Adaptive preferences are both a central justification and continuing problem for the use of the capability approach. They are illustrated here with reference to a project examining the choices of young people who had rejected higher education. Jon Elster, Amartya Sen and Martha Nussbaum have all criticised utilitarianism on the grounds that a focus on preference-satisfaction fails to acknowledge the human tendency to adapt preferences under unfavourable circumstances and that self-assessments of well-being are therefore likely to be distorted by deprivation. (...) Elster’s addresses preference deformation through the sour grapes phenomenon and retroactive rationalisation. Sen and Nussbaum are more concerned with adaptation as self-abnegation. The capability approach developed by Sen and Nussbaum seeks to address the problem of adaptive preferences by taking into account not only what individuals value but what they have reason to value. However, clear distinctions need to be made between adaptations to the means of achieving well-being and adaptations to its ends. If Elster’s formulations are to be used in capability assessments, they need to articulate with the relative weightings given to relevant functionings and freedoms. This enables a more nuanced understanding of adaptive preferences that can account for the subtleties of the constraints they place upon individual freedoms. (shrink)

The academy is widely reported to be going through a period of transformation: not just changes to what is taught, but threats to tenure and internal funding, perhaps balanced by new possibilities for external funding and interdisciplinary projects. This article discusses a recently conducted survey of US and Canadian Philosophy departments, in an effort to understand one discipline’s perspective on and reaction to these changes. The survey found that, for the majority of departments, Philosophy has largely not changed over the (...) last decade in terms of shifts in subfields, tenure and tenure criteria, internal funding and external grant awards. However, a minority of departments are demonstrating potentially transformative possibilities, especially as related to interdisciplinarity. (shrink)

Economics is privileged in contemporary government policy such that all human transactions are seen as economic forms of exchange. Education has been discursively restructured according to the logic of the market, with education policy being increasingly colonised by economic policy imperatives. This paper explores some of the consequences of this reframing which draws upon metaphors from industrial and business domains. This paper examines a significant dimension of teaching that currently has marginal presence in official discourse: social contingency. We argue that (...) social contingency is characterised by a variety of distinctive features that include unpredictability, relationality and ethical demands. The significance of social contingency is highlighted by a comparison with industrial production, which is organisationally contingent, and craft production, which is characterised as materially contingent. We argue that the different nature of contingency in these domains makes them inappropriate as metaphors for teaching. We explore the nature of social contingency and some of the practical and ethical consequences of the failure to articulate this in official discourse. Its absence in such discourse is illustrated by consideration of competence statements in the Initial Teacher Education context. We argue that the neglect of social contingency is founded on assumptions of teacher sovereignty that are both philosophically and ethically unsustainable. (shrink)

For academics and students, Education Management in Managerialist Times offers a critical guide to existing educational management texts and makes a strong case for redefining educational management along more socially and politically informed lines. The book also offers practitioners alternative management strategies intended to contest, rather than support, managerialism, while being realistic about the context within which those who lead and manage schools currently have to work.