THE IMPORTANCE OF CONTINUED PROFESSIONAL DEVELOPMENT TRAINING FOR TEACHERS: THE ROLE OF PROFESSIONAL ASSOCIATIONS
1. THE IMPORTANCE OF CONTINUED
PROFESSIONAL DEVELOPMENT
TRAINING FOR TEACHERS: THE ROLE OF
PROFESSIONAL ASSOCIATIONS
Eric Ntam
University of Yaounde I, Cameroon
2. The Nature of the Teaching
Profession
One of the „helping professions‟
Work in Isolation
Limited opportunities for shared learning
Conservative attitudes
Societal pressure and victimisation
Stress, burn-out, fluctuating motivation
a need for development
3. Differences between Training
and Development
Training is….. Development is….
time-bound continuous
budget-dependent an internal process
often imposed optional
often driven by systemic change a factor in personal change
‘transitive’ as a notion essentially ‘intransitive’
dependent on a trainer independent of a trainer
possible only in groups essentially individual
based on an external agenda based on an internal agenda
often problem-centred or person-centred and based on
deficit-based a growth view
accountable to authorities accountable mainly to self
4. Limitations of INSETT
one-off workshops
imposed topics; little attention to participants‟
individual needs
deficit view leads to resistance and negativity
little follow-up support or monitoring
little systematic follow-up evaluation of impact
teachers from different schools thrown together
lack of conceptual basis for planning; the process is
often arbitrary and random; not shared with teachers
trainers often lack face validity for participants
(Fullan 1991)
a need for development
5. Development: a working definition
“…. a lifelong autonomous process of
learning and growth by which (….) we
adapt to changes in and around us, and
enhance our awareness, knowledge
and skills in personal, interpersonal
and professional aspects of our lives.”
O’Brien (1986)
6. Language Teachers’ needs
(Peyton, 1997)
Comprehend contemporary media & interract
with native speakers
Master pedagogic knowledge
Master technologies and integrate them in
teaching
Maintain language proficiency & be up to date
Cope with demographic explosions in schools
a need for development
7. Finding Needs: How and Where
(Peyton, 1997)
Evening courses
Summer institutes and seminars
Lectures
Study & travel abroad
Immersion weekends/monthly professional
dinners
Workshops offered by professional associations
8. Associations: Challenges
Finding a few inspired professionals
Finding active members
Finding volunteers
Falcao & Szesztay, (2006)
Defining role relationships
Maintaining group sense of belonging
Finding funding
Finding MOE recognition
Maintaining autonomy from state influence
9. An Example: CAMELTA
Created in April 2001 as umbrella association
ELTAs existed since the early 80s
Committed members from ELTAs saw need for
a national body
British Council „mothered‟ initial steps by:
Hosting and funding initial meetings
Heavily funding subsequent national conferences
Sponsoring keynote speakers from the UK
Supporting regional chapters
Offering its venue and other logistics
10. CAMELTA’s Goals
Improve practice of language teaching and
learning
Promote high standards of in-service training
through seminars and workshops
Foster & promote scholarship relating to
language teaching
Foster high academic and professional
standards
Break down the isolation that teachers
experience both in their classrooms and
schools
11. Encourage co-operation and mutual support
Foster the exchange of ideas, resources,
information and experience
Offer a regular forum for the exchange of new
ideas, practices, materials etc
Provide opportunities for personal language dev‟t
Encourage dev‟t of EFL/ESL teacher identity and
collegiality
Create a forum for the promotion of teacher
friendly ELT
Generate networking and skills sharing for best
practices
Stay out of politics and trade unionism
12. How CAMELTA Works
Yearly Annual conference and AGM in August
Termly regional seminars and workshops
Monthly divisional workshops
One-off seminars with visiting professionals
Video conferences with partners
Teacher participation in course book writing
Occasional partner-sponsored scholarships
Conference participation in other countries
13. Why we are vibrant
Objectives meet members‟ needs and aspirations
Consensus in scheduling meetings
Skilfulness in the leaders
Interesting and relevant topics at seminars
Regular seminars and workshops
Responsibilities are respected
Financial contribution remains minimal
A discourse community is formed (swales, 1990)
Hierarchical stereotypes between practitioners and
decision-makers are bridged (Kuchah, 2008)
14. How we ensure empowerment
Teachers run/lead their affaires
Teachers present talks, workshops at seminars
Teachers produce newsletters, journals etc
Non-executive members are involved.
Teachers have healthy debates with decision-
makers
15. Leadership: Life wire
people of energy, drive or influence
Good leaders:
Have a sense of achievement
Recognise, acknowledge and reward volunteers
Delegate functions and work with committees
Sacrifice and devote time, energy and resources
Seek support from all members
Negotiate partnerships with MOEs
Negotiate partnerships with, and affiliations to international
institutions and organisations eg. TESOL & IATEFL
Militate positively for the associations
16. Remember…
MOEs insist on teacher change,
associations insist on teacher growth.
“Change is mandatory; growth is optional”
(Fullan 1993)
“Therecan be change without growth, but
never growth without change” (Kuchah, 2008)
17. References
Fullan, M. (1991) The New Meaning of Educational Change
(2nd edition) London: Cassell
Fullan, M. (1993) Change Forces Brighton: Falmer Press
O‟Brien, A. (1986) Teacher Development, Evaluation and
Teacher Profiles for TESOL London: Institute of
Education (unpublished MA thesis)
Kuchah, K. (2008) „Developing as a Professional in
Cameroon: Challenges and Visions‟ in Richards, K. & S.
Garton (eds.) Professional Encounters in TESOL. New
York: Palgrave Macmillan, pp. 203-217)
Swales, J. M. 1990. Genre Analysis. Cambridge: Cambridge
University Press.