incentives   2113

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Michael Nielsen on brokenness in academic publishing
Non-profit vs for-profit, funding, lack thereof for arXiv, solutions, etc.
academicpublishing  incentives  arxiv  funding 
6 weeks ago by bfirsh
A Middle-School Cheating Scandal | The New Yorker
"In an era of high-stakes testing, a struggling school made a shocking choice."

"The first teacher he approached was Lewis, who was resistant. Lewis told him, “Fuck the test. Our students are doing hot. We know they are learning.” But after several months, Lewis said, Waller “chewed away at me.” Waller reminded him that Parks was a “sanctuary,” a “safe haven” for the community. If the school didn’t meet its targets, Waller explained, the students would be separated and sent to different schools, outside Pittsburgh. Lewis said he felt that “it was my sole obligation to never let that happen.”"

"In 2007, Parks had to score even higher to surpass its falsely achieved scores from the previous year. According to statements later made by teachers and administrators (obtained through Georgia’s open-records act), the cheating process began to take the form of a routine. During testing week, after students had completed the day’s section, Waller distracted the testing coördinator, Alfred Kiel, by taking him out for leisurely lunches in downtown Atlanta. On their way, Waller called the reading coördinator to let her know that it was safe to enter Kiel’s office. She then paged up to six teachers and told them to report to the room. While their students were at recess, the teachers erased wrong answers and filled in the right ones. Lewis took photographs of the office with his cell phone so that he could make sure he left every object, even the pencils on Kiel’s desk, exactly as he’d found them.

Lewis dreaded the process. It felt to him like “a bad date where you’ve had too much to drink.” He woke up the morning after erasing answers and thought, I shouldn’t have gone that far. He worried that, because of the cheating, students wouldn’t develop “the feeling you get when you take a test and know whether you did all right or whether you knocked that shit out of the park,” he said. He also felt guilty that other teachers were deprived of feedback. Lewis never told his wife that other teachers were correcting her students’ answers. One year, she got the highest scores in the building. Lewis said, “I wasn’t going to burst her bubble. I was, like, ‘Good job. Keep going strong.’ ”"

"Of a hundred and seventy-eight educators named in the cheating investigation, Lewis was the first to be fired. “I felt like someone had hit me with the butt end of an axe,” he said. He shaved off his dreadlocks, which, in Rastafarian tradition—a culture with which he sporadically associated—signalled the loss of a child. What troubled him most, he said, was that “I was fired for doing something that I didn’t even believe in.”

He applied for jobs at charter and alternative schools, community centers, and jails, but he didn’t get any of them. “Education let me go,” he finally concluded. He broadened his search, applying for positions that required manual labor. In interviews, he promised employers that he had the “persistence and tough skin of a middle-school teacher to bring to the workforce.” He applied for a job installing cable, and, after getting a nearly perfect score on the applicant test, he daydreamed about how he would use his teaching skills to help employees streamline the process. But a few days later the company told him that he didn’t have enough experience.

His house was foreclosed on and his car was repossessed. Old friends came to him with alternative methods of earning money. “They had some of the most illegal propositions,” he said. “They were, like, ‘Man, remember when we used to take that trip to St. Louis? Don’t you want to take over that run?’ ” He supported his wife, their newborn son, and his daughter from his previous marriage by working as an auto mechanic.

At first, he was glad to see the district attorney bring charges against Christopher Waller, Beverly Hall, and thirty-three administrators and teachers, but he became troubled by the portrayal of their crimes as mercenary. On April 2, 2013, on the evening news, he watched his colleagues, nearly all of them black, report to the Fulton County Jail in an event that was described in the media as a “perp walk.” They were charged under the Racketeer Influenced and Corrupt Organizations statute—used to apprehend criminal organizations like the Mafia—and accused of conspiring in order to receive the bonuses tied to high test scores. Hall, who earned more than five hundred thousand dollars in bonuses, faces up to forty-five years in prison.

More than half of the defendants, including Christopher Waller, pleaded guilty to lesser charges. Now the senior pastor at a church three miles from Parks, Waller agreed to serve five years of probation, pay forty thousand dollars in restitution, and testify as a witness for the prosecution. He told me that he was offended by the idea that he would cheat in order to get what amounted to five thousand dollars in bonuses. He and other teachers at Parks spent their own money to buy groceries, H.I.V. medications, furniture, and clothes for students and their mothers, and this continued even after he was fired. “It wasn’t because of the money—I can promise you that,” he said.

In lengthy plea statements, Waller and the other defendants provided a miniature history of the past twelve years in education policy, describing how No Child Left Behind, in conjunction with the district’s targets, created an atmosphere in which cheating came to seem like a reasonable option. One principal described a “toxic culture throughout APS where all that mattered was test scores, even if ill-gotten.” Another said that the district’s “primary focus . . . became meeting targets instead of focusing on the needs of the students.”

In statements sent to me through their respective lawyers, Hall and Michael Pitts both denied wrongdoing and said they were confident that a jury would find them innocent of the charges. Hall wrote, “I did not order, request, or condone cheating to meet targets nor did I have knowledge of cheating.” She explained that in setting targets she had “relied on APS educators to behave with integrity.” She also said that, compared with the objectives set by No Child Left Behind, Atlanta’s targets were “decidedly more incremental in nature,” and the sanctions less “draconian.” (Many of her employees disagree; the district was unusual in that it required a certain percentage of students to exceed targets each year.)

Since the investigation, the stakes for testing in Georgia have escalated. Although the state is replacing the Criterion-Referenced Competency Test with a more comprehensive method of evaluation, this fall Georgia is implementing a new teacher-evaluation program that bases fifty per cent of a teacher’s assessment on test scores. The program, along with a merit-pay system, is required as a condition for receiving a four-hundred-million-dollar grant from President Obama’s Race to the Top program. Tim Callahan, the spokesman for the Professional Association of Georgia Educators, which represents eighty-four thousand teachers, told me, “The state is going down the same path as Atlanta, and we are not exactly enthused.” He said that many teachers have become so demoralized that they’re retiring early or transferring to private schools. He told me, “Our teachers’ best qualities—their sense of humor, their love for the subject, their excitement, their interest in students as individuals—are not being honored or valued, because those qualities aren’t measurable.”"

[though I'd bookmarked this when it came out, but doesn't seem to be in my collection]
2014  testing  standardizedtesting  cheating  atlanta  education  schools  schooling  incentives  rachelavivrttt  nclb  high-stakestesting  us  scandal  howweteach  teaching  learning 
6 weeks ago by robertogreco
How to keep creative geniuses in check and in profit
March 10, 2019 | Financial Times | by Andrew Hill.

The story of how Eastman Kodak invented a digital camera in 1975 but failed to develop it is one of the most notorious misses in the annals of innovation. (It’s more complicated than that, but never mind.)

Polaroid, the instant-photo pioneer, took a slower path to the technology: its first digital camera appeared only in 1996. It filed for bankruptcy in 2001, 11 years before Kodak.
Polaroid’s founding genius, Edwin Land, could, though, have been first to the digital party. In 1971, as part of a secret panel advising the US president, he advocated digital photography, which the US eventually adopted for its spy satellites.
But Land was blind to the promise of digital cameras for the consumer.

This tale of failures of leadership, innovation and organisation is well told by Safi Bahcall, a physicist, former consultant and biotech entrepreneur, in Loonshots. There are four types of failure:
(1) Leadership failure. Edwin Land was guilty of leading his company into a common trap: only ideas approved by an all-powerful leader advance until at last a costly mis-step trips up the whole company.
(2) Innovation failure. Bahcall distinguishes between product-type and strategy-type innovation. Classic P-type innovators are the folks at innovation conferences conversing about new gadgets with less attention being paid to the analysis of innovative business models. Indeed, at some forums, P-type innovations also crowd the lobby. Delegates line up to try the latest shiny robot, electric car, or 3D printer.

(3) Organizational failure. Loonshots is based, refreshingly, on the idea culture does not necessarily eat strategy for breakfast. In fact, bad structure eats culture. Bahcall gives this a scientific foundation, explaining that successful teams and companies stagnate in the same way water turns to ice. A perfectly balanced innovative company must try to keep the temperature at the point where free-flowing bright ideas are not suddenly frozen by bureaucracy. How? Since the success of Bell Labs, companies have been told they should set up “a department of loonshots run by loons, free to explore the bizarre” separately from the parent. The key, though, is to ensure chief executives and their managers encourage the transfer of ideas between the mad creatives in the lab and the people in the field, and (the culture part) ensure both groups feel equally loved.

As for the assumption companies always ossify as they get larger, that risk can be mitigated by adjusting incentives, curbing office politics, and matching skills to projects, for which Loonshots offers a detailed formula.

Success also requires a special type of leader — not a visionary innovator but a “careful gardener”, who nurtures the existing franchise and the new projects. Though not himself an inventor, Steve Jobs, in his second phase at Apple, arguably achieved the right balance. He also spotted the S-type potential of iTunes. Even if Tesla’s Elon Musk is not losing that balance, in his headlong, top-down pursuit of loonshot after loonshot, he does not strike me as a born gardener.

Persuading charismatic geniuses to give up their role as leaders of organisations built on their inventions is hard. Typically, such people figure out themselves how to garden, as Jobs did; or they are coached by the board, which may install veteran executives to help; or they may be handed the title of “chief innovator” or “chief scientist” and nudged aside for a new CEO.

(4) They may find themselves peddling a fatally flawed product.
Bell_Labs  books  breakthroughs  business_models  creativity  digital_cameras  Edwin_Land  Elobooks  Elon_Musk  failure  genius  howto  incentives  innovation  inventors  Kodak  leaders  moonshots  office_politics  organizational_failure  organizational_innovation  Polaroid  product-orientated  Steve_Jobs 
6 weeks ago by jerryking - Organized Play / Policies
Includes the Retail Incentive Program, where purchasing more than $10 / more than $50 may give a benefit to all characters at the table.
Pathfinder  PathfinderSociety  policies  retail  incentives  boons  benefits 
6 weeks ago by pne

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