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Should public schools be run on the factory assembly-line model, with emphasis on such factors as economy of scale and mass production, with an emphasis on competition within the system? Or should they follow a more humanly focused model that actively involves the learners and accounts for the vast diversity of backgrounds, interests, learning styles, and talents of its product (i.e., pupils)? In addition to a sound foundation in basic skills and knowledge, what more is needed by future adults in the United States if they are to be highly competitive in the global marketplace?

These questions are at the heart of the debate that continues to be waged within the nation and the schools. Pure power politics; fundamental philosophies; targeted, absent, or ignored research; and economics have all been key issues in this ongoing struggle. Cooperative learning is a type of instructional mode that is at the heart of this debate.

Cooperative learning has been defined as a successful teaching strategy in which small teams, each with students of differing levels and types of ability, use a variety of learning activities to improve their understanding and comprehension of a given subject or content concept. Each member of a team has dual responsibilities: to learn the content itself and to help teammates learn. This creates an atmosphere of achievement for all. The goal of a team is for all members to grow and have success. Cooperative efforts are designed to result in each participant seeking mutual benefit so that all team members gain from each others' efforts in a win-win situation; recognize that all team members share a common fate as a result of their common effort; know that one's performance is mutually caused by oneself and one's team members in an integrated and interdependent way; and feel proud and jointly celebrate when a team member is recognized for achievement that brings reflected glory for all.

A brief summary of the answer to the question “Why use cooperative learning?” includes the following reasons:

  • To promote student learning and academic achievement
  • To increase student retention
  • To enhance students' satisfaction with their learning experience
  • To help students develop skills in oral communication
  • To develop students' social skills
  • To promote student self-esteem
  • To help promote positive race relations

America's Changing Economic Needs

For most of the 20th century, the typical management structure of America's business world was very top-down in nature. Relationships between management and those lower on the ladder were often adversarial. The result was a growing perception that American products were of an inferior design and quality compared to those of some other nations, especially Japan. Yet Japan was still in major recovery mode following its defeat in World War II. But unlike American chief executive officers, Japan's business leaders listened to the ideas of one American, W. Edwards Deming, who taught those top managers how to improve product design, quality, testing, and marketing. He used statistical methods but also saw the power of human involvement in the process of manufacturing.

As Japan's success in world markets grew rapidly, by the 1990s American business leaders began to understand the importance of involving the entire production system from the earliest steps of product design through the entire process. Quality circles and total quality management were movements that sought to develop active teams from all levels of the workforce. It was being proven that involving those who must carry out the production plans and marketing in the planning, production, and marketing system process significantly enhanced the success of the product in the marketplace.

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