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                    <text>Editor’s Choice

From Learning to Education
A New Paradigm for the
Community College
Chad M. Hanson
Casper College, Wyoming

In the 1990s, community colleges underwent a shift in their guiding paradigm.
The transformation in norms, roles, and values look place in the name of
“learning,” as the change was driven by the goal of turning 2-year schools into
“learning colleges.” In this article, it is suggested that the shift ushered in by
the learning movement limited the focus of community colleges to goals that
are narrowly private and psychological. An alternative to current organiza­
tional culture is proposed: an “education” paradigm that widens institutional
focus to include goals consistent with serving social and public purposes.
Keyword: learning colleges; student development; workforce training;
learning paradigm

or more than a century, community colleges have been an integral
part of the undergraduate experience. Two-year college professionals
have served students for more than five generations, and they have served
the nation well. In a recent report on a survey commissioned by The
Chronicle of Higher Education, Jeffrey Selingo (2004) wrote, “Nearly 93
percent of the respondents agreed that higher education institutions are
one of the most valuable resources in the United States,” and community
colleges are among the resources we trust and value most (p. 1).
The key to the growth and success of community colleges has been a
long-standing commitment to students. In contrast to institutions with a
wider range of duties, 2-year schools are single-mindedly devoted to
student development. Thus, in the middle 1980s, when accrediting agen­
cies and state legislatures moved to emphasize accountability through the

F

Editor’s Note: This article is published as an Editor’s Choice selection. Editor’s Choice articles
are selected by the editorial staff of Community College Review and have not gone through the
peer review process.
128

Hanson / From Learning to Education

129

assessment of student learning (Lazerson, Wagener, &amp; Shumanis, 2000,
p. 14), community colleges were among the first to heed the call. In the
1990s, we began to focus on learning with a kind of zeal characteristic of
social or political movements (O’Banion, 1998a, 1998b).
Over the course of the past decade, the goal of increased student learning
grew to the point where community colleges came to think of and refer to
themselves as “learning coUeges” (Barr &amp; Tagg, 1995; O’Banion, 1997;
Tagg, 2003). By the turn of the century, the words of Robert Barr and John
Tagg (1995) had hardened into truisms: “Our mission is that of producing
learning with every student by whatever means” (p. 9). Never before has
learning been a more central focus in 2-year colleges. Yet the heightened
focus on learning has channeled the efforts of educators toward purposes
that are limited in scope. The focus on learning, in lieu of education, limits
the approach of staff and faculty merely to encouraging cognitive as
opposed to social, moral, or aesthetic development (Pascarella &amp; Terenzini,
2005). Today, the goal of “producing learning” is seen as customary, but
learning and education are not one and the same. Learning is private and
psychological, whereas education is both social and public. It is possible
that learning may be produced by whatever means. Learning can even take
place anytime or anywhere (O’Banion, 1997). However, education is a social
institution, and the process of becoming an educated person is complex and
multifaceted.
As the Russian psychologist Pavlov demonstrated, dogs are capable of
leammg; so are ducks and mice and barnyard animals (Ciccarelli &amp;
Meyer, 2005). Learning is easy to produce and equally simple to measure.
The same cannot be said of education, however. Education is rich,
diverse, and complicated. Nonetheless, a well-educated citizenry is crucial
to maintaining the health and sovereignty of free and self-governing
nations (Barter, 1992). At best, cognitive development can only be a partial
goal for public colleges. Our primary objectives must be social and cultural
in character. Postsecondary schools bear the responsibility of “providing
the next generation with the capacities, beliefs, and commitments necessary
to ensure society’s goals” (Shapiro, 2005, p. 37).
Shifting the focus of 2-year colleges away from the current emphasis
on learning and toward a broad concern with education is consistent with
the schools’ historic function as a cornerstone of democracy (Griffith &amp;
Connor, 1994; Hanson, 2002; Rhoades &amp; Valdez, 1996). In honor of its
place in the nation’s political fabric, the community college has been

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Hanson / From Learning to Education

referred to as “democracy’s college’’ (Diekhoff, 1950). A renewed insti­
tutional commitment to liberal or general education holds the promise of
restoring our commitment to the once-proud designation, but the change
also comes with potential benefits for colleges. The move from learning
to education stands to make 2-year schools more competitive in the post­
secondary marketplace. In addition, by moving the focus of our efforts
from learning to education, we equip colleges to fulfill their responsibilities
as public institutions, and we position ourselves to make sound invest­
ments with tax dollars.

Education Is Competitive
in the Marketplace
The postsecondary marketplace is competitive. Generally speaking,
local, state, and federal higher education budgets shrank from coast to
coast throughout the 1990s, and the trend continues here in the first part
of the new century (Roueche &amp; Jones, 2005). In addition to budget short-_
falls, public 2-year colleges were also forced to compete with a host of
new institutions geared toward serving private sector interests (Boggs,
2005). In response to the competition, community colleges began changing
their public image to match that of the growing number of for-profit train­
ing institutes. In effect, over the course of the past decade, community
colleges have worked to become more like their competitors.
According to Richard Alfred (2000), “Most institutions focus on keep­
ing pace with rivals and, as a result, their marketing strategies tend to con­
verge’’ (p. 14). In the case of community colleges, the strategy has hinged
on the notion that 2-year schools should become convenient places for
students to acquire labor market skills. Higginbottom and Romano (2001)
suggested, “Community colleges see themselves as the workforce training
centers of the 21st century,’’ and they went on to explain, “Increasingly
this is taken to mean short-term training of job-related skills, as opposed
to the broader goals of general education’’ (p. 255). Through the process
of identifying themselves as vocational centers, public 2-year schools
shifted their missions (Ayers, 2005) and organizational culture (Levin,
2001) to match the norms and values found in the private sector;
Nordstrom’s department store is even used as an organizational model
(Pickelman, 2005).

131

Through the course of trying to emulate competitors, 2-year schools
turned attention away from the practice of “establishing a brand identity
that distinguishes it in the eyes of customers” (Alfred, 2000, p. 14).
Instead of striving to establish a proud and unique public image, community
colleges have refashioned themselves (Levin, Kater, &amp; Wagoner, 2006) as
job-training institutes, a distinction that does little to inspire respect or
reverence in the minds of students.
Like it or not, the nation’s postsecondary system is structured hierar­
chically. Status and prestige are intertwined with cost, selectivity, and
purpose (Alfred &amp; Horowitz, 1990). I suspect that many of us hope for a
future where the arrangement is more egalitarian than at present, but there
can be no question that Ivy League schools are perched at the top, com­
prehensive state universities occupy the middle rungs, and community
colleges fall somewhere near the bottom of the ladder. Potential students
are conscious of the status differences, and economic models suggest
that, when it is possible, consumers choose the highest level of prestige
at the lowest price (Breneman, 1996). In the words of Lyall and Sell
(2006), “As students become customers, they become more price sensitive,
brand-name aware, and quality oriented. These factors, which have been
at play in the private university sector for some time, are gaining impor­
tance in public higher education as well” (p. 51). The same authors went
on to note that “the ‘public-ivy’ universities now generate far more demand
than they have capacity to satisfy” (p. 51), and public community colleges
have the ability to generate similar levels of demand.
As part of the process of securing their position in the marketplace,
institutions of all types work to create an image that appeals to potential
students, and for pragmatic reasons, that identity or image should be set
as high on the status hierarchy as possible. Students predisposed toward
lower rungs on the ladder are likely to be motivated by a chance at high
status, without an associated rise in costs. Similarly, prospective students
inclined toward the middle may be drawn to the low cost of community
colleges, if the choice could be made without a corresponding loss of
prestige. By contrast, those same students, leaning toward the middle, are
likely to steer away from schools lowering themselves to the bottom of
the hierarchy by making vocational training the central feature of their
enterprise.
Community colleges have everything to gain by becoming more like
institutions in the middle or at the top of the postsecondary ladder, and
the move is well within our grasp, as public 2-year schools are endowed

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Hanson / From Learning to Education

with assets that for-profit colleges can only dream about—campuses and
full-time faculty. Community colleges are premier public places, where
citizens from across a locality can join together for the purpose of higher
education. When these strengths and advantages are explained to stake­
holders and constituents, the results are palpable. For instance, students
at Central Piedmont Community College in Charlotte, North Carolina,
describe the school in the following terms: “It is a real academic institu­
tion. It has a beautiful campus. Classes are small and instructors really
care” (Alfred, 2000, p. 18). Two-year colleges have more in common
with high-status institutions than they have with private training organi­
zations with no commitment to public service. Thus, community colleges
are in a unique position to use the prestige and purpose of the liberal arts
to strengthen their foothold in the marketplace.

Education Is Public
Public 2-year schools are heavily subsidized. Community college
students pay a fraction of the cost of their education in the form of tuition.
The bulk of their education is subsidized by local, state, and federal tax­
payers (Romano, 2003). Still, students conceive of themselves as cus­
tomers, and colleges relate to them as such. Of course, within our culture
it is routine to approach students from the standpoint of customer service,
but public colleges enter an unbefitting realm when they use prospective
students’ private and personal interests as a foundation for marketing
strategies and, as of late, community colleges have worked to create
public images designed to appeal to self-interest.
The situation is prevalent enough that it prompted Zemsky, Wegner,
and Massey (2005) to write, “As more people have viewed higher education
as offering mainly personal advantages . . . colleges have virtually given
up defining themselves in terms of their contributions to the community,
state, or nation” (p. B6). The same authors went on to explain, with
respect to the tendency for colleges to identify themselves as commercial
entities, “When a college is wholly dominated by market interest, it sacri­
fices much of its capacity to serve its public purposes and sometimes even
its fundamental mission” (B6).
The fundamental mission of public 2-year schools is to serve the social
and cultural needs of the communities of which they are a part but, in the
words of John Levin (2001), during the 1990s, “the purpose of the institution

133

endt
individual and community betterment to economic
colleg^rwerepreparation” (p. 170). Community
FranfNeZma^ Am? /
“dergo the shift. According to
rank Newman (2000), former director of the Futures Project at Brnwn
niversity institutions of all types underwent a similar change and he
suggested that the focus on economic development holds the Dot’ential m
c™ti“ w?ot?
for higher edu

Xe-haJ^hld?"’-,

state-owned and

pmfitaet.vldesanJ?nadcS^^^™:“:^

In short, we are moving toward a point where “education could be con-

notT
indulgence that, whatever its value to an individual does
not deserve public support” (Shapiro, 2005, p 90)
fm“S?g
institutions, community colleges depend on public

Education Is for Life
“FdVrf

psychologist B. F. Skinner (19641

ized the limit?' J? P^onuMot psychologist of the 20th century real-

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Community College Review
Hanson / From Leaming to Education

educated people. In the shadow of such venerable goals, the aim of pro­
ducing learning shrinks by comparison. Still, the president of the American
Association of Community Colleges has suggested, with regard to 2-year
schools, “The mission should be student learning, and we should measure
our effectiveness based upon student learning outcomes” (Boggs, 1995,
p. 26).
Cognition is one element of student development but, arguably, not the
most important (Weidman, 1989a, 1989b). Educational institutions have
a deeper capacity and a larger responsibility of changing students’ self­
concepts or identities (Chickering, 1972), and human identities are bun­
dles of recollections (McCall &amp; Simmons, 1966; Mead, 1934). For the
graduate, a college is a collection of memories—an alma mater—confer­
ring social status and ordering behaviors over the life span. Howard
Bowen (1977) wrote, “The impact of higher education is likely to be
determined more by the kind of people college graduates become than by
what they know when they leave college” (p. 270). Hence, “The proper
study of the effects of college . . . is the study of lives” (Sanford, 1962,
p. 809). Because learning is relatively easy to produce and simple to measure,
the current tendency is to focus on the short term and the observable;
however, the focus on learning has forced us to sacrifice the goal of
preparing citizens to fill long-term social and political roles within our
communities.
Community college curricula and advertising currently focus on
appealing to students’ self-interest and their desire for convenient access
to credentials, but this move is out of step with the mission of a public
institution. In the near term, students may have an interest in the fastest
and most convenient route to becoming certified as members of a profes­
sion, but if we oblige them by offering mere convenience, we do students
a disservice, and we also fail to live up to our own obligations.
Colleges have different goals from those of the armed forces, but they
are both institutions with a commitment to public service. Therefore, colleges
could learn from the example set by the military, with respect to their
approach to new recruits. In the case of the Air Force, the historical call
was to “aim high.” The Army issued a challenge to “be all you can be,”
and the Navy currently implores recruits to “accelerate their lives.” These
institutions challenge prospective service people to use their individual
abilities to serve a higher purpose. As institutions, the Army, Navy, and
Air Force serve as reminders that selflessness and social responsibility are
necessary to the health and maintenance of a free and democratic nation.

135

Community colleges could serve as a similar reminder. However, if we
emphasize self-interest and convenience in our efforts, we circumvent the
expectations placed on us as institutions, and we also deprive students of
the self-respect that accompanies hard work, commitment, and sacrifice
When ^aduates reflect on their community coUege experience, they are entitle^o better and more meaningful memories than “That was convenient ”
Ibere IS no question that contemporary students approach prospective
colleges from the standpoint of asking, “What can this school do for me*?”
V’
t^ornmunity colleges have an obligation to teach
students to there is a more important question to ask: ‘What can this college
help me do for my community?”

Conclusion
to the mid-1990s, *e Wingspread Group on Higher Education, funded
y the Johnson Foundation, issued a warning to postsecondary educators
An American Imperative: Higher Expectations for Higher Education
suggested to leaders m 2- and 4-year schools alike, “A disturbing and dangerous mismatch exists between what American society needs of higher
education and what it is receiving. Nowhere is the mismatch more dan­
gerous than in the quality of undergraduate education provided on many
campuses (Wingspread Group on Higher Education, 1993, p. I). The
authors of An American Imperative then went on to recommend a means
of addressing the mismatch. In their words.
Every student needs the knowledge and understanding that can come only
from the ngors of a liberal education. Such an education lies at the heart of
^*evelopmg both social and personal values. If the center of American Society
""
**
experience

Recently, John Roueche and Barbara Jones (2005) pointed out that
many 2-year colleges “merely hit the snooze button on the national wake­
up call provided by the Wingspread Group (p. x). Some schools even
worked to circumvent their own liberal arts curriculum by offering shortteim certificates with little or no general education. In effect, community
colleges bec^e invested in a pattern President George W. Bush describes
smbemTn!
r
expectations for
tudents. By limiting our focus to leaming, community colleges engage

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Community College Review
Hanson / From Learning to Education

in a pattern of relating to students as if they were purely one-dimensional,
as if economically valuable cognitive skills are the only traits they are
competent to possess. Students are increasingly thought of and described
as “workers” in the community college, and in the process, their lives as
citizens and members of communities are systematically neglected.
Community colleges serve historically disadvantaged groups; women,
minorities, people of low socioeconomic status, and first-generation college
students (Adelman, 2005). As professionals, our challenge is to provide those
students with an education of the same nature and character that one finds at
the top levels of our postsecondary network. To offer community college
students anything less is to partake in a subtle but socially consequential form
of bigotry. Unfortunately, when we limit the scope of our efforts simply to
producing learning, we deny our students the broil education for citizenship
that takes place at the upper levels of the postsecondary hierarchy.
The most effective way to widen the narrow and limiting approach to
education ushered in by the learning movement is to change the paradigm
shaping our beliefs and values. Levin et al. (2006) suggested that over the
course of the past decade, “community colleges have developed an overt
entrepreneurial culture, with a ‘managed’ organization that can provide
efficient and flexible programs tied to market demands” (p. 1). This culture
of top-down management, together with the tendency to subordinate edu­
cational goals to the whims of the marketplace, stands opposed to any
steps we could take toward improving or maintaining the status of the
2-year college as an honorable public institution, with firm roots in the
social and political fabric of our nation. Thus, the time is right to restate
our goals. The time is right to change the way we think, write, and speak
as staff and faculty.
Alfred and Horowitz (1990) explained, “The stature of an institution
reflects its historical legacy,” and they went on to add that any effort to
improve status “resists impulses to alter institutional domains of activity in
response to rapidly emerging market forces” (p. 8). In the decade of the
1990s, and here in the first part of the new century, conununity colleges
have given in to market forces and aligned themselves with private sector
interests (Levin, 2001; Roueche &amp; Jones, 2(X)5). The change in mission and
culture that has accompanied the shift has caused us to forsake our social
identity, and in the words of Constantine Curris (2006), “Our state institutions
were not founded to be publicly supported alternatives to private colleges, but
to fulfill public purposes” (p. B24). For the sake of our students and
American democracy, the time is right for a change in the paradigm shaping

137

our noms and practices. The central focus of our efforts must be education
in the broadest sense of the term, such that our actions are consistent with
our historical goals and proud public responsibility.

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Chad Hanson teaches sociology at Casper College in Casper, Wyoming.

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                    <text>FROM TEACHING TO LEARNING:
ARE WE STILL EDUCATING STUDENTS?
by Chad M. Hanson,
Northcentral Technical College, IVisconsin
hanson@northcentral. tec. wi. us

by Terry O’Banion. Both describe what is
wrong with higher education today, and
both suggest a move from teaching to
Editor's note: Here's a piece that takes a por­
learning as the solution to our ills.
tion other than thepapular one 'with respect to
According to Barr and Tagg, the prob­
the current interest in andfocus on learning. If
lem lies with the assumptions we make
it makes you think andyou'd like to respond, be
about the purpose and structure of higher
welcome to share your ruminations with us!
education. They argue that our “dominant
paradigm mistakes a means for an end ...
n current efforts at reform in higher
it takes the means or method — called
education, I have noticed a recurring
‘instruction’ or ‘teaching’ — and makes it
message that may slight our efforts to the college’s end or purpose.” The question
improve. I would like to suggest that the
I would like to raise is an empirical one.
current “learning revolution” and the dis­
Which institutions conceive teaching as an
cussion that surrounds the move from
end in and of itself? I have studied and vis­
teaching to learning may be based on both
ited two- and four-year schools all over the
questionable assumptions about the goals
country in the last several years, and each
of higher education and a limited under­
one treats the production of educated stu­
standing of the classroom experience.
dents as a primary goal and teaching as a
My interest in this topic peaked after I
means, often a partial one, to those ends. I
noticed that in the discussion about the
am not convinced that a large number of
learning revolution, the word education and
colleges or universities promote or have
all that it means is rarely, if ever, included.
promoted teaching for its own sake.
Consider two notable examples of such
A second consideration has to do with
work, both widely referenced by learning
the nature and purpose of education as it
advocates: a 1995 Change article by Robert
happens in classrooms. In contrast to Barr
Barr and John Tagg entitled “From
and Tagg, who question the epistemologi­
Teaching to Learning: A New Paradigm
cal foundations of higher education,
for Undergraduate Education," and a 1995
O’Banion points out weaknesses of educat­
report, “School is Out — Learning is In”
ing students on campuses and in class­
rooms. He explains that in the classroom,
our work is time-bound, place-bound, and
teacher-bound, and that learning is not
bound by any of these conditions. Thus,
the question is “why should our institutions
be?” On one level that question is a fair
one. It is true that learning happens every­
where, all the time, and certainly without
the presence of professional educators.
However, education is more than just
learning, and it is certainly more than just
teaching. The dictionary defines education
as a complex social institution where stu­

I

dents are involved in “acquiring general
knowledge, developing the powers of rea­
soning and judgment, and preparing one’s
self or others intellectually for mature life.”
One of my favorite illustrations of this
definition in action comes from the
award-winning film The Paper Chase. In
one of the opening scenes from the film,
the renowned Professor Kingsfield
explains to a large group of students that
in his class, “you teach yourselves the law,
but I train your mind.” He goes on to
prod students with the suggestion that
“you come in here with a skull full of
mush and you leave thinking like a
lawyer.” What Professor Kingsfield is
talking about is socialization. What I
notice each time I watch the film is that
by confronting students this way, he
demonstrates that a college education is
largely a process of professional socializa­
tion. Through the process, students come
to know a detailed set of norms, roles,
and values. Whether or not those appear
on our syllabi, we teach and students
learn a set of social expectations: how to
think, talk, and act like educated people.
My hunch is that many faculty will
struggle with the idea that they have a
responsibility to socialize students.
However, I am personally ready to
accept that I have a strong role in shap­
ing my students’ understanding of what
it means to be a professional and a bet­
ter member of society. What concerns
me about the learning revolution is that
in both language and practice we do not
acknowledge that teaching and learning
are but two equivalent parts of the giant,
complex, chaotic, and wonderful social
process called education. Ultimately,
that is what we are responsible for —
our students’ education. #

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                <text>Chad Hanson Journal Publications, CCA 04.ii.e.2025.01 WyCaC US. Casper College Archives and Special Collections.</text>
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