our case. It can direct behavior toward particular goals; Lead to increased effort and energy; Increase initiation of, and persistence in, activities; Enhance cognitive processing; Determine what consequences are reinforcing and; Lead to improved performance. Because students are not always internally motivated, they sometimes need situated motivation, which is found in environmental conditions that the teacher creates.

There are two kinds of motivation: firstly, intrinsic motivation which occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is significant, and secondly extrinsic motivation which comes into play when a student is compelled to do something or act a certain way because of factors external to him or her like money or good grades (Wikipedia, 2008). Young people can be motivated to perform science subjects as pleasure when they are supplied with quality, enough materials and sufficient facilitating situation through competition, science clubs, and any other situations where awards and prizes are provided for best achievers. Externally successfully scientists and best students in science subjects can be invited in science celebrations and exhibitions to demonstrate their achievements.

There are cognitive views of motivation by constructivists which stress that human behavior is influenced by the way people think about themselves and their environment. The direction that behavior takes can be explained by four influences which include; the inherent need to construct an organized and logically consistent knowledge base; one's expectations for successfully completing a task; the factors that one believes account for success and failure; and one's beliefs about the nature of cognitive ability (Biehler/Snowman, 1997). The impact of cognitive development view is based on Jean Piaget's principles of equilibration, assimilation, accommodation, and schema formation. Piaget proposes that children possess an inherent desire to maintain a sense of organization and balance in their conception of the world (equilibration). A sense of equilibration may be experienced if a child assimilates a new experience by relating it to an existing scheme, or the child may accommodate by modifying an existing scheme if the new experience is too different. In our case then love of science can be build to young people since their childhood through directing and provision of simpler experiments and observations on various matters and organisms.

In addition, individuals will repeatedly use new schemes because of an inherent desire to master their environment. This explains why young children can, with no loss of enthusiasm, sing the same song, tell the same story, and play the same game over and over and why they repeatedly open and shut doors to rooms and cupboards with no seeming purpose. It also explains why older children take great delight in collecting and organizing almost everything they can get their hands on and why adolescents who have begun to attain formal operational thinking will argue incessantly about all the unfairness in the world and how it can be eliminated (Stipek, 1993). This allows the room for these habits to be turned into science learning and observation interests.

Social cognition theory proposes reciprocal determination as a primary factor in both learning and motivation. In this view, the environment, an individual's behavior, and the individual's characteristics (e.g., knowledge, emotions, and cognitive development) both influence and are influenced by each other two components. Bandura (1986, 1997) highlights self-efficacy (the belief that a particular action say for science [as our case goals], is possible and that the individual can accomplish it) and self-regulation (the establishment of goals, the development of a plan to attain those goals, the commitment to implement that plan, the actual implementation of the plan, and subsequent actions of reflection and modification or redirection.

EDUCATION POLICY IMPLEMENTATION
The first strategy is to deal with the policy effective implementation. Tanzania education policy (Education and Training Policy - ETP) highlights on: Access that encompass participation, gender and equity issues; Quality in internal efficiency, relevance and external effectiveness; and Management includes governance, decentralization and resource management. It is one of the best policies in Sub-Saharan Africa (SSA) as pointed by World Bank (2005); with well established strategic plans but had not yet been able to be implemented effectively.

Woods (2007) pointed out that the education system of Tanzania has made commendable progress in the period since 2000, especially in the introduction of free primary education, in steps taken to broaden access to secondary, and in the introduction of competence based curricula at primary and secondary levels. However, there are still challenges to improve system performance in terms of inclusion, repetition and completion at primary level, and to expand opportunity at secondary from the previously very low base. Pre-service and in-service training have lacked the necessary coherence with each other and with the demands of changes in the system, especially of curriculum and pedagogy in enhancing science and technology. Particular attention needs to be paid to equity and strengthening of financial management and mainstreaming of ongoing project and programs. These need to be pursued vigorously and implemented fully. A prioritized strategy for capacity building is required for these and all other major dimensions (World Bank, 2005). In this case there is no problem with the policy; the problem is in the implementation.

MOTIVATING TEACHING PERSONNEL
In enabling the Ministry to meet the goals the question of teachers concern should be addressed as the second strategy as the foremost activities to motivate teaching resource. Teaching resource elsewhere plays the big role in ensuring maximum success in education arena. Recognizing the unique motivational styles can also help to identify the types of educational products and problems that will satisfy respective needs (Tough, 1979). So, teachers' in-service training, teaching environment nourishment, reasonable payments and retain/recognition are important factors.

Learners are motivated by teachers so teachers should be motivated in order to transmit it to learners. Apart from sufficient pre-service and in-service training, capacity building and refresher courses provision; the availability of required teaching and learning materials in one hand build teachers' morale and motivate them. Struggle in finding teaching-learning for themselves, shortage of books and other supportive materials de-motivate teachers and encourage insufficient teaching and rote learning. Ibid (1979) remarked that someone can get easily distracted from the task at hand and become more motivated to do something else perhaps not on task.

Teachers need laboratory with recommended equipments to prepare and demonstrate practical and laboratory technician an assistant. In the past when schools were few, a science teacher needed to have a laboratory to work in and there were also a laboratory technician to work together (Guardian, 2009). Laboratory is compulsory for science subjects; there is no way, without their availability. But these days in some schools even science teachers do not have laboratories to conduct experiments and there is no laboratory technician to help the teacher.

Teaching environment improvements include housing water and sanitation. Research has shown that many teachers do not have houses, and those who do live in houses that are often in serious need of repair and most schools are in very poor physical environment. The challenges of school improvement in rural areas are associated with the presence of teachers, but many rural schools in Tanzania like other countries "serve disadvantaged populations, have great difficulty attracting and retaining qualified teachers and have management systems poorly adapted to their small size"(ADEA, 2006)

Pay reform to adequate salary in the other hand settle psychological and physical unrest of teachers and motivate them concentrate in their work accordingly. Teachers' low payment is a burning issue and recently caused periodic strikes. In most of developing countries including Tanzania, teachers' wages were considerably below the level necessary to ensure their adequate motivation (Fry, 2003). The government should revise teachers' pay reform and come up with solution otherwise academic fraud might emerge or persist. When teachers sell grades or require students to pay for private tutoring, most observers recognize it as corruption. But it is tolerated because everyone understands that it is necessary to survive (Fontana, 2008). Their practices may be interpreted by some as a reasonable adaptive response to a difficult situation. In some instances it is even tolerated by government, which sees it as the only way to maintain the number of teachers and the quality of teaching.

There is a need to train and retain enough teachers. Learning is a process of interaction between teachers and students as they both participate in the learning process, but with more weight given to teachers to show the way, for recommended number of learners in the class. Learning achievements can mainly "be determined in classroom by motivated teachers who plan for teaching, put into practice what they have learned" (ADEA, 2006). But teachers' motivation is critically ignored factor in all levels of policy choices including crowded classes (Ndawi, 1997). Motivation of teachers helps to retain them at their work places and it includes "materials and psychological needs" as pay on its own does not increase motivation among teachers; however pecuniary motives are likely to be dominant among teachers in less developed countries. In SSA, teachers' motivation is low and it has been detrimental to the quality of education" (Fry, 2003).

LEARNERS MOTIVATION
In motivating learners, as the third strategy, emphasis should be applied in approaches such as demonstration, case study and problem based learning. Their introduction or if have been introduced, could aim at increasing the students' interests in learning science subjects. Also a useful method of concept mapping would be given for assessment, particularly for the development of the students' self-directed learning skills and lifelong learning skills.

Demonstration as one of the approaches is very useful in arousing interest. According to Lagowski (1990) students retain 10% of what they read, 26% of what they hear, 30% of what they see, 50% of what they see and hear, 70% of what they say, and 90% of something they say as they do something. So if teachers show as many demonstrations as they can to the students as well as letting the students do demonstrations by themselves, students will learn more actively and effectively. Students also need more positive and realistic demonstrations of the scope and limitations of science and scientists.

Science historical stories are one of the methods which can be used elsewhere even in remote areas and is costless. According to Huo (2006) the development of science and technology can not be separated from the contributions of past scientists. The science stories will inspire students to overcome the difficulties and to gain success. So giving the relevant story will spark the students' inner-motivation. Only with inner-motivation will the students show their initiative and creative abilities in their learning and working processes. For instance 'Newton becomes a professor at the age of 25 years in Glasgow University and lately he formulated the law of gravitational force'.

Multimedia technology approach can be applied in areas where it allows. Although it is expensive and it requires power availability for schools that can afford is also recommended. With the development of computer technology multimedia methods are been increasingly used in teaching practice. A multimedia course can combine sound and pictures with knowledge. This reinforces the fact that students retain 50% of what they see and hear, as the use of multimedia technology gives students more information than just writing on the blackboard, and increase the chance of active learning (ibid). But on the other hand it can also makes a more boring lecture for the students, if too much useless information is given or if, when using the projector, the light in the classroom is too dim. To avoid these disadvantages the teacher can combine it with other strategies and gives students more opportunity to think and ask questions.

Case study is another interesting teaching-learning approach and also costless. Science is very relevant to our real life. It would be worthwhile to find some real cases before the teacher gives a lecture. When students find that what they will learn is useful to the society, they will be active learners (Lagowski, 1990). Case studies are capable of being delivered with a range of styles, they can be designed to complement (not replace) other teaching approaches, and focus on re-visiting topics rather than attempting to cover an entire syllabus. In addition, the contexts and delivery styles can be selected in order to be stimulating. It is crucial, therefore, to highlight the importance of science and its relevance to students' lives.

Problem-based learning (PBL) is a pedagogical approach based on recent advances in cognitive science research on human learning (Barrows, 1985). PBL has been widely used in undergraduate settings in Western countries but there is very little published on the application of PBL in science education in developing countries like Tanzania. A PBL class is organized around collaborative problem solving activities that provide a context for learning and discovery. The responsibility for learning is with the student; not with the facilitator. There are five well-defined stages in the PBL process: introduction, inquiry, self-directed study, revisiting the hypotheses, and self-evaluation (Ram 1999). This approach can be introduced in higher learning institutions although it is expensive, its return to education is more important.

Research shows that students do not like examinations and if their mark is low it may reduce their confidence to continue learning. It also can not reflect all the problems and may not show the abilities that the rtudents have gained (Huo, 2006). It is preferable to find other methods to supplement examinations. Concept mapping is an alternative method: it can show the teacher how much the students knew and how much they didn't know; and the students can assess their own learning. I don't suggest examinations to be eliminated completely but they can be reduced in number in levels of education. Elimination of National Standard IV Exam in primary school level and National Form II Exam in O-level is the exact instance. Concept mapping was developed by Professor Joseph D. Novak at Cornell University in the 1960s. The concept map is a knowledge representation tool in the form of a graph.

A Problem Based Approach to Language Learning

Problem-based learning is one of the most important strategies when it comes to acquiring any type of skill. Thrust in such a situation, people are able to integrate abstract concepts and apply them in the real world.

While it may not look like it at first glance, problem-based approaches also work very well in language learning. Over the years, in fact, I have found many tools that use this particular strategy to help students acquire specific language abilities.

Check out any of the top language acquisition software and look at the set of exercises they task students to do. More often than not, those are based on a problem solving approach to learning. Using what you've learned from the previous lessons, you are provided specific challenges that you can overcome by applying them.

When using this approach, you go beyond taking in concepts and ideas. Instead of simply committing them to memory, you are put in a situation where you have to use them to arrive at a result. Compared to merely sitting down to listen to lectures or read lessons, employing them creatively makes for a more complete learning experience.

You can think of the problem-based strategy as a partial form of immersion. Just like finding yourself amidst a crowd of native speakers, forced to use the language to communicate, this approach puts you in a position where you will need to apply what you learned. There is less pressure involved, of course, but the result could be just as effective.

Competency-Based Training - Teaching Employees to Problem-Solve Using the Competency Model

Every day, employees face challenges, problems and opportunities.

    * Typically, they require difficult decisions to be made within a short time span.
    * Typically, they all hit at once. 
    * Typically, there is no right or wrong solution, but multiple solutions requiring the skill of discerning outcomes and implications in order to make the best decision.


What if training was like that? What if training was like the real world? 

What if competencies and behavioral skills were learned using an application that challenged trainees to apply those skills to situations that mimicked the employee's every day work environment? 

In this paper, a problem-based training approach (PBT) is offered that is distinguished from action learning or case study learning. PBT engages employees through applying a different style of training. PBT is an adaptation of the principals of problem-based learning, an adult learning methodology common in academic arenas.(See reference 1.) The uniqueness of PBT is found in the modification of the academic classroom oriented learning methodology to the dynamic and diverse needs of corporate training.

PBT meets conditions defined as optimal for adult learning.(See reference 2.) In a training environment, these conditions would include: 

    * Freedom of expression and an acceptance of differences.
    * An environment where trainees perceive the goals of the learning experience to be their own goals.
    * A culture where trainees accept a share of responsibility for planning and operating the learning experience and therefore have a commitment to it.
    * A company where trainees participate actively and sense progress towards their own goals.

 How does PBT differ from other training models?

 In PBT, problems are created around specific learning objectives written to measure select competencies and behavioral skills. Thus, employees not only learn how to problem-solve, but learn competencies such as managing conflict, planning and organizing or developing talent. 

Using simulations to teach is not unique to PBT. There are several learning models that use problems within their curriculums. They include case study learning where the material learned is applied to solve a simulated problem, action learning where a problem is presented to a select group of management trainees, and problem-based training. A comparison of each of these as well as a comparison of PBT to a traditional learning approach may help clarify the uniqueness of the PBT method. 

Traditional Training Contrasted with PBT

Similarities: Traditional Training to PBT

    * Employees develop knowledge required by their job position.
    * Employee gain familiarity with resources, policies and procedures relevant to the job.


Differences: Traditional Training to PBT

    * Process goal: The goal of traditional training is to teach employees the knowledge, policies and procedures required for their job position. In PBT, the goal is to learn to solve problems by applying resources, policies & procedures to a wide range of situations likely to be encountered in the workplace.
    * Delivery of knowledge: In traditional training classes, information is given to the employee first, generally through a lecture, video, or e-learning module. The information always precedes quizzes or opportunities to apply their knowledge to work related situations. In PBT, a problem is presented prior to delivery of information needed to solve the problem. Knowledge is acquired as the employee self-identifies the process, the resources, and the best solution to the problem. The problem always precedes the delivery of information.
    * Learning concept: in traditional training classed, employees apply what was taught. In PBT, employees learn through struggling to solve problems.
    * Collaboration. Collaboration is not a feature of traditional training. Although use of teams is preferred in PBT, it is not required.
    * Use of resources: In traditional training classed, the resources or training content is delivered by the instructor. Employee then is tested to apply that content correctly. In PBT, identification and use of resources is self-directed according to what the employees decide they need to know in order to solve the problem.
    * Direction: Traditional learning is directed by an instructor. The "learned expert" imparts knowledge to the novice trainees. The PBT process is self-directed with a coach as a guide to ensure teams continue to refine their solutions until they attain a best practice solution.
    * Evaluation: In traditional training, evaluation methods vary. In PBT, multiple solutions are possible. Learning the process of problem-solving is more important than getting the best practice solution.


Case Study Learning Contrasted with PBT

Similarities: Case Study to PBT

    * Requires employees to tackle real world problems.
    * Places employees in problem-solving roles.
    * Develops critical thinking skills.
    * Develops analytical skills.


Differences: Case Study Training Contrasted to PBT

    * Process goal: The goal of case study is to apply knowledge to solve specific workplace problems. The goal of PBT is to learn to solve problem by applying resources, policies and procedures to specific workplace problems.
    * Delivery of knowledge: Knowledge in the case study method is given to the employee first. It precedes the case study. In contrast, in PBT, the problem is presented prior to delivery of information needed to solve the problem. Knowledge is acquired as the employee self-identifies the process, the resources, and the best solution to the problem. The problem always precedes the delivery of information.
    * Learning concept: In case studies, employees apply what was taught to a problem or case study. In PBT, employees acquire the knowledge as they struggling to identify resources and apply them to solve the problem.
    * Use of resources: In case study, resource materials are delivered in some format by instructor prior to application stage. Employee then applies the resources to the problem. In PBT, identification and use of resources is self-directed according to what the employees decide they need to know in order to solve the problem.
    * Collaboration: Case studies may or may not involve collaborative learning. PBT is usually a team process, although internet applications have allowed it to be an individualized training method too.
    * Direction: Case study is highly directed by an instructor. PBT is self-directed with a coach as a guide to ensure teams continue to refine their solutions until they attain a best practice solution.
    * Evaluation: In case study training, evaluation methods vary depending on the model. In almost all models, the end result is what is used to assess learning. In PBT, multiple solutions are possible. Learning the process of problem-solving is more important than getting the best practice solution.


Action Learning Contrasted with PBT

Many corporations are using a leadership training program called Action Learning.(See reference 3.) Although both these programs focus employees on real world problems, there are unique features to each as shown in the table below.

Similarities: Action Learning Contrasted to PBT

    * Work is usually done as a team rather than individually.
    * Employees are challenged to resolve real world problems.
    * Encourages collaborative learning.
    * Promotes global visioning: seeing the big picture and implications of decisions made.
    * Promotes development of critical thinking skills.
    * Promotes development of analytical skills.


Differences: Action Learning Contrasted to PBT

    * Goal: The goal of action learning is to develop a strategic action plan. Typically this is business process improvement oriented. In PBT, the goal is to learn to solve problems by applying resources, policies & procedures to a wide range of situations likely to be encountered in the workplace.
    * Focus: Action learning addresses large scale business challenges. Typically problems are written to be business process improvement oriented. The focus of PBT ranges from day-to-day problems typically experienced by entry level employees to large scale problems faced by management.
    * Learning concept: In action learning, finding a best practice solution to the problem is essential for completion of the task. In PBT, learning a problem-solving process that can be used with any workplace problem is more important than finding a solution to a specific problem.
    * Participant selection: Action learning pulls together the top performing company individuals and/or potential senior executives; most often individuals on the team start out with similar levels of expertise although they bring different backgrounds to the process. PBT works well at the management level, even when teams are from diverse background levels of experience. The more experienced employees become a human resource for the less experienced ones. Not limited to management level. Has been applied to new and inexperienced employees hired in starting positions in retail sales.
 +   * Direction: Action learning is more highly directed by a coach than PBT.

In conclusion, PBT teaches employees a problem-solving process. This process can be applied to train employees on any competency or behavioral skill. It empowers trainees by putting them in control of their learning process. It is challenging and messy. It is like the real world, where answers are not right or wrong, but appear in shades of grey with complex implications associated with each solution. Learning to analyze problems and apply corporate policies and resources in order to identify the best solutions is a necessary skill for managers in today's fast-paced world. It's time that employees learn to problem-solve.

References:

   1. Martin, F & Saljo, R. 1976. On qualitative differences in learning: I-Outcome and process, British Journal of Educational Psychology, Vol. 46, pp 4-11.
   2. Knowles, ME. 1980. The Modern Practice of Adult Education, Cambridge/Prentice Hall.
   3. Marquardt, M. 2004. Harnessing the Power of Action Learning, Training & Development Magazine, pp 26-32.

© 2009 Interactive Training Simulations, LLC

I developed a problem-based training model as a way to teach managers how to problem-solve. As a consultant to Lowe's Companies and later with several other Fortune 500 companies, I found this problem-solving process for training synced perfectly with management competencies. It allows companies to teach competency-based behaviors through presenting workplace simulations written to address the behavioral skills that accompany each competency. It has been proven to be a highly effective and engaging model for global training. As the VP of Production for ITS, Interactive Training Simulations, http://itsimulations.com
I have applied this same problem-solving approach to internet training. We have created software that allows companies to deliver problem-based training programs, teaching employees through solving common challenges they face daily in their job positions. ITS leases software so trainers can develop their own problem-based training courses. ITS also sells a full line of fully developed on-line training courses designed for front-line and management staff. This includes training for hotels, restaurants, retail companies, banks and health industry customer service agents. Front -line employee courses cover customer service, professionalism, sexual harassment, reservation sales, retail sales, driving profit and a full array of management courses. Our prices are volume discounted allowing a company of 500 employees to train an employee for less than $3. For more information, go to http://itsimulations.com or call 307.733.4188.