Tag Archives: Autonomy

Do Electricians Make Decisions? : The Electrician’s Paradoxical Freedom⤴

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Introduction: The Puzzle of Vocational Autonomy

The question seems ridiculous. Ridiculous to the point of absurdity. So absurd that it doesn't really deserve a response. And yet.

As I read through the characteristics of each level in the Scottish Credit and Qualifications Framework, that's precisely the question that came to mind..

Let me explain. Firstly, the background.

For the last dozen or so weeks, much of my time has been spent taking part in the Cambridge Assessment Network's course on the Fundamental Principles of Assessment. As part of our week studying the assessment principle of ‘comparability’, I compared the European Qualifications Framework (EQF) and the Scottish Credit & Qualifications Framework (SCQF).

The EQF has eight levels (Level 1 up to Level 8) in which each level sets out the associated learning outcomes of skill, knowledge, and responsibility and autonomy. Level 2 doesn't have a great deal of skills and knowledge but it does allow the learner a small degree of autonomy.

The SCQF is Scotland's national framework for comparing different qualifications. It compares a different element from the EQF (qualifications v. learning outcomes) but it's still possible to put the two frameworks side-by-side and look at the similarities and the differences. 

The SCQF has twelve levels, rising “up” from 1 to 12. The Scottish Vocational Qualification (SVQ) Modern Apprenticeship for electricians, in Scotland, is a Level 7 qualification. Each level has five characteristics, one of which is titled 'Autonomy, accountability and working with others.' However, when you look at the description for levels 1-7, the word 'autonomy' doesn't explicitly appear. It only explicitly appears at Level 8.

Level 8 is the beginning of what might be termed “Higher Education”; the upper level of college qualifications, such as an HND. The level below a university undergraduate degree. 

And I found that odd. More than odd. I found it baffling. And it immediately raised a number of questions. And admittedly it also raised my hackles.

Some obvious questions 

+ Why is autonomy present in Level 2 of the EQF but not present until Level 8 of the SCQF? 

+ What happens at Level 8 that makes autonomy present in a way that it's not present in Levels 1 - 7?

+ Where does autonomy lie at Level 8 and “above”? Is it in the individual? The course materials? The interaction between the two? The way that the individual uses their learning in the workplace?

Or is it a case that people who “work with their head” are regarded as having autonomy, but people who “work with their hands”, don't? Is the SCQF yet another example of white-collar supremacy?

The Electrician's Paradox: Why True Freedom Is Found in the Rules

We wanna be free, to do what we wanna do, we wanna be free. And we want to get loaded.

When we think about being "autonomous," we can easily imagine it in terms of Primal Scream’s Loaded—total freedom; being able to do whatever we want; unconstrained by external rules or limits. But if that's the definition, (and it is a dictionary’s definition), how can we possibly talk about autonomy for someone in a highly regulated profession, like an electrician? After all, unfettered freedom on an electrical system would lead to chaos rather than competence.

This question highlights a major issue about how the SCQF thinks about skilled trades. The absence of "autonomy" until Level 8, suggests that the framework has an incomplete understanding of what autonomy means for apprentice and qualified electricians.

So, what is a more accurate way to understand autonomy in a skilled trade?

From Following Rules to True Agency

When an apprentice electrician learns a critical safety task like "Safe Isolation" (making sure an electrical system is dead before working on it), they start by simply following instructions such as Select's ‘10 Steps’. Their actions are driven by what they're told to do and maybe even by the fear of making a mistake. This, in the language of the philosopher Immanuel Kant, is a state of "heteronomy"—acting from external instruction rather than internal reason. The journey of an apprenticeship is, or can be considered as the transition from heteronomous actions to autonomous ones. A qualified electrician performs the same task, but they act from a place of deep knowledge and reason. They understand the dangers, their responsibilities, and the necessary safety measures. At this point, in Kantian terms, they are an autonomous agent. But this is only part of the story.

Freedom Within Limits 

An electrician's work is governed by a huge number of standards and regulations, such as the Electricity at Work Regulations 1989 and BS 7671. At first, it might seem like these rules restrict their freedom, forcing us to slavishly follow the rules.

Paradoxically though, these standards are precisely what enable autonomy. BS 7671, for example, isn't just a list of prescriptions; it’s a historical framework of dynamic embedded knowledge, experience, and expertise of the historical electrical trade. It's a living tradition that has been refined and developed over time.

When an electrician works "within the frame," their actions are given meaning and value by these standards. Their job isn’t just to follow the rules; it's to use their sophisticated judgement and deep understanding to navigate this complex set of regulations, client specifications, and the constraints of the physical world. Working within the frame is one way that we produce "good workmanship".

Contrast this with a DIY enthusiast. They might do safe and functional work, but their actions lack the deeper ethical, interpretive engagement of a professional. They are unconfined by the limits of the frame, which means their work is just an outcome, not a meaningful act that validates the worth of the trade's tradition.

As the philosopher Roger Scruton put it, freedom is "a very good horse to ride, but to ride somewhere". The electrician's autonomy is the horse, and the industry’s standards are the "somewhere" it needs to ride to—the safe, responsible, and skilled work that is only possible because of those rules.

Why This Matters

By not explicitly acknowledging autonomy below Level 8, the SCQF misunderstands this "situated autonomy". It fails to recognize the "intellectual demands and professional development" required of a trade qualification. If frameworks like the SCQF are to effectively compare the worth of a trade qualification to a university degree, they must recognize that professional autonomy in skilled trades is not about being unconstrained. Instead, it is a sophisticated form of agency that gives meaning, dignity, and respect to a skilled worker's labor.

My Scrutonian Texts



Motivation 3.0 in our schools⤴

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I asked recently why staff at our school love teaching. I got back some amazing responses as to their why of being a teacher. It is important, I feel, to ask this of staff from time to time. We should also ask them to tell their story of why they became a teacher. Many can share this with the same enthusiasm as they do when you ask them how they met their current partner. It is rehearsed as it was lived by them and can evoke great memories and feelings.

There are times, however, when we as teachers can forget why we do what we do. Think of those dark nights in December when we’ve been working non stop for a while and lesson after lesson brings with it new challenges, the marking pile gets ever bigger and more work is asked of you by your leaders. It is at those times we need to remind ourselves of our why!

What has interested me of late is the tremendous motivation that teachers have for the young people in our care. We will do anything to help, encourage and support them in their times of need. However, do we support teachers well enough in their time of need. Some teachers are often so overworked they suffer from burnout but this should never be the case. We must question why we do things? why must always ask.. does this add value to the learning and experiences of the young people.

When discussing burnout, stress and other factors that cause teachers to stay up late at night and miss days at work I came to the conclusion that maybe we don’t have, what Daniel Pink describes in his book “Drive” (2009) enough Type I teachers. In his book, released in 2009, he sets out a new vision for workplace motivation that he calls “Motivation 3.0”. He does so because he explains that we have moved on from “Motivation 1.0” (think our primitive responses for survival and “Motivation 2.0” (think of a culture of reward and punishment). Does judging teachers simply by their exam results from 30 pupils after 12 months of hard work with 300 pupils seem like a fair way to reward or punish them? Does this motivate staff to work even harder next year? Daniel Pink would argue that it doesn’t.

“Motivation 3.0” is described as intrinsic. motivation (or Type I). This is manifested when people are self-motivated and they are given the freedom to do the work they enjoy. In an environment which support this innovation and creativity are key and people are allowed to thrive by doing the work they love. Which brings me back to why you got into teaching in the first place? This should be the energy and driver to you being self motivated. Another reason why it is important to remind staff about this at regular intervals as I mentioned earlier.

Pink (2009) outlines the three key components of eliciting intrinsic motivation in your staff: Autonomy, Mastery and Purpose.

Autonomy

This is defined as the need to direct your own life or work. To be fully motivated you need to be able to control what you do, when you do it and who you do it with. It is difficult to offer all of this to teaching staff the children are timetable to you. Given this how many of you feel that you have the autonomy to do what you want and are given the space to think creatively with your classes. Yes, we have a curriculum to enact b ut teacher are the ‘curriculum makers’ who bring it to life. Through our Curriculum for Excellence Scottish Teachers have this opportunity and autonomy to deliver the Benchmarks in any way they like. I remember attending an event which empowered me to assess children using any of four criteria can they say it, make it, write it or do it.

Contrary to this are you forced to deliver lessons plans for you, do you have a rigid lesson structure you must follow or do you feel that you have no autonomy at all? The beauty of schools is that we come across a wide variety of ideas, styles and creativity. This should be harnesses and heralded for the great opportunity it is. If you are a school leader I want you to consider if your staff have the autonomy to teach how they want? of course, they have to report, monitor and track under, perhaps, a rigid system but how they get their should always be up to them and how they see the curriculum being enacted.

Now I’m not saying we can go all footloose on curriculum as children must learn to read, write, run, jump, throw, create, explain etc. But to be truly motivated as a teacher or in any line of work you must have some autonomy.

Mastery

Mastery is defined simply as the desire to improve. If you are motivated by mastery, you’ll believe that your potential is unlimited and you’ll seek constant improvement. In schools e have a tremendous missed opportunity for improvement. Each other. How often do we feel isolated, like an island all on its own when teaching our classes. With the staffroom becoming slowly a thing of the past it is now even more important that we get out and watch others teach. We ask them why they chose that approach, why they moved that child there and why they used the language and tone they did with 2D. In any school there are 1000s of years of experience and we are very poor at sharing that experience and quick to judge others, even if we haven’t been in their rooms for more than 10 minutes. EduTwitter is a great place to share ideas but this community must be built in our schools as what we learn there directly impacts on our young people.

Purpose

People may become demotivated and become disengaged if they understand or invest in the “bigger picture”.

Regardless of whether your school leadership, faculty head or mentor is good, bad or ineffective we should never stray from the big picture in education – the young people. It must always be for them and only them.

As I mentioned earlier always think back to why you became a teacher. It will serve you well, even in the worst of moments in your career.

With this knowledge in mind, how do we create teachers and schools that are full of intrinsically motivated staff. Try out the following ideas and let me know if they work in your context (note: they are all ideas from Daniel Pink’s book, it is worth a few hours of your time)

  1. Take steps to give up control – involve people in setting their own goals, reduce controlling language like “you must” or “you should” use terms like “consider doing” or “have a think about doing” and have open door hours when people CAN come and speak to you on matters arising.
  2. Give staff “Goldilocks Tasks” – these are tasks that are neither to hard or too easy but encourage focus and flow and encourage them to develop mastery.
  3. Always promote collaboration – make your school a place with a learning culture, think ‘when you open your doors and let others in, magic can happen’

What motivates others is a real interest of mine and of many teacher. The ideals discussed here can also be applied to the young people learning in your classrooms. Think about the past week and consider how much autonomy and purpose you gave the children. Where any of them in a state of flow? where they developing mastery skills? or were some of your tasks far too easy which results in boredom and challenging behaviour?

For me, I can think of at least 3 classes I had where the tasks I set were simply too easy. This happens for everyone but that is why I want to continually learn and develop mastery in my teaching craft.