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This paper explores the potential role of creative learning in helping to create positive experiences for socially excluded young people. Noting the increased influence of the market into education and the onus engendered in the 'Third Way', which seeks to give socially and economically marginal individuals the opportunity to adapt to changing economic conditions, while neglecting the underlying causes of exclusion, the paper focuses on a group of 14-18 year olds' experience of performance-based training as part of a government-funded Creative Partnerships project in Durham/Sunderland. The paper argues that creative learning cannot provide a solution to the ills of educational disadvantage, but that its untapped potential lies in its ability to provide a 'community of practice' in which an individual can take personal ownership of his or her own learning experience in a communal context. [ABSTRACT FROM AUTHOR]

Learning is high on the political agenda for post-compulsory education and training in England. Official discourses about learning assume a predominantly individualist stance, despite the development of theoretical models that stress the contextual and situated nature of learning. In a study following 50 young people through further education over 4 years, it became apparent that the institutional culture of the colleges had a significant impact upon students’ dispositions towards their learning. In this paper, we explore the nature and significance of this impact in a case-study sixth form college: an under-researched sector of educational provision. This is followed by a brief discussion of the implications of our analysis for issues of access, widening participation and inequality in relation to current proposals to reform age 16–19 educational provision in England. We conclude by identifying some of the questions about the fine-grained nature of that college culture that our data does not permit us to address directly. [ABSTRACT FROM AUTHOR]

Organizational learning or epistemology has emerged in order to manage the creation of knowledge and innovation within contemporary capitalism. Its insights are being applied also to the public sector. Much of the research in organizational learning has drawn upon the discipline of psychology, particularly constructivist theory. Two approaches in organizational epistemology are considered here: Nonaka's theory of knowledge creation, and Engeström's expansive learning theory. Notwithstanding the reference to 'learning', these approaches have so far had little application to schools, especially at the level of pedagogy. But there are indications that re-culturing, 'workforce re-modelling' and inter-agency working are becoming more prominent within the public services in England. In these endeavours, government may come to regard organizational epistemology as an important new procedure in the management of change. Thus far, sociology has had two kinds of 'relationship' with organizational epistemology: first, social phenomenology and ethnomethodology have been of practical use; and, second, critical theory objects to the near-absence of a consideration of power and ideology within the discourse of organizational epistemology. [ABSTRACT FROM AUTHOR]