Bionics, Transhumanism, and the end of Evolution (Full Documentary

Bionics, Transhumanism, and the end of Evolution (Full Documentary. 1

 

Assignment #5: Into the Future……….Transhumansism

Part A)

#1) Bionics, Transhumanism, and the end of Evolution (Full Documentary) (25 points)

https://www.youtube.com/watch?v=FUNpnkJVdB4

 

http://picnicsolutions.com/wp-content/uploads/2014/10/030.jpg http://www.sheepletv.com/wp-content/uploads/2013/10/Transhumanism-2-300x172.jpg

Picture courtesy of: http://picnicsolutions.com/wp-content/uploads/2014/10/030.jpg

http://www.sheepletv.com/wp-content/uploads/2013/10/Transhumanism-2-300×172.jpg

*** I have designated minutes (in red) throughout the video to assist you and guide you through the film. Questions will follow the film in a sequential manner.

1. (1:18)Genetics, robotics Artificial Intelligence, bionics and nanotechnology seem to be converging to one goal. What is that goal?

2. (1:49) According to the film, in a transhuman age a more evolved species will leave mankind behind as a fossil. This will redefine what?

3. (3:00)Dr. Robert white was the first to do what with the brain?

4. Why was it more difficult to keep a brain alive outside the body than other organs?

5. Steven Hawkins, astrophysicist, speaks by what means?

6. (5:35) Dr. White transplanted the head of a monkey on to the head another monkey. The monkey survived for how long before the head was rejected? (.5 point)

7. Does Dr. White believes that consciousness and personality can be transplanted?

8. When did Human Genome project begin? (.5 point)

9. (8:25)Dr. Green equates the code of life to what other type of code?

10. According to the film, what is the Secret of life?

11. (10:40) What is the mechanism that we use to alter DNA today? (what organism is used to transplant DNA?)

12. Dr. Jean-Jaques Cassiman believes that the pig will be a good supply of organs to transplant into human. What must they first be able to do in order for this to occur?

13. Max Moore( philosopher) believes we all came about in a random fashion with imperfections. What does he feel is one of the most moral things we can do for humans?

14. Dr. Hans Moravec states that the skills of computers are developing at a rate that is 10 million times faster than we ourselves developed. He believes computers will have surpassed us in how many years?

15. (18:18)What is the Difference between artificial intelligence and biololgical intelligence ?

 

16. Dr.Mark Tilden has not developed a brain for his machines but claims he his machines can learn through what type of system?

17. (20:34) Carl Simms designed a software program with small cubic creatures that were able to evolve. He also programmed in random change. What happened with this program that was extraordinary and unexpected?

18. (25:26)According to the film, If we want to stay advanced, the solution must be to become what?

19. How have researchers guided brain cells to grow on microchips?

20. (30:01) Dr. Thomas De Marse grows neurons and listens to “conversations” between them. What other interesting research is he conducting involving aircraft?

21. (31:53) Dr. Dan reconstructed what a cat sees on a computer screen. The cat was watching “Indiana Jones”. At the end they zoomed in on a man. Instead of a man this image had what type of appearance?

22. (43:02) What is nanotechnology?

23. (44:58) What are some of the applications for nanotechnology?(2 points)

24. (45:41)What are nanobots and what are their applications?

25. (47:52)What is the Gray goo syndrome?

26. Do you support research in nanotechnology? Why or why not? Which ethical approach would you use to support your argument (See assignment #2 guideline for Blog: Utilitarian, Common good, Virtue, Fairness and Justice or Rights approach)

#2) Grandma and her robot (5 points)

http://www.homehelpersphilly.com/Portals/34562/images/fong_paro_north_500.jpg http://www.geckosystems.com/images/CareBot_Grandma_09.jpg

Pictures courtesy of:http://www.homehelpersphilly.com/Portals/34562/images/fong_paro_north_500.jpg

http://www.geckosystems.com/images/CareBot_Grandma_09.jpg

http://healthcareorganizationalethics.blogspot.com/2010/07/grandma-and-her-robot.html

1. What is Paro?

2. In the author’s view, the robots themselves are ethically admirable. What then is the ethical uncertainty?

3. In Ray Bradbury’s story “Marionette’s, Inc.,” a husband who wants to leave his wife but doesn’t want to hurt her purchases a robot of himself. On the last night before departure he feels a tender anticipatory sadness and puts his head against her chest. What does he hear?

4. How does the author feel about robots and deeply held human values?

5. Does the author support the use of Para and CosmoBots? Why or why not?

 

 

Part B: Applied Research: (45 points total) Visit https://bioethics.com/human-enhancement

1. Select three articles to briefly summarize –(12 points each) Post each link below:

a. Article; #1:Title and link____________summarization————-

b. Article #2Title and link ___________ summarization————

c. Article # 3 Title and link____________summarization———–

2. In each article summary, determine the following:

a. Are these trends “good” for society? Why or why not?

b. Review the ethical approach you used for your blog on assignment #2. Which Approach best fits your belief on each article: Utilitarian, Rights, Common Good, Fairness, Virtue approach etc.) Underline the approach you used.

3. Based on your summaries for the above three articles, how would you say humans are evolving into the 21st century? Answer with at least 150 word paragraph (9 points)

Bionics, Transhumanism, and the end of Evolution (Full Documentary

 
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SC160 Basic Biology Assignment 3 Essential Biology Discussion

SC160 Basic Biology Assignment 3 Essential Biology Discussion. Directions: Be sure to save an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English, spelling and grammar. Sources must be cited in APA format. Your response should be four (4) double-spaced pages; refer to the “Assignment Format” page located on the Course Home page for specific format requirements.

 

 

Complete Question Text: Integrate by discussion the properties of life, basic chemical terminology, and molecules and compounds of a cell necessary for life. Include the basic anatomy and physiology of a cell and describe how cell respiration, photosynthesis, and cell reproduction occur in a succinct manner. Include a brief discussion about Mendel’s Laws and an overview of DNA structure and function. Conclude with a discussion of cancer and the mechanisms of gene control

SC160 Basic Biology Assignment 3 Essential Biology Discussion

 
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Management Communication

Management Communication. Independent Learning Tasks

Description: Responses to ILTs (see Study Guide for tasks). To be posted to the Discussion Board on a weekly basis from Week 1-12.

Weighting: 20%

Length: 100-200 words per post (2000 words total)

Due: Monday, Week 13, 10pm AEST.

Assessment Rationale

This assessment is the online equivalent of tutorial participation. This task encourages students to critically engage with the course materials, their peers and their tutor through weekly on-line discussions.

Assignment procedure

1. Each week write a response of 100-200 words to the Independent Learning Task (ILT) provided in your study guide. The response should demonstrate your critical engagement with the unit content, the textbook and readings. Post your response in the COM21 Discussion Board under the thread titled Independent Learning Tasks and under the correct week for each specific task.

2. Each week comment on the ILT responses made by two of your peers. Your response should elaborate some issue with reference to your own experience or academic argument. This is a place for informed comment and not unsubstantiated opinion or chatting. You required to post a minimum of two responses.

3. Each week collect your own original responses to the ILTs and your two best responses to peers in a Word document, that is, one ILT and two posts to peers for each week.

This will be the document you submit to your tutor at the end of the study period.

While we do want you to post across the study period, we understand that sometimes work or family pressures may make this difficult. Please note that students will be marked down if the tasks are all posted in just the final weeks of the Study Period.

IMPORTANT

Your need to nominate your best ILT posts and peer responses for two specific weeks as your strongest posts for marking and feedback. At the top of your document include a statement such as:

MARKERS PLEASE PROVIDE DETAILED FEEDBACK ON THE ILT FOR WEEK X AND Y.

A general mark for your participation will be allocated but specific feedback on these two weeks discussions will be provided.

Checklist

Have you completed the ILT for each week?

Have you responded to at least two posts made by a peer?

Have you collected all posts into Word document including:

· your name and student number

· Assignment Cover Sheet

· each of your ILTs and two responses to your peers for each week?

Have you clearly identified your two best weekly ILT responses?

Have you submitted your assignment through SafeAssign?

If required, have you organised an extension with your tutor?

Have you spent some time doing something fun now this assignment is completed?

GRIFFITH UNIVERSITY SCHOOL OF HUMANITIES

OPEN UNIVERSITIES AUSTRALIA

 

 

COM21

Management Communication

 

STUDY GUIDE

 

 

 

© Griffith University 2019

No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical,

including photo-copying, recording, or by any information storage and retrieval system, without prior written

permission.

These materials may only be distributed to students enrolled in this course.

 

CRICOS Provider: 00233E

 

 

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CONTENTS

Unit Introduction ………………………………………………………………………………………………………………….. 1

Unit Aim ……………………………………………………………………………………………………………………….. 1

How to use this Study Guide…………………………………………………………………………………………… 2

MODULE 1 ……………………………………………………………………………………………………………………………. 3

Week One: Management and Communication ……………………………………………………………………….. 3

1.1 Introduction: Managers in Organisations …………………………………………………………………. 4

1.2 Who is an Effective Manager? ……………………………………………………………………………….. 7

1.3 Strategic Management Communication ………………………………………………………………….. 8

1.4 Strategic Conversations ………………………………………………………………………………………… 8

1.5 Leadership, Management and Communication: A Symbiotic Relationship …………………. 10

1.6 Applying Key Communication Themes ………………………………………………………………….. 10

1.6.1 Cultural Ethos ………………………………………………………………………………………… 10

1.6.2 Adaptive Management Behaviours ……………………………………………………………. 12

1.6.3 Cultural Leadership …………………………………………………………………………………. 12

Week Two: Management Ethics and Social Responsibility …………………………………………………… 15

2.1 Your Own Ethics ………………………………………………………………………………………………… 16

2.2 Making Your Ethics Clear ……………………………………………………………………………………. 18

2.3 Ethical Decisions ……………………………………………………………………………………………….. 19

2.4 Behavioural Traits ………………………………………………………………………………………………. 22

2.5 Social Responsibility …………………………………………………………………………………………… 22

2.6 Applying Key Themes to Communication ………………………………………………………………. 23

MODULE 2 ………………………………………………………………………………………………………………………….. 25

Week Three: Evolution of Management Thinking …………………………………………………………………. 25

3.1 Introduction ……………………………………………………………………………………………………….. 26

3.2 The Evolution of Management Thinking ………………………………………………………………… 27

3.3 The Classical Perspective …………………………………………………………………………………… 29

3.4 Humanist Perspective …………………………………………………………………………………………. 31

3.5 Learning Organisations ……………………………………………………………………………………….. 32

3.6 Sustainable Development ……………………………………………………………………………………. 35

3.7 Applying Key Themes to Communication ………………………………………………………………. 36

Week Four: Communication Networks ………………………………………………………………………………… 38

4.1 Introduction ……………………………………………………………………………………………………….. 39

4.2 Workplace Relationships …………………………………………………………………………………….. 40

 

 

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4.3 Defining Relational Situations ………………………………………………………………………………. 41

4.4 Communication Competencies …………………………………………………………………………….. 44

4.5 Different Types of Workplace Relationship ……………………………………………………………. 45

4.5.1 Superior/Subordinate Relationships ………………………………………………………….. 45

4.5.2 Peer Relationships ………………………………………………………………………………….. 46

4.5.3 Problematic Relationships ……………………………………………………………………….. 47

4.6 Applying Key Themes To Communication …………………………………………………………….. 49

MODULE 3 ………………………………………………………………………………………………………………………….. 51

Week Five: More Communication Networks ………………………………………………………………………… 51

5.1 Communication Networks ……………………………………………………………………………………. 52

5.2 Network Analysis ……………………………………………………………………………………………….. 53

5.3 Key Concepts In Network Analysis ……………………………………………………………………….. 54

5.4 Communities of Practice ……………………………………………………………………………………… 55

5.5 Inter-Organisational Relationships and Networks …………………………………………………… 57

5.6 Network Organisations ……………………………………………………………………………………….. 58

5.7 Applying Some Key Communication Themes ………………………………………………………… 59

MODULE 4 ………………………………………………………………………………………………………………………….. 63

Week Six: Managing Communication and Diversity …………………………………………………………….. 63

6.1 Introduction ……………………………………………………………………………………………………….. 64

6.2 Valuing Diversity ………………………………………………………………………………………………… 66

6.3 Ethnocentrism and Monoculture …………………………………………………………………………… 68

6.4 Ethnorelativism and Pluralism ……………………………………………………………………………… 69

6.5 The Changing Workplace ……………………………………………………………………………………. 69

6.6 Minority Groups in the Workplace ………………………………………………………………………… 71

6.7 Communication Challenges …………………………………………………………………………………. 72

6.8 Applying Some Key Communication Themes ………………………………………………………… 72

Week Seven: More Managing Communication and Diversity ………………………………………………… 74

7.1 Introduction ……………………………………………………………………………………………………….. 75

7.2 The Glass Ceiling ………………………………………………………………………………………………. 75

7.3 Cultural Ethos ……………………………………………………………………………………………………. 78

7.3.1 Recruitment Initiatives ……………………………………………………………………………… 78

7.3.2 Career Advancement ………………………………………………………………………………. 79

Contents continued …

7.3.3 Diversity Training ……………………………………………………………………………………. 80

7.4 Indentifying Strategies for Awareness …………………………………………………………………… 81

7.5 Multicultural Teams …………………………………………………………………………………………….. 82

7.6 Applying Some Key Communication Themes ………………………………………………………… 82

MODULE 5 ………………………………………………………………………………………………………………………….. 85

 

 

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Week Eight: Managing Change Related Communication ……………………………………………………… 85

8.1 Introduction ……………………………………………………………………………………………………….. 86

8.2 What Is Organisational Change? ………………………………………………………………………….. 86

8.3 Products and Technology ……………………………………………………………………………………. 87

8.3.1 Exploration …………………………………………………………………………………………….. 88

8.3.2 Cooperation …………………………………………………………………………………………… 89

8.3.3 Ideas and Communication Champions ………………………………………………………. 90

8.4 Changing People and Culture ……………………………………………………………………………… 90

8.4.1 Approaches to Implementing Change ……………………………………………………….. 91

8.5 Applying Key Themes to Communication ………………………………………………………………. 92

Week Nine: More on Managing Change Related Communication …………………………………………. 95

9.1 Introduction ……………………………………………………………………………………………………….. 96

9.2 The Need For Change ………………………………………………………………………………………… 96

9.2.1 SWOT Analysis ………………………………………………………………………………………. 97

9.3 Resistance to Change ………………………………………………………………………………………… 97

9.3.1 Force-Field Analysis ……………………………………………………………………………….. 98

9.4 Change Implementation Tactics …………………………………………………………………………… 98

9.5 Creating Environments for Change Communication ……………………………………………… 100

9.6 Glossary ………………………………………………………………………………………………………….. 101

9.7 Applying Key Themes to Communication …………………………………………………………….. 102

MODULE 6 ………………………………………………………………………………………………………………………… 105

Week Ten: The Integration of Strategic Planning and Communication ……………………………….. 105

10.1 Introduction ……………………………………………………………………………………………………… 106

10.2 Goals, Plans and Performance of Communication ………………………………………………… 106

10.3 The Right Messages …………………………………………………………………………………………. 108

10.4 Criteria for Effective Goals …………………………………………………………………………………. 110

10.5 Applying Key Themes to Communication …………………………………………………………….. 111

Week Eleven: Communicating in Difficult Times and Crisis Situations ……………………………….. 113

11.1 Introduction ……………………………………………………………………………………………………… 114

11.2 Planning in Turbulent Times ………………………………………………………………………………. 115

11.2.1 Contingency Plans ………………………………………………………………………………… 115

11.2.2 Scenario Building ………………………………………………………………………………….. 116

11.3 Shaping a Crisis Plan ……………………………………………………………………………………….. 117

11.3.1 Prevention ……………………………………………………………………………………………. 117

11.3.2 Preparation ………………………………………………………………………………………….. 117

11.3.3 Containment …………………………………………………………………………………………. 118

11.4 Applying Key Themes to Crisis Communication ……………………………………………………. 119

MODULE 7 ………………………………………………………………………………………………………………………… 121

 

 

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Week Twelve: Understanding Public Relations ………………………………………………………………….. 121

12.1 Introduction ……………………………………………………………………………………………………… 122

12.2 Identifying and Defining Publics …………………………………………………………………………. 122

12.2.1 Internal Publics …………………………………………………………………………………….. 123

12.2.2 External Publics ……………………………………………………………………………………. 123

12.3 Prioritising Publics ……………………………………………………………………………………………. 124

12.4 Perceptions and Public Opinion …………………………………………………………………………. 125

12.5 Perceptions of the Organisation …………………………………………………………………………. 126

12.5.1 Internal Publics …………………………………………………………………………………….. 126

12.5.2 External Publics ……………………………………………………………………………………. 126

12.6 Women and Minorities ………………………………………………………………………………………. 127

12.7 Points to Remember …………………………………………………………………………………………. 127

12.8 Applying Key Themes to Communication …………………………………………………………….. 128

Week Thirteen: Where Have We Been? ……………………………………………………………………………… 129

 

 

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UNIT INTRODUCTION

UNIT AIM

Whether you work as a junior or middle manager or as the Chief Executive Officer, to operate efficiently

you need well developed management communication skills. COM21 Management Communication is

a second level unit in the Business Communication major that is part of the Griffith University Bachelor

of Communication degree introduced in 2012.

 

This unit will provide a detailed understanding of the principles of management communication and

develop the capacity to communicate effectively as a professional. There is a strong emphasis on

practical communication skills which will be framed within an unfolding theoretical discourse.

 

The unit emphasises key elements of communication processes that are vital to working effectively and

ethically in a global society. It will familiarise students with emerging communication issues and

strategies, and the challenges and opportunities these bring to any management task.

 

This Study Guide is broken into seven modules:

• Managers in organisations

• Evolution of management thinking

• Communication networks

• Communication and diversity

• Managing change related communication

• The convergence of planning and management in the face of crisis

• Understanding external communication.

On completion of this unit, students should have developed an understanding of the following core skills,

policies and theories:

• The role of communication in a manager’s job

• The Learning Organisation

• Communication networks and analysis

• Communities of practice and network organisations

• Valuing diversity

• Managing change related communication

• Implementing change communication and strategies for innovation

• Managing and communicating in crisis

• Managing team conflict

• Understanding external communications

• Managing perceptions and public opinion – internally and externally.

After successfully completing this course students will have developed a solid knowledge of the

principles of effective management communication and their application in the following key areas:

 

 

COM21 Management Communication

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• Communicating as an effective manager

• Understanding the relationships between leadership, management and communication

• Understanding personal and organisational realities of management ethics

• Understanding evolutionary trends in management thinking

• Recognising glass ceilings as a metaphor for minority issues and discrimination

• Recognising ethnocentrism and ethnorelativism and their impact on workplaces

• Converging planning and communication in response to difficult times.

• Developing strategies for effective management communication

• Understanding meanings for Publics and public opinion.

 

HOW TO USE THIS STUDY GUIDE

The study guide is broken into weekly sections and the information regarding the set reading(s) for each

week is detailed at the beginning of each week. The textbook, readings and study guide are designed

to work together to provide a broader view of the topics being discussed. You will notice we have

included some ‘recommended’ rather than ‘required’ readings. These are for students who are

particularly interested in the topic being discussed and provide additional relevant material useful for

assessment tasks.

In COM21 Management Communication the textbook is:

Management, 2018, 6th Asia-Pacific edition, Australia, Cengage Learning written by Danny Samson,

Timothy Donnet and Richard L Daft

OR the older edition of the same textbook:

Management, 2015, 5th Asia-Pacific edition, Australia, Cengage Learning written by Danny Samson

and Richard L Daft.

Throughout the Study Guide, the relevant page numbers from both these editions of the same textbook

will be provided for all information that is quoted or referenced.

Please be aware that the Griffith University Library has the ebook of the 2015 edition of this textbook

only. There is no ebook for the 2018 edition at this stage.

It is available through Unibooks.

 

We have also provided a range of Independent Learning Tasks (ILTs) for each week. These tasks are

designed to encourage you to take a deeper approach to your study and help you to explore the key

concepts and tangent issues. These tasks are also designed to work as an online tutorial that will build

your skills and understanding in preparation for completion of your major assessment items. The ILTs

are a compulsory part of your study and form part of your overall assessment.

 

We believe these ILTs are important in enhancing your learning experience and in providing an

opportunity for you to work with your peers. We have allocated marks for their completion. As you work

through each task, share your ideas with your peers on the Discussion Board. Don’t just post your

thoughts, read through the comments made by other students and respond to their ideas. This will help

you to see other perspectives on the topic being discussed and may alert you to ideas you had not

considered. The aim is for you to debate and unpack concepts with your peers. Your tutor will oversee

these discussions but will not be actively involved. They will provide general weekly feedback on this

 

 

3

 

 

work. They will provide marks and specific, private feedback on the 2 of the 10 week interactions

nominated by you.

In addition to your learning tasks you are required to produce a 2000 word essay (Assessment 2, due

Monday Week 7) and a 2000 word report (Assessment 3, due Monday Week 14). More information on

Assessments 2 and 3 are also included in the Unit Outline.

 

 

COM21 Management Communication

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MODULE 1

WEEK ONE: MANAGEMENT AND COMMUNICATION

By the end of this week, students will be familiar with some of the basic elements of management

communication. These include:

• Overview of the responsibilities of managers

• Definition of management communication

• Understanding the elements that create effective management communication

• Understanding the role of communication as the manager’s constant daily activity

• Understanding how leadership, management and communication share a symbiotic

relationship.

REQUIRED READING

Samson, Danny, Donnet, Timothy & Daft, Richard L, 2018, Management, 6th Asia-Pacific

edition, Australia, Cengage Learning. Chapter 1, Chapter 17.

or

Samson, Danny & Daft, Richard L, 2015, Management, 5th Asian-Pacific edition, Australia, Cengage Learning.

Chapter1, Chapter 17.

RECOMMENDED READING

O’Hair, D, Dixon, L, & Friedrich, G, 2005, ‘Leadership and Management Skills, Strategic

Communication in Business and the Professions, 5th Edition, Houghton Mifflin, Boston. pp. 148 – 176.

 

 

INDEPENDENT LEARNING TASK 1*

The set textbook presents a New Manager Self-test ( Samson, Donnet & Daft 2018, p.

4; Samson & Daft 2015, p. 3)

 

1. Complete the questionnaire and score yourself.

2. Write a short piece (100–200 words) about what you have learned from the

Questionnaire about your own management skills.

 

Post your response on the Discussion Board and comment on the work of your

peers in the ILT1 thread under the link ‘Post your response to ILT1 here.’

 

 

COM21 Management Communication

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* A NOTE ABOUT INDEPENDENT LEARNING TASKS

The Independent Learning Tasks (ILTs) are peer-learning activities and while your tutor will give weekly

feedback, it will be general in its nature and not specific to individual students.

 

The idea of these tasks is to give you an opportunity to practice some elements of analysis or delve

more deeply into some aspect of theory that will help you develop a deeper understanding of the Unit

content. It may also help you respond to your assignment tasks. The more you get involved with your

peers the better your collective and ind

ividual understanding is likely to be.

Part of your mark will be based on your own responses and your responses to other students. These

Independent Learning Tasks represent an important part of Assessment 1. To access all the information

on Assessment 1, go to your Unit Outline.

 

 

 

1.1 INTRODUCTION: MANAGERS IN ORGANISATIONS

In business, Managers are responsible for effectively managing, informing, mentoring, motivating,

coaching, instructing, supporting and reporting on all activities conducted by the organisation. All of

these tasks are driven by communication.

 

Making a difference as a manager today and tomorrow requires a different approach from yesterday.

Successful departments and organisations do not just happen– they are managed to be that way.

Manages in every organization pacemaker challenges and have an opportunity to make a difference.

Flexibility and agility are important new approaches and capabilities of managers and their

organisations. (Samson, Donnet & Daft 2018, p. 8; Samson & Daft 2015, p. 9)

 

Much has changed in the workplace over fifty years. Earlier concepts of traditional, hierarchical

mechanistic management structures, predominately using a top down communication style, are now

balanced by more organic structures. Organic structures tend to have a flatter management structure

and communications are often vertical, horizontal and lateral, allowing for a more creative response to

innovation across the organisation.

 

In reality, many contemporary organisations are a hybrid of mechanistic and organic management

structures and styles, modelled to fit the needs of the organisation and as a reflection of their work

culture. Nonetheless, the enduring notion that management is the process of planning and coordinating

work activities and tasks to be completed efficiently and effectively with and through other people

remains the constant principle.

 

 

Module 1

5

 

 

 

 

 

DISCUSSION POINT. Mechanistic organisational structures are pyramid shaped, with decision making

and power concentrated at the top. They have rigid communication lines with authority based on

position. Organic organisational structures have a flattened horizontal shape. Decision making is at all

levels. Communication flows are based on current needs. Authority is based on expertise. They are

fluid, dynamic and ever-changing.

 

Think about your own workplace experiences and reflect on which of those organisations were more

mechanistic or more organic in their structure. What did that feel like? How are they different?

 

*A NOTE ABOUT DISCUSSION POINTS.

Throughout this study guide you will find these discussion points. They are there for you to follow through

as a personal and reflective moment about the issue at hand. Sometimes they will direct you to specific

short reading or to a YouTube clip.

 

They are presented as an extra thinking exercise that will help you gain further insights into the principles

and concepts being discussed throughout the semester.

 

A manager’s responsibilities are many and varied, but include:

• Being the corporate face, representative or point of contact for an organisation or a work

team within an organisation

• Monitoring information and its flow

• Networking both internally and externally

• Entering into transactions and negotiations with workers, leaders and other managers

within the organisation to effectively coordinate activities

• Planning and scheduling work activities

• Allocating physical and human resources to different work teams and activities

• Directing and monitoring the work of team members

• Monitoring and informing human resources management activities

• Adapting to changing situations and unexpected events that may directly affect work flow

or the workplace

• Engaging with innovation within the workplace on product and management levels

• Remaining current within your professional or functional expertise.

Management can be defined as having four main roles. These are:

• Assessing and monitoring. The first task of a manager is to ensure that the current

activities of the organisation are functional and under control. Systems need to be

developed and monitored to ensure the organisation is meeting its current targets and

vision. Failure to do so can stifle any other future vision, goals and aspirations of the

organisation. Business runs on cash flow and day to day production and management

detail must be strictly adhered to. Monitoring operations is an ongoing process.

 

 

COM21 Management Communication

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• Planning. An organisation needs managers who can set out its future goals and develop

detailed strategies about how the organisation may achieve growth. In these days of

globalisation and turbulent finance, this planning has become both regular and crucial to

securing the organisation’s future.

We are surrounded by stories of organisations that failed to make the right moves resulting

in their markets and clients moving away, either locally or offshore. In the age of

information, we see tastes and trends moving rapidly. Many times these changing trends

and tastes are predictable. Today, managers need to be more than content experts. Not

only do they need to be able to motivate, innovate, communicate and build solid workplace

relationships with their colleagues in order to succeed, they need to be across their internal

and external communication in order to be able to adapt quickly to changing business

environments.

• Organising. The current management ‘buzz’ is transactional management. This term

describes how the vision of the organisation transforms into processes, systems and work

activities that are going to be effective within the organisation’s available resources. This

responsibility rests with the Board, often developed in tandem with a small leadership team

from within the organisation. Their role is to fulfil the ‘big picture’, deliver vision and mission

statements, aims and objectives. ‘Organising involves the assignment of tasks, the

grouping of tasks into departments, and the allocation of resources to departments’

(Samson, Donnet & Daft 2018, pp. 12-13; Samson & Daft 2015, p. 13). Managers work

with the leadership team and the wider organisation to transform that vision in reality

through negotiation and transactional processes, systems and work activities to implement

this vision.

These transactions, by necessity, may lead to the development of a new structural design

for the organisation or even the engagement of innovative management models resulting

in the integration of new work teams, either structured or self-managed.

The term transactional management implies and requires the constant engagement of

communication skills and models: messages sent and received, identification of noise and

interference, feedback techniques, emotional intelligence, active listening, an

understanding of non-verbal communication, together with an understanding of the

organisational culture. The many wider cultural backgrounds of employees also need to be

consistently and sensitively engaged. People from other cultures often work to a non-

mainstream set of social and workplace values.

• Leading. In any event, these innovations, new systems and processes are then fed back

up into the leadership team and discussed, changed, tested and ultimately verified. The

role of the manager then becomes the implementation of change, potentially establishing

or rebuilding teams towards the development of functional new systems and processes.

In modern organisations, change is the only certainty. Organisations run the risk of being

left behind in today’s global market and business environment which is ‘morphing’ itself

faster than at any time in human history.

Managing for change and communicating these changes is the challenge for modern

managers.

 

 

Module 1

7

 

 

 

1.2 WHO IS AN EFFECTIVE MANAGER?

The Karpin Taskforce, commissioned in 1994 by the Australian Government, details its findings in the

2015 edition of Samson & Daft (pp. 38-40). The vision statement of the report (Australia 2010) detailed

some key focal points issues for Australian managers. These provide a benchmark for Australian

managers to strive for and need reiterating in this Study Guide. They are:

By 2010, Australian Enterprises and their managers should be focused on:

• Knowledge

• The ability to learn, change and innovate in the new marketplace, as the accepted

manager selection criteria, rather than gender, ethnicity or even prior experience

• The learning organisation as a standard philosophy for many Australian

enterprises, and as a major way to cope with change and turbulence

• Managers creating conditions conducive to learning for both individuals and the

enterprise as a whole, both across individual units and between the enterprise as a

whole, both across individual business units and between enterprises and their

external environments

• Employees being more motivated and skilled

• Quality acting as a guiding light within all organisations, with a customer-first

mentality being all pervasive.

(Commonwealth of Australia Enterprising Nation, 1995)

Each of these aspirations for the management of Australian organisations has, at its core, the practical

application of communication skills and models. Indeed, the greatest asset a manager may have in

today’s business environment is not how well they can build a car, but how well they can drive

communication, build relationships, actively listen and apply their emotional intelligence to interpret the

best way to transport their organisation safely towards its vision and goals.

 

An enormous part of a modern manager’s role is the management of communication.

These aspirations guide the journey of this Unit. The aim is to guide you through a number of learning

Modules that should assist you as an individual to be a more effective manager and communicator.

Mintzberg states that ‘quiet managers don’t empower their people – ‘empowerment’ is taken for

granted’. He identifies the ‘quiet words’ of managing as:

• Inspiring by creating the conditions that foster openness and release energy

• Caring by not slicing away problems, but by preventing and fixing problems and knowing

how and when to intervene and mediate

• Infusing by challenging things slowly, steadily and profoundly, rather than thrusting

change upon followers dramatically and in superficial episodes

• Initiating by finding out what is going on in the organisation, connecting with those at the

base and all levels, rather than parachuting directions from the top levels.’ (Mintzberg

1999, pp. 224-230)

 

 

COM21 Management Communication

8

 

 

 

REALITY CHECK. Students should read the ‘Sharpstyle Salons’ Case for Critical Analysis in Samson ,

Donnet & Daft (2018, p. 43; Samson & Daft 2015, p. 44). This case gives a good insight into the

complexity of management and communication issues you will encounter in the workplace.

 

A NOTE ON REALITY CHECKS. These Reality Checks are designed to lead students back to real world

connections to ‘value add’ to this week’s topic. Sometimes this will be a case study or it may be YouTube

links or other media.

 

These Reality Checks are not part of any assessment, however we hope you gain some further insights

through participating in them.

 

 

 

1.3 STRATEGIC MANAGEMENT COMMUNICATION

Communication is everywhere. It is everything we say, see, hear, feel, touch and feedback to others.

Strong messages can also be delivered through silence, posture, facial expression, language,

interference, misinterpretation and sometimes, mischief. We spend most of our lives engaged in all sorts

of communication in an effort to understand our lives, both personally and in our work relationships.

 

What makes management communication paramount is that managers must have a clear purpose and

strategy around how and what they intend to communicate. They must be active and adaptive in order

to make the message clear and concise. No matter whether the message is as simple as a health and

safety briefing or as complex as a discussion around vision for a multi-national organisation, the basic

premise is the same – your message must influence colleagues to act in ways that achieve the vision,

values and goals of the organisation. Your job as a manager/communicator is to keep everyone on

message. The aim of this course is to impart theory, skills and tools that will help keep you on message.

 

 

1.4 STRATEGIC CONVERSATIONS

It can be argued that once you are effectively engaged in management communication, every

conversation is a strategic conversation. If you are on message as a manager, it often follows that your

team workers are also on message.

 

It’s not that you have to be robotic in your responses. Indeed it is the opposite. You need to be actively

listening, using open and inclusive communication lines, engaging with others and integrating feedback

and innovative ideas into the organisational structure and culture.

 

Strategic conversations constitute the managed implementation or modification of vertical, horizontal

and lateral communication mechanisms with integrity and acknowledgement of the value of everyone’s

voice. It is critical for managers to ensure that these communication lines are open and supportive within

the corporate culture of an organisation.

 

 

Module 1

9

 

 

 

Many organisations have charts that lay out formalised communication lines. These lines must be

managed in the same way as the production line is managed – with efficiency and economy. Many

times work culture or (sometimes work overload) means that the formalised communication lines have

become dysfunctional. This may be because they are no longer appropriate to the daily life of the

business or they have become overpowered by personality, or perhaps they were never a true reflection

of how communication worked within the organisation. Unfortunately, this failure is not uncommon within

organisations, especially older ones.

Dysfunctional communication lines need to be addressed quickly. All processes need to be in balance

or manafers will risk leadership, management and communication issues that can cripple innovation or

perhaps even cripple day to day operation of an organisation. Each strategic conversation, at its core,

should aim to break down any barriers to effective communication.

Your strategic conversations should be inclusive of the more informal, shadow networks that happen in

every workplace without any formal structure or charter. They are the chat and rumour circles and they

are powerful. Many of the most creative and innovative ideas in an organisation are discussed in lunch

rooms, coffee shops, smoking enclaves or at the pub. Part of your communication brief would be to set

up appropriate systems within your organisation to harvest this information. Some managers see these

shadow networks as suspicious and, indeed, they can become a complaints’ club, but experience has

shown that inclusion and respect work just as well in the shadow networks as they do in formal ones.

People do change if they know that their voices are being heard.

Simmons contends that about 80 per cent of grapevine communications are on business related topics

rather than personal, vicious gossip. Moreover, from 70 to 90 per cent of the details passed through a

grapevine are accurate (Samson, Donnet & Daft 2018, p. 724; Samson & Daft 2015, p. 708). This would

suggest that the ‘grapevine’ is a powerful and accurate force and must always be considered within your

strategies.

 

Another important element to consider is the use of strategic conversations to identify your knowledge

workers within the organisation. Knowledge workers are the natural allies of a communicator and

manager. Often, they are the embodiment of the workplace culture. They are most likely to be the ten

per cent who pass on accurate information and they are usually respected and listened to by their work

colleagues.

 

Knowledge is not impersonal like money. Knowledge does not reside in a book, a database, or a

software program; these contain only information. Knowledge is embodied in a person; applied

by a person, taught and passed on by a person. (Drucker 2003, p. 287)

 

Once you start engaging in strategic conversations with a clearly defined purpose, you will soon know

the state of communication within the organisation. An application of the communications models and

tools covered in COM 12 Business Communications will help you identify what is going on (or not).

People will communicate their position to you because communication takes up most of your work time.

 

 

COM21 Management Communication

10

 

 

 

1.5 LEADERSHIP, MANAGEMENT AND COMMUNICATION: A SYMBIOTIC RELATIONSHIP

Although Leadership, Communication and Management Communication have different definitions, they

must work symbiotically to achieve the outcomes of the vision and goals of the business.

Leadership Communication is fed by the leadership’s character and the organisation’s values. It sets

the emotional climate of an organisation and is an expression of its work culture. Leadership

communication involves itself with setting the vision and mission by letting people know where the

organisation is headed and what it stands for. It drives innovation by making people comfortable with

doing things differently. It defines a pathway to success for people to follow. It places people within the

mission, culture and values of the organisation.

Management Communication has been defined as ‘purpose-directed, in that it directs everyone’s

attention towards the vision, values and desired goals of the team or organisation and influences to act

in a way to achieve those goals. (Samson, Donnet & Daft 2018, p. 703; Samson & Daft 2015, p. 687)

Management Communication involves the implementation of the vision of an organisation as expressed

through its mission statement and strategy plan by the practical application of negotiating and

transacting communication skills. It involves relationship and network building as instruments to benefit

the organisation, workers and other stakeholders.

Leadership Communication and Management Communication by definition must inform each other to

be effective. If the vision is unachievable or the transactions to achieve it are unworkable, the

organisation is headed for turbulent times. Clear, consistent communication is the best way to ensure

the success of an organisation.

It sounds simple enough but many managers find it daunting. Dealing with embedded work cultures,

difficult leadership and management styles, the politics of power, a lack of established networks, poor

morale, poor or out-dated policies and work practice and the inevitable fear of change – all go to make

management communication the biggest challenge facing managers today in our global marketplace in

our turbulent times.

 

 

1.6 APPLYING KEY COMMUNICATION THEMES

At the end of each week, we will regularly return to the key management and communication themes in

order to discuss them in the context of the week’s topic. This week we are setting up the base -line

information about these key communication themes.

 

1.6.1 CULTURAL ETHOS

Management Communication

 
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Sci 115 LIZARD EVOLUTION LAB QUIZ

Sci 115 LIZARD EVOLUTION LAB QUIZ. Instructions

The questions on this lab quiz are based on “Module 2: Phylogeny” of the MMHI Lizard Evolution Virtual Lab. You may open the virtual lab, which will open in a separate tab, at the same time as you take the lab quiz. There is a 90 minute time limit. You may take the quiz two times, with your higher score counting towards your grade.

Complete the virtual lab module: “Module 2: Phylogeny” of the HHMI Lizard Evolution Virtual Lab at https://www.biointeractive.org/classroom-resources/lizard-evolution-virtual-lab Note: At this site, click on “Launch Interactives” and then run Module 2 (just Module 2; you don’t need to run any of the other other modules). The lab takes about 45 minutes. Lizard Evolution Virtual Lab instructions

Answer the quiz questions, below, which will take an estimated 10-15 minutes.

Results Displayed Submitted Answers

Question 1
8 out of 8 points
“According to the phylogenetic tree in this virtual lab, all anole lizards (genus Anolis) are more closely related to one another than they are to Leiocephalus carinatus”
Question 2
8 out of 8 points
“Based on this phylogeny, lizards of the same body type tend to be more closely related to one another than to lizards of different body types? ” Selected Answer:
Question 3
8 out of 8 points
“In general, lizards on the same island are more closely related to one another than to similar-looking lizards from other islands? ” Selected
Question 4
8 out of 8 points
The phylogentic tree is most consistent with which of the following hypotheses:
Question 5
8 out of 8 points
Which of the following statements is supported by the evidence from the tree?
Question 6
8 out of 8 points
Which of the following statements is supported by the evidence from the tree?
Question 7
7 out of 7 points
“According to Dr. Losos, the independent evolution of similar species on the different islands is an example of which of the following processes? ” S

MAY 2003 669

S URELY WE’VE all heard people say there is only one race — the human race. We’ve also heard and seen overwhelming evidence that would seem to contradict this view. After all, the U.S. Census di- vides us into groups based on race, and there are c e rtainly observable physical differences among p e o p l e — skin color, nose and eye shape, body type, hair color and texture, and so on. In the world of

education, the message of racial differences as biological “f a c t s” is re- i n f o rced when we are told that we should understand specific learn- ing styles and behavior patterns of black, Asian, Native American, white, and Latino children and when books such as The Bell Cu rve make pseudoscientific claims about race and learning.1

How can educators make sense of these conflicting messages about race? And why should they bother? Whether we think of all human beings as one

race, or as four or five distinct races, or as hundreds of races, does anything really change? If we accept that the con- cept of race is fundamentally flawe d , does that mean that young African Americans are less likely to be followe d by security guards in department store s ? A re people going to stop thinking of Asians as the “m o d e l” minority? Wi l l racism become a thing of the past?

How Real Is Race? Using Anthropology to Make Sense Of Human Diversity Race is not a scientifically valid biological category, and yet it re m a i n s i m p o rtant as a socially constructed category. Once educators grasp this concept, they can use the suggestions and re s o u rces the authors off e r h e re to help their students make sense of race.

BY CAROL MUKHOPADHYAY AND ROSEMARY C. HENZE

CAROL MUKHOPADHYAY is a professor in the Department of Anthropology, San José State University, San José, Calif., where ROSEMARY C. HENZE is an associate pro- fessor in the Department of Linguistics and Language Development. They wish to thank Gilberto Arriaza, Paul Erickson, Alan Good- man, and Yolanda Moses for their comments on this article.

 

 

670 PHI DELTA KAPPAN

Many educators understandably would like to have clear information to help them teach students about hu- man biological va r i a b i l i t y. While mul- ticultural education materials are now widely available, they rarely address basic questions about why we look dif- f e rent from one another and what these biological differences do (and do not) mean. Multicultural education empha- s i zes respecting differences and finding ways to include all stu- dents, especially those who h a ve been historically mar- g i n a l i zed. Multicultural ed- ucation has helped us to un- derstand racism and has pro- vided a rich body of litera- ture on antiracist teaching strategies, and this has been all to the good. But it has not helped us understand the two concepts of race: the biological one and the social one.

In this article, we explain what anthropologists mean when they say that “races don’t exist” (in other words, when they reject the concept of race as a scientifically valid biolog- ical category) and why they argue in- stead that “race” is a socially con- structed category. We’ll also discuss why this is such an important under- standing and what it means for edu- cators and students who face the so- cial reality of race and racism every d a y. And finally, we’ll offer some sug- gestions and resources for teachers who want to include teaching about race in their classes.

WHY RACE ISN’T B I O L O G I CA L LY REAL

For the past several decades, bio- logical anthropologists have been ar- guing that races don’t really exist, or, more precisely, that the concept of race has no validity as a biological cat-

egory. What exactly does this mean? First, anthropologists are unrav-

eling a deeply embedded ideology, a long-standing European and Amer- ican racial world view.2 Historically, the idea of race emerged in Europe in the 17th and 18th centuries, coin- ciding with the growth of colonial- ism and the transatlantic slave trade. Attempts were made to classify hu- mans into “natural,” geographically

distinct “races,” hierarchically ord e re d by their closeness to God’s original forms. Europeans were, not surpris- ingly, at the top, with the most per- fect form represented by a female skull from the Caucasus Mountains, near the purported location of No ah’s a rk and the origin of humans. He n c e the origins of the racial term “Cau- casian” or “Caucasoid” for those of European ancestry.3

In the late 19th century, anthro- pologists sought to reconstruct hu- man prehistory and trace the evolu- tion of human cultural institutions. Physical and cultural evolution were seen as moving in tandem; “advanc- es” in human mental capacity were thought to be responsible for human cultural inventions, such as marriage, family, law, and agriculture. If cul- tural “e vo l u t i o n” was propelled by bi- ological evolution, according to this logic, the more “advanced” cultures

must be more biologically and intel- lectually evo l ved. Physical indicators of evo l u t i o n a ry rank, such as skull size , were sought in order to classify and rank human groups along an evolu- tionary path from more “primitive” to more “advanced” races.

Ni n e t e e n t h – c e n t u ry Eu ropean sci- entists disagreed on when the “races” began. Theologians had long argued that there was “one human origin,”

Adam and Eve, and that certain races subsequently “d e g e n e r a t e d” (pre d i c t a b l y, the non-Eu ropeans). So m e e vo l u t i o n a ry scientists, how- e ve r, began to argue for mul- tiple origins, with distinct races evolving in different places and times. By the be- ginning of the 20th century, Eu ropean and American sci- ence viewed races as natural, long-standing divisions of the human species, evolv- ing at different rates bio-

logically and hence culturally. By such logic was racial inequality naturalize d and legitimized.

When contemporary scientists, in- cluding anthropologists, assert that races are not scientifically valid, they a re rejecting at least three fundamen- tal premises of this old racial ideol- ogy: 1) the archaic subspecies concept, 2) the divisibility of contemporary humans into scientifically valid bio- logical groupings, and 3) the link be- t ween racial traits and social, cultur- al, and political status.

1. There were no distinct, archaic human subspecies. The first premise a n t h ropologists reject is that humans we re originally divided, by nature or God, into a small set of biologically distinct, fixed species, subspecies, or races. Anthropologists now know con- clusively, from fossil and DNA evi- dence, that contemporary humans are one variable species, with our roots

For the past several decades, biol o g i c a l

a n t h ropologists have been a rguing that the concept of

race has no validity as a biological category.

 

 

MAY 2003 671

in Africa, which moved out of Africa into a wide range of environments around the world, producing hun- d reds, perhaps thousands, of cultur- ally and genetically distinct popula- tions. Local populations, through nat- ural selection as well as random ge – netic mutation, acquired some dis – t i n c t i ve genetic traits, such as shove l – shaped incisor teeth, hairy ears, or re d h a i r. Adaptation to human cultural in- ve n t i o n s — such as agriculture, which creates concentrations of water that allow malaria-carrying mosquitoes to bre e d — also produced higher fre- quencies of sickle-cell genes (related to malaria resistance) in human pop- ulations in some parts of Africa, In- dia, Arabia, and the Me d i t e r r a n e a n .4

At the same time, continuous migra- tion and intermating between local pop- ulations pre vented us from branching off into distinct subspecies or species and instead created a richer and more variable gene pool, producing new combinations and permutations of the human genome.

Human pre h i s t o ry and history, then, are a continuing story of fusion and fission, of a myriad of populations, emerging and shifting over time and space, sometimes isolated temporari- l y, then fusing and producing new for- mations. There have been thousands and thousands of groups thro u g h o u t

human history, marrying in and, more often, out; they have disappeared and reemerged in new forms over time.

In short, there are no “basic” or “ancient” races; there are no stable, “natural,” permanent, or even long- standing groupings called races. T h e re h a ve never have been any “p u re” races. All human populations are histori- cally specific mixtures of the human gene pool. This is human evolution, and we see these same processes at work in the 19th and 20th centuries and today. “Races” are ephemeral — here today, gone tomorrow.

2. Contemporary humans are not divisible into biological races. When anthropologists say races aren’t bio- logically real, they also reject the idea that modern humans can be divided into scientifically valid, biologically distinct groupings or races. For races to be real as biological categories, the classification must be based on ob- jective, consistent, and reliable bio- logical criteria. The classification sys- tem must also have predictive value that will make it useful in research.

Scientists have demonstrated that both the concept of race and racial criteria are subjective, arbitrary, and inconsistently applied.5 U.S. racial categories, such as the ones used in the Census, aren’t valid in part be- cause the biological attributes used to

define races and create racial classi- fications rely on only a few visible, su- p e rficial, genetic traits — such as skin color and hair texture — and ignore the remaining preponderance of hu- man variation. Alternative, equally vis- ible racial classifications could be con- s t ructed using such criteria as hair col- o r, e ye color, height, weight, ear shape, or hairiness. However, there are less visible genetic traits that have far gre a t- er biological significance. For exam- ple, there are at least 13 genetic factors related to hemoglobin, the protein that helps carry oxygen to tissues, and there is also significant variation in the ABO, RH, and other blood systems. We could create racial classifications based on genetic factors that affect susceptibil- ity to diabetes or to certain kinds of breast cancer or to the ability to di- gest milk. In sum, given the variety of possible biologically based traits for classifying human beings, the cri- teria used in U.S. racial categorizations are highly arbitrary and subjective. Our discussion here focuses on the U.S. concept of race. While racial con- cepts a re no doubt similar in Canada and Eu rope, this is not true in other parts of the Americas.6

The number of potential biolog- ically based racial groupings is enor- mous. Not only are there millions of

 

 

672 PHI DELTA KAPPAN

genetic traits, but most genetic traits — even culturally salient but super- ficial traits such as skin color, hair tex- t u re, eye shape, and eye color — do not cluster together. Darker skin can cluster with straight hair as well as with very curly hair or with hairy or nonhairy bodies; paler skin can clus- ter with straight or curly hair or with black or blond hair or with lighter to darker eyes. Each trait could pro- duce a different racial classification. For example, if one used height as a criterion rather than skin pigmenta- tion, then the No rthern Afghan pop- ulation would be in the same racial c a t e g o ry as the Swedes and the Tu t s i of Rwanda. There are huge numbers of genetically influenced traits, visi- ble and nonvisible, which could be used to classify humans into biolog- ically distinct groups. T h e re is no “n a t- u r a l” classification — no co-occurring clusters of racial traits. T h e re are just alternatives, with different implica- tions and uses.

Racial classifications are also un- scientific because they are unre l i a b l e and unstable over time. Individuals cannot reliably be “raced,” partly be-

cause the criteria are so subjective and unscientific. Robert Hahn, a medi- cal anthropologist, found that 37% of babies described as Native Ameri- can on their birth certificates ended up in a different racial category on their death certificates.7 Racial iden- tifications by forensic anthro p o l o g i s t s , long touted as accurate, have been shown to be disturbingly unreliable, e ven in re l a t i vely ethnically homo- geneous areas, such as Missouri and Ohio.8 Forensic evidence from such urban areas as San José, California, or New Yo rk City is even more pro b- l e m a t i c .

Racial categories used by the U.S. Census Bureau have changed over time. In 1900, races included “mu- latto, quadroon, or octoroon” in ad- dition to “black.” Southern Eu ro p e a n s and Jews we re deemed to be separate races before World War II. Asian In- dians (“Hindus”) were initially cate- g o r i zed as “Caucasoid” — e xcept for voting rights. The number and defi- nitions of races in the most recent U.S. Census reflect the instability — and hence unre l i a b i l i t y — of the con- cept of race. And U.S. racial classifi-

cations simply don’t work in much of the rest of the world. Brazil is a clas- sic, often-studied example, but they also don’t work in South Asia, an are a that includes over one-fifth of the world’s population.

Historical and contemporary Eu- ropean and American racial categories a re huge, biologically diverse macro – categories. Members of the same ra- cial group tend to be similar in a few genetic ways that are often biologi- cally irre l e vant. Mo re ove r, the genet- ic variability found within each ra- cial grouping is far greater than the genetic similarity. Africa, by itself, is home to distinct populations whose average height ranges from less than five feet (the Mbuti) to over six feet (the Tutsi). Estimates suggest that con- temporary racial variation accounts for less than 7% of all human genet- ic va r i a t i o n .9 U.S. races, then, are not biologically distinct or biologically m e a n i n gful, scientifically based gro u p- ings of the human species.

3. Race as biology has no scientific value. An additional critique of the concept of race is that racial cate- gories, as defined biologically, are not

 

 

MAY 2003 673

very useful in understanding other phenomena, whether biological or cul- t u r a l .

T h e re is no substantial evidence that race, as a biological category, and “r a- c i a l” characteristics, such as skin col- or, hair texture, and eye shape, are causally linked to behavior, to capac- ities, to individual and group accom- plishments, to cultural institutions, or to propensities to engage in any spe- cific activities. In the area of academ- ic achievement, the focus on race as biology can lead re s e a rchers to ignore underlying nonbiological causal fac- tors. One classic study found that con- t rolling for socioeconomic and other environmental variables eliminated p u r p o rted “r a c i a l” differences in I.Q. s c o res and academic achievement be- tween African American, Mexican American, and European American students.10

Health professionals have also cri- tiqued the concept of race. Alan Go o d- man and others have shown that race does not help physicians with diagno- sis, prevention, or treatment of med- ical diseases.11 Racial categories and a false ideology of race as “biology” encourage both doctors and their pa- tients to view medical conditions as necessarily genetic, ignoring possible e n v i ronmental sources. Hy p e rt e n s i o n , infant birt h weights, osteoporosis, ova r- ian c y s t s — all traditionally viewed as “r a c i a l” (i.e., genetically based) — n ow seem to reflect environmental rather than racially linked genetic factors. The Centers for Disease Control con- cluded in 1993 that most associations between race and disease have no ge- netic or biological basis and that the concept of “r a c e” is there f o re not use- ful in public health.

As a result of recent evolution and constant interbreeding between gro u p s of humans, two individuals from dif- f e rent “races” are just as likely to be m o re similar to one another genetic-

ally than two individuals from the same “race.” This being so, race-as- biology has no predictive value.

IF NOT RACE, THEN WHAT?

Classifications are usually created for some purpose. Alan Goodman and other biological anthro p o l o g i s t s suggest that investigators focus on using traits relevant to the problem at hand. For example, if a particular blood factor puts an individual at risk for a disease, then classify indi- viduals on that basis for that purpose.

Some suggest using the term “p o p- u l a t i o n” or “breeding population” to refer to the multitude of small, often geographically localized, groups that have developed high frequencies of one or more somewhat distinctive bi- ological traits (e.g., shovel-shaped in- cisors) in response to biological, his- torical, and cultural factors. But oth- ers point out that there could be thou- sands of such groups, depending on the classifying criteria used, and that the groups would be merging and re- combining over time and space. Mo re- ove r, the variability “c a p t u re d” would reflect only a fraction of the va r i a b i l- ity in the human species.

Most anthropologists now use the concept of “c l i n e s” to help understand how genetic traits are distributed.12

New data indicate that biological traits, such as blood type or skin color, are distributed in geographic gradations or “clines”; that is, the frequency of a trait varies continuously over a geo- graphic area. For example, the genes for type B blood increase in fre q u e n- cy in an east-to-west direction (re- flecting, in part, the travels of Gen- ghis Khan and his army). In contrast, skin pigmentation grades from nort h to south, with increasing pigmenta- tion as one gets closer to the equator. The frequency of the gene for sickle cell decreases from West Africa mov-

ing northeast. Vi rtually all traits have distinct geo-

graphic distributions. Genes contro l- ling skin color, body size and shape (head, limbs, lips, fingers, nose, ears), hairiness, and blood type are each dis- tributed in different patterns over ge- ographic space. Once again, for bio- logical races to exist, these traits would have to co-vary, but they don’t. In- stead, biological traits produce a near- ly infinite number of potential races. This is why anthropologists conclude that there are no scientifically distin- guishable biological races — only thou- sands of clines!

SO WHAT IS RACE THEN?

We hope we have made the point that the concept of separate, biolog- ically distinct human races is not sci- entifically defensible. Unfortunate- ly, racial ideology, by focusing on a few physical attributes, traps us in- to a discourse about race as biology rather than race as a cultural constru c- tion. The concept of race is a cultural i n vention, a culturally and historical- ly specific way of thinking about, cat- egorizing, and treating human beings.1 3

It is about social divisions within so- c i e t y, about social categories and iden- tities, about power and privilege. It has been and remains a particular type of ideology for legitimizing social in- equality between groups with differ- ent ancestries, national origins, and histories. Indeed, the concept of race is also a major system of social iden- tity, affecting one’s own self-percep- tion and how one is perc e i ved and tre a t- ed by others.

But race does have a biological com- ponent, one that can trick us into think- ing that races are scientifically valid, biological subdivisions of the human species. As noted earlier, geographic- ally localized populations — as a re s u l t of adaptation, migration, and chance

 

 

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— tend to have some characteristic physical traits. While these may be traits that characterize an entire pop- ulation, such as hairy ears, it is more accurate to talk about the re l a t i ve fre- quency of a particular trait, such as blood type O, in one population as compared to another, or the relative amount of pigmentation of individu- als in a population, relative to other populations. Some traits, such as skin color, reflect climatic conditions; oth- ers, such as eye color and shape, probably reflect ran- dom, historical processes and migration patterns. T h e U.S. was peopled by pop- ulations from geographic- ally distinct regions of the w o r l d — vo l u n t a ry immi- grants, forced African slave s , and indigenous American groups. Therefore, domi- nant northwestern Euro- pean ethnic groups, such as the English and Germans, were able to exploit certain visually salient biological traits, especially skin color, as markers of race.

The effectiveness of these physi- cal traits as markers of one’s race de- pended, of course, on their being pre- s e rved in future generations. So dom- inant cultural groups created elabo- rate social and physical barriers to mating, reproduction, and marriage that crossed racial lines. The most ex- plicit were the so-called anti-misce- genation laws, which outlawed sex between members of different races, whether married or not. These laws were not declared unconstitutional by the U.S. Supreme Court until the 1967 case of L ov i n g v. Vi r g i n i a.1 4 A n- other vehicle was the cultural defini- tion of kinship, whereby children of interracial (often forced) matings ac- q u i red the racial status of their lowe r – ranking parent; this was the so-called

o n e – d rop rule or hypodescent. Espe- cially during the time of slavery, the lower-ranking parent was generally the mother, and thus the long-stand- ing Eu ropean cultural tradition of af- filiating socially “legitimate” childre n with the father’s kinship group was effectively reversed.

In contrast, there have been few- er social or legal barriers in the U.S.

to mating and marriage between It a l- ians, British, Germans, Swedes, and others of European ancestry. Con – sequently, the physical and cultural characteristics of European region- al populations are less evident in the U.S. With intermarriage, distinct Eu- ropean identities were submerged in the culturally re l e vant macroracial cat- e g o ry of “w h i t e” — m o re accurately, European American.

Thus even the biological dimen- sion of contemporary racial gro u p i n g s is the result of sociocultural process- es. That is, humans as cultural beings first gave social significance to some physical differences between groups and then tried to perpetuate these “r a- cial mark e r s” by pre venting social and physical intercourse between mem- bers of the groups. Although the dom- inant racial ideology was about main- taining racial “purity,” the issue was

not about biology; it was about main- taining social, political, and econom- ic privilege.15

WHY IS THIS UNDERSTA N D I N G I M P O RTANT FOR EDUCATO R S ?

We hope we’ve convinced you that race isn’t biologically “real” and that race in the U.S. and elsewhere

is a historical, social, and cultural creation. But so what? What is the signifi – cance of this way of view- ing race for teachers, stu- dents, and society?

1 . The potential for change. First, it is important to un- derstand that, while races a re biological fictions, they a re social realities. Race may not be “re a l” in a biological sense, but it surely is “re a l” s o c i a l l y, politically, econom- i c a l l y, and psyc h o l o g i c a l l y. Race and racism pro f o u n d- ly s t ru c t u re who we are, how

we are treated, how we treat others, and our access to re s o u rces and rights.

Perhaps the most important mes- sage educators can take from the fore- going discussion is that race, racial classifications, racial stratification, and other forms of racism, including ra- cial ideology, rather than being part of our biology, are part of our cul- ture. Like other cultural forms, both the concept of race and our racial clas- sifications a re part of a system we have created. This means that we have the ability to change the system, to trans- form it, and even to totally eradicate it. Educators, in their role as trans- mitters of official culture, are partic- ularly well poised to be active change agents in such a transformation.

But how, you may well ask, can teachers or anybody else make peo- ple stop classifying by race? And are t h e re any good reasons to do so? T h e s e

Race, racial c l a s s i f i c a t i o n s, racial stratification, and other

forms of racism, including racial ideology, rather than

being part of our biology, are part of our culture.

 

 

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familiar categories — black, white, Asian, Native American, and so on — seem so embedded in U.S. socie- t y. They seem so “natural.” Of course, t h a t’s how culture works. It seems “n a t- u r a l” to think of chicken, but not rats, as food. But, as we have shown above , the labels and underlying constructs that we use to talk about human di- versity are unstable, depending on par- ticular social, political, and historical contexts. Individuals in positions of a u t h o r i t y, of course, have the ability to change them institutionally. But o rd i n a ry people also have the ability to change how they classify and label people in their everyday lives.

Se veral questions arise at this point. Do we as educators consciously want to change our way of conceptualiz- ing and discussing human biological variation? What makes the “race as biology” assumption so dangerous? A re we going to continue to classify people by race, even while recogniz- ing that it is a social construct? What vested interests do people have in hold- ing o n t o — or re j e c t i n g — racial cat- egories? How can we become more sophisticated in our understanding of how systems of classification work while also becoming more critical of our own ways of classifying people? Are there alternative ways of think- ing about, classifying, and labeling human beings that might be more em- powering for students, teachers, and community members? By eliminat- ing or changing labels, will we change the power stru c t u res that perpetuate privilege and entitlement? Moving be- yond race as biology forces us to con- front these and other issues.

2. The dangers of using racial clas- sifications. Categories and classifica- tions are not intrinsically good or bad. People have always grouped others in ways that were important within a given society. However, the myth of race as biology is dangerous because

it conflates physical attributes, such as skin color, with unrelated qualities, such as intelligence. Racial labels de- lude people into thinking that race p redicts such other outcomes and be- haviors as achievement in sports, mu- sic, or school; rates of employment; p regnancies outside marriage; or dru g use. Race was historically equated with intelligence and, on that basis, was used to justify slave ry and education- al discrimination; it later provided the rationale that supported the genocide of Jews, blacks, Gypsies, and other “ i n f e r i o r” races under Hi t l e r. So using racial categories brings along this his- t o ry, like unwanted baggage.

Ma c roracial categories are danger- ous in that the categories ove r s i m p l i- fy and mask complex human differ- ences. Saying that someone is Asian tells us virtually nothing concrete, but it brings with it a host of stere o t y p e s , such as “model minority,” “quiet,” “good at math,” “inscrutable,” and so on. Yet the Asian label includes a wide range of groups, such as Kore- ans, Filipinos, and Vietnamese, with distinct histories and languages. The same is true for “white,” a term that h o m o g e n i zes the multiple nationali- ties, languages, and cultures that con- stitute Europe. The label “African A m e r i c a n” ignores the enormous lin- guistic, physical, and cultural diver- sity of the peoples of Africa. The term “black” conflates people of African descent who we re brought to the U.S. as slaves with recent immigrants fro m Africa and the Caribbean. These mac- roracial labels oversimplify and re d u c e human diversity to four or five giant g roups. Ap a rt from being bad science, these categories don’t predict anything helpful — yet they have acquired a life of their own.

Macroracial categories, such as those used in the U.S. Census and other institutional data-collection ef- f o rts, force people to use labels that

may not re p resent their own self-iden- tity or classifying system. They must either select an existing category or select “o t h e r” — by definition, a kind of nonidentity. The impossibility, un- til re c e n t l y, of selecting more than one ethnic/racial category implicitly stig- m a t i zes multiracial individuals. And the term “m i xe d” wrongly implies that t h e re are such things as “p u re” races, an ideology with no basis in science. The recent expansion of the number of U.S. Census categories still cannot accommodate the diversity of the U.S. population, which includes people whose ancestry ranges from Egypt, Brazil, Sri Lanka, Ghana, and the Do- minican Republic to Iceland and Ko- re a .

3 . How macro racial categories have s e rved people in positive ways. Ha v i n g noted some negative aspects, it is equal- ly important to discuss how macro- racial categories also serve society. Re- call that labels are not intrinsically “good” or “bad.” It depends on what people do with them. During the 1960s, the U.S. civil rights move m e n t helped bring about consciousness and pride in being African American. T h i s consciousness — known by terms such as ethnic pride and black power — united people who had been the vic- tims of racism and oppression. Fro m that consciousness sprang such edu- cational interventions as black and Chicano history classes, ethnic stud- ies departments, Afrocentric schools, and other efforts to empower yo u n g people. The movement to engender pride in and knowledge of one’s ances- t ry has had a powe rful impact. Ma n y individuals are deeply attached to these racial labels as part of a positive iden- t i t y. As one community activist put it, “Why should I give up being a race? I like being a race.”

Racial classification can also have positive impact by allowing educa- tors to monitor how equitably our

 

 

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institutions are serving the public. Racial categories are used by schools to disaggregate data on student out- comes, including achievement, atten- dance, discipline, course placements, college attendance rates, and other a reas of school and student perf o r m- ance. These data are then used to ex- amine whether certain groups of stu- dents are disproportionately repre- sented in any outcome areas. For ex- ample, a school might discover that the percentage of Latino students who receive some type of disciplinary in- t e rvention is higher than that for oth- er school populations. The school can then consider what it can do to change this outcome. Teachers might ask, Is t h e re something about the way Lati- no students are treated in the school that leads to higher disciplinary re f e r- ral rates? What other factors might be involved?

The racial classifications that ed- ucators use to monitor student out- come data reflect our society’s social c o n s t ruction of race. As such, the cat- egories re p resent groups that have been historically disenfranchised, oppre s s e d , or marginalized. Without data disag- gregated by race, gender, and other categories, it would be difficult to iden- tify problems stemming from race- based institutional and societal fac- tors that privilege certain groups, such as the widespread U.S. practice of track- ing by so-called ability. Without data broken out according to racial, gen- der, and ethnic categories, schools would not be able to assess the posi- t i ve impact intervention programs have had on different groups of students.

4 . Shifting the conversation from bi- o l o gy to culture. One function of the myth of race as biology has been to distract us from the underlying caus- es of social inequality in the United States. Dismantling the myth of race as biology means that we must now shift our focus to analyzing the social,

economic, political, and historical con- ditions that breed and serve to per- petuate social inequality. For educa- tors, this means helping students to recognize and understand socioeco- nomic stratification, who benefits and who is harmed by racial discrimina- tion, and how we as individuals and institutional agents can act to dis- mantle ideologies, institutions, and practices that harm young people.

There is another, more profound implication of the impermanence of race. Cu l t u re, acting collective l y, and humans, acting individually, can make races disappear. That is, we can mate and marry across populations, thus destroying the racial “markers” that have been used to facilitate categori- zation and differential treatment of people of different ancestry and so- cial rank. An understanding of hu- man biological variation reveals the positive, indeed essential, role that intermating and intermarriage have played in human evolution and hu- man adaptation. Rather than “mon- g re l i z i n g” a “p u re species,” mating be- t ween d i f f e rent populations enriches the genetic pool. It is society, rather than nature — and socially and eco- nomically stratified societies, for the most part — that restricts social and sexual intercourse and seve rely penal- i zes those who mate across racial and other socially created lines.

SUGGESTIONS A N D RESOURCES FOR EDUCATO R S

A n t h ropological knowledge about race informs us about what race is and is not, but it cannot guide edu- cational decision making. The under- lying goal of social justice can help educators in making policy decisions, such as whether to use racial and eth- nic categories to monitor education- al outcomes. As long as we contin- ue to see racially based disparities in

young peoples’ school achievement, then we must monitor and investi- gate the social conditions that pro- duce these disparities. We must be care- ful, however, to avoid “biologizing” the classification; that is, we must avo i d assuming genetic explanations for ra- cial d i f f e rences in behaviors and edu- cational outcomes or even diseases.

As we pursue a more socially just world, educators should also contin- ue to support young people’s quest for knowledge about the history and s t ruggles of their own people, as we l l as those of other groups, so that stu- dents in the future will not be able to point to their textbooks and say, “My people are not included in the curriculum.” In the process, we can encourage both curiosity about and respect for human diversity, and we can emphasize the importance that historical and social context plays in creating social inequality. We can al- so encourage comparative studies of racial and other forms of social strat- ification, further challenging the no- tion that there is a biological expla- nation for oppression and inequality. In short, students will understand that there is no biological explanation for a gro u p’s historical position as either oppressed — or oppressor. We can encourage these studies to point out variations and fine distinctions with- in human racial groupings.

In addition to viewing the tre a t m e n t of race and racial categories through a social-justice lens, we would apply another criterion that we call “d e p t h of knowledge.” We believe that it is important to challenge and inspire young people by exposing them to the best of our current knowledge in the sciences, social sciences, and oth- er disciplines. Until now, most stu- dents in our education system have not been exposed to systematic, sci- entifically based teaching about race and human biological variation. On e

 

 

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reason is that many social studies teach- ers may think they lack sufficient back- g round in genetics and human biol- o g y. At the same time, many biology teachers may feel uncomfortable teach- ing about race as a social construct. The null move for teachers seems to be to say that we should all be “c o l o r blind.” However, this does not help educate students about human dive r- s i t y, both biological and social. In rare cases when students have the oppor- tunity to engage in studies of race, ethnicity, culture, and ways to end racism, they are both interested and intellectually challenged.1 6 One high school teacher who teaches students about race said he wants to dispel the notion that teaching about dive r s i t y is “touchy feely.” “We don’t just want to touch diversity; we want to ap- proach it academically. . . . We feel we have a definite discipline.”17

Rather than shield students and our- s e l ves from current scientific knowl- edge about race, including its contra- dictions and controversies, we sub- mit that educators should be pro- viding opportunities for students to learn what anthropologists, geneti- cists, and other scientists, inc l u d i n g social scientists, have to say about hu- man biological variation and the is- sue of race. Particularly in midd l e schools, high schools, and beyond, students should be involved in in- q u i ry projects and social action projects, in critical examination of the labels we currently use, and in

analysis of the reasons for and against using them in particular c o n t e x t s . Rather than tell students that they should or should not use racial lab e l s ( e xcept for slurs), educators should be c reating pro jects in which students explore together the range of possi- ble ways of classifying people and the i mplications and political signifi- cance of alternative approaches in different contexts.

We would like to conclude by of- fering readers some ideas for student inquiry and by suggesting some re- sources that can serve to get teach- ers in all subject areas started on the quest to learn about human biolog- ical variation and ways to teach about it.

1. Ideas for student inquiry. Here are some examples of how teachers might engage students in critically examining the social, historical, and cultural construction of racial cate- gories.

• Have students create and em- p l oy alternative “r a c i a l” classification schemes using as many observable and nonobservable physical differe n c- es as they can think of (e.g., foot size , height, ear shape, eye b row shape, waist/ shoulder ratio, hairiness). What do the groups look like? What does this tell us about macroracial classifica- tions based on skin pigmentation and other surface features?

• Sh ow students U.S. Census forms from 1870, 1950, and 2000, and ask them to place themselves in the most

a p p ropriate category. Or show a photo- graph of a person of multiple ethnic a n c e s t ry and ask students to place this person in one of the categories from these three censuses. Ask them why they think the census form has changed over time and what that says about the meaning of “race.”

• Ask immigrant students to in- vestigate the racial/ethnic categories used in their country of origin and to reflect on how well they mesh with the U.S. categories. For example, have students from Mexico taken on an identity as Latino or Hispanic? And what does it mean for them to be- come part of a larger “macro” race in the U.S.?18

• Ask students how they feel when someone asks them to “represent their race.” For example, how do stu- dents who identify themselves as Af- rican Americans feel when s o m e o n e asks, “How do African Americans feel about this issue?” or “What’s the African American perspective on this?”

• Discuss “re verse disc r i m- ination.” When did this term come in- to use and why? Who is being dis- criminated against when discrimina- tion is reversed?

• Discuss “political correctness.” Where did this term come from? Who uses it and for what purposes? And why did it emerge?

2. Resources for teachers. The fol- l owing examples will give readers a place to start in compiling resources

 

 

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available for teaching about race. • Two major anthropological as-

sociations have produced highly re a d- able position statements on the topic of race and human biological varia- tion. First, the American Anthropo- logical Association website features both the AAA position and a sum- m a ry of testimony given in conjunc- tion with the debates on the 2000 census categories. Second, the offi- cial statement of the American Asso- ciation of Physical Anthropologists has appeared in that organization’s journal.19

• The American Anthropological Association is making a special ef- fort to disseminate understandings about race and human variation to the broader public. AnthroNotes, de- signed for precollege teachers, is a superb resource that offers concrete approaches to teaching about race, human diversity, and human evolu- tion. It is available at no charge from the Anthropology Outreach Office ( a n t h ro u t [email protected]). Se v- eral past issues of AnthroNotes treat race and ethnicity.2 0 A n t h ro p o l o g i s t s have produced materials for precol- lege teachers and teacher educators that deal with cultural diversity; some include strategies for teaching about culture and human diversity.21 Oth- ers provide useful overviews of rele- vant topics.22

• The AAA is currently engaged in a public education initiative called Understanding Race and Human Va r i- ation, which will involve a traveling museum exhibit and a website. The Fo rd Foundation has contributed one million dollars to this project.

• In 1999, the AAA created a spe- cial commission called the Anthro- pology Education Commission (AEC) to “help achieve significant progress t ow a rds the integration of anthro p o- logical concepts, methods, and issues into pre-K through community col-

lege and adult education as a means of increasing public understanding of anthropology.” The two teaching modules by Leonard Lieberman and by Lieberman and Patricia Rice, which we cited above, are available at no charge on the AEC website (www. a a a n e t . o r g / c o m m i t t e e s / c o m m i s s i o n s / aec). The AEC webpage contains ex- t e n s i ve re s o u rces that teachers can use to teach anthropological concepts and methods, including some that addre s s race.

Anthropologists recognize an ob- ligation to disseminate their knowl- edge of human biological variation and the social construction of race to the wider public. We hope that this a rticle and the re s o u rces we have pro- vided will contribute to this effort.

1. Richard Herrnstein and Charles Murray, The Bell Cu rve: Intelligence and Class St ru c t u re in Am e r- ican Life (New York: Free Press, 1994). 2. Audrey Smedley, Race in North America: Ori- gin and Evolution of a Wo rl d v i e w ( B o u l d e r, Colo. : Westview Press, 1998). 3. Jonathan Marks, Human Biodiversity: Genes, Race, and History (New York: Aldine de Gruyter, 1995). 4. Leonard Lieberman and Patricia Rice, “Races or Clines?,” p. 7, available on the Anthropolo- gy Education Commission page of the Ameri- can Anthropological Association website, www. aaanet.org/committees/commissions/aec — click on Teaching About Race. 5. George J. Armelagos and Alan H. Goodman, “Race, Racism, and Anthropology,” in Alan H. Goodman and Thomas L. Leatherman, eds., Building a New Biocultural Synthesis: Political- Economic Perspectives on Human Biology (Ann Arbor: University of Michigan Press, 1998). 6 . Je f f rey M. Fish, “Mi xed Blood,” in James Sp r a d- ley and William McCurdy, eds., Conformity and Conflict, 11th ed. (New York: Allyn & Bacon, 2002), pp. 270-80. 7. Alan Goodman, “Bred in the Bone?,” Sci- ences, vol. 37, no. 2, 1997, p. 24. 8. Ibid., p. 22. 9. Leonard Lieberman, “ ‘Race’ 1997 and 2001: A Race Odyssey,” available on the Anthropolo- gy Education Commission page of the Ameri- can Anthropological Association website, www. aaanet.org/committees/commissions/aec — click on Teaching About Race.

1 0 . Jane Me rc e r, “Ethnic Di f f e rences in IQ Scores: What Do They Mean? (A Response to Lloyd Dunn),” Hispanic Journal of Behavioral Sciences, vol. 10, 1988, pp. 199-218. 11. Goodman, op. cit. 12. Lieberman and Rice, op. cit. 13. Carol Mukhopadhyay and Yolanda Moses, “Reestablishing ‘Race’ in Anthropological Dis- course,” American Anthropologist,vol. 99, 1997, pp. 517-33. 14. Janet Hyde and John DeLamater, Under- standing Human Sexuality, 6th ed. (New York: McGraw-Hill, 1997). 15. Smedley, op. cit. 16. Karen Donaldson, Through Students’ Eyes: Combating Racism in United States Schools (We s t- p o rt, Conn.: Praeger, 1996); and Rosemary C. Henze, “Curricular Approaches to Developing Positive Interethnic Relations,” Journal of Negro Education, vol. 68, 2001, pp. 529-49. 17. Henze, p. 539. 18. Clara Rodriguez, Changing Race: Latinos, the Census, and the History of Ethnicity in the United States (New York: New York University Press, 2000); and Gilberto Arriaza, “The School Yard as a Stage: Missing Culture Clues in Sym- bolic Fighting,” Multicultural Education Jour- nal, Spring 2003, in press. 1 9 . American Anthropological Association, “A A A Statement on Race,” www. a a a n e t . o r g / s t m t s / r a c e p p. htm; and American Association of Physical An- thropologists, “AAPA Statement on Biological Aspects of Race,” American Journal of Physical Anthropology, vol. 101, 1996, pp. 569-70. 20. Alison S. Brooks et al., “Race and Ethnici – ty in America,” in Ruth O. Selig and Marilyn R. London, eds., An t h ro p o l o gy Ex p l o red: The Be s t of Smithsonian An t h ro No t e s (Washington, D.C.: Smithsonian Institution Press), pp. 315-26; E. L. Cerrini-Long, “Ethnicity in the U.S.A.: An An- thropological Model,” AnthroNotes, vol. 15, no. 3, 1993; William L. Merrill, “Identity Tr a n s f o r- mation in Colonial Northern Mexico,” Anthro- Notes, vol. 19, no. 2, 1997, pp. 1-8; and Boyce Re n s b e r g e r, “Forget the Old Labels: He re’s a New Way to Look at Race,” AnthroNotes, vol. 18, no. 1, 1996, pp. 1-7. 21. Hilda Hernandez and Carol C. Mukhopa – dhyay, Integrating Multicultural Perspectives in Teacher Education: A Curriculum Resource Guide (Chico: California State University, 1985); and Conrad P. Kottak, R. Furlow White, and Patri- cia Rice, eds. The Teaching of Anthropology: Prob- lems, Issues, and De c i s i o n s ( Mountain Vi ew, Calif. : Mayfield Publishing, 1996). 22. Faye Harrison, “The Persistent Power of ‘Race’ in the Cultural and Political Economy of Racism,” Annual Review of Anthropology, vol. 24, 1995, pp. 47-74; and Ida Susser and T h o m a s Patterson, eds., Cultural Diversity in the United States: A Critical Reader (Malden, Mass.: Black- well, 2001). K

Sci 115 LIZARD EVOLUTION LAB QUIZ

 
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