Miseducation of Filipino Essay Example for Free

Miseducation of Filipino Essay Prof. Renato Constantino, in his essay entitled â€Å"The Miseducation of the Filipino†, writes about the coming about of the miseducation and the consequences of such action in the lives of the Filipinos, then, now, and perhaps the future. Promoting and imposing the â€Å"unFilipino† identity in Filipinos was the miseducation that Americans pursued during the time when they â€Å"posed† as a benevolent ally to the Philippines, and they proved victorious indeed because they had completely subjugated the Filipinos, both in minds and in hearts. Education is a very vital factor for one’s development. And as we all know, through education, one’s mind is molded because of the teachings, ideas, and values taught to him. Due to this fact, it’s only either of the two that will happen: the person will become productive provided that he was taught with the right things, or, the person will become otherwise since he acquired negative things. Personally, I learned and realized many things about the history and relationship between the Americans and the Filipinos upon reading this paper. It is quite intriguing what the main reasons really were the Americans in taking power over the Philippines. Was it for the good of the Filipinos or the Americans’ good? Whatever it was, they succeeded in almost every aspect of conquering the land because they knew the most effective way to subjugate Filipinos minds: by controlling our education. They created a new generation of good colonials, the â€Å"unFilipino† Filipinos. The indigenous ways of life of Filipinos had been changed to the American way of life. That was ridiculous because certainly, America and Philippines vastly differed from each other in so many ways, and therefore, their ways of life based on their differing needs should be entirely different. But the Americans insisted on creating a â€Å"carbon-copy† of themselves in Filipinos through the imposition of their language in their education. I went to elementary and high school in the Philippines, and I know for a fact they used both English and Tagalog as the media of teaching. In the long run, I think this resulted in both positive and negative ways — positively, because I was uprooted to the U. S. and I was able to use the â€Å"smattering† English I know to communicate with others, and negatively, because as I have just realized, I feel the â€Å"impediment† in my thought process because I cannot think consistently in one language. All in all, I liked this piece because it reiterates the importance of education to not only produce literate people but also to produce people who would use that education to better their nation.

Essay --

This paper analyses the causes and challenges that the South African agricultural sector faces regarding the increasing unemployment in the sector and how it has an overall affect on the total unemployment rate in South Africa. The following statistics have been taken from the South African Department of Agriculture, Forestry and Fisheries. The analysis of these statistics shows that unemployment in the agricultural sector has been increasing over the years, which has contributed to the overall unemployment rate increasing in South Africa. This research shows that there is a direct link between the overall unemployment rate increasing throughout the country and the unemployment in the agricultural sector. This is due to undeveloped rural areas and the policies directed at the agricultural sector. Introduction: The agricultural sector is made up of two sectors, being the commercial farming sector, which is mainly in the commercial areas of the country and subsistent farming, which is mainly in the rural areas. Most of the agricultural income comes from commercial farming, but due to the low amount of commercial farmers in South Africa the potential for improving the employment rate lies with the subsistent farming. The agricultural sector of South Africa plays a main role in creating a strong and stable economy. With improvements to the agricultural sector, the sector has the ability to stimulate economic growth and reduce poverty and improve the divide between the rich and poor. With improvements to the agricultural sector the come for the lower class citizen would be increased and greater employment opportunities would be created, which will in turn improve the total unemployment rate in... ...pments can play is a great one. The government started the New Growth Plan, in which they hope to create 5 million new jobs by 2020, focusing on the agricultural sector and its potential to create jobs. Conclusion: South Africa has an agricultural economy made up of two sectors, commercial farming and subsistent farming. Most of the income comes from commercial farming however the potential for most of the employment lies within the rural or subsistent farming. The agricultural sector of South Africa has an important role in creating a strong economy and creating one that is more stable. With the right handling of the sector it can provide the basis for this economic growth and help reduce poverty and the growing divide between rich and poor. Income for the lower class would be increased and greater employment opportunities created in the agricultural sector.

Change Process Theories

Change Process Theories: A Review Outline Introduction Four types of Organizational Change Theories: Van de Ven and Poole †¢ Dialectical: Kurt Lewin †¢ Evolution: o Lippitt, Watson, and Wesley o Bartlett and Kayser †¢ Teleology: o Edgar Schein o Prochaska and DiClemente †¢ Life Cycle: Ichak Adizes Conclusion Introduction An enduring quest of management scholars is to explain how and why organizations change. The processes of change or sequences of events have been difficult to define, let alone manage. Researchers have borrowed many concepts from many fields of study, including sociology, biology, and physics. Van de Ven and Poole (1995) proposed four categories of organizational change: dialectical, evolution, teleological and life cycle. Dialectical theory is the development of an organization through the conflict, competition, and/or collaboration of internal or external interests, wherein the status quo is changed regardless of the overall benefit or detriment to the organization. Evolutionary theory views organizational change as the cumulative change brought about through the continuous cycle of variation, selection and incorporation, and retention, caused by competition for scarce resources, environmental change or imposed conditions. Teleology is the purposeful development of an organization towards a defined end result or in line with a predetermined collective ideology by means of repetitive sequences of goal definition, implementation, evaluation and modification. Finally, Life Cycle theory is the linear, organic development of an organization from a homogenous, undefined entity to a differentiated, structured entity through accumulated experiences arising from the pressure of external events as mediated by internal logic, rules or programs. Within these four categories, I present six theories of organizational change to illustrate the underlying concepts within each category. Dialectical Theory Kurt Lewin is widely regarded as one of the pioneers in the study of change processes. A social scientist, Lewin postulated that human behavior is based on a relatively stationary equilibrium of two groups of forces. While driving forces facilitate change by pushing in the desired direction, counterforces known as restraining forces immediately sprout to hinder the change. When a significant change in these forces occurs, behavior must also shift to maintain equilibrium. After equilibrium is reached, the new behaviors gradually become the standard for maintaining the status quo. Lewin described this process in his article, Frontiers in Group Dynamics: â€Å"A change toward a higher level of group performance is frequently short lived; after a â€Å"shot in the arm† group life soon returns to the previous level. This indicates that it does not suffice to define the objective of planned change in group performance as the reaching of a different level. Permanency of the new level, or permanency for a desired period, should be included in the objective. A successful change includes, therefore, three aspects: unfreezing (if necessary) the present level, moving to the new level, and freezing group life on the new level† (p 34). The Evolutionary Theories Lippitt, Watson, and Westley expanded on Lewin’s work by introducing the idea of a relationship between the change agent and the ‘client’ or organization to be changed. Lippitt et al. ’s theory proposes seven phases. The first phase focuses on developing a need for change. A client must not only be aware of a problematic situation, but must believe a better state of affairs is possible, and that the change agent (whether a consultant or method) is relevant and available. Phase two is the establishment of a change relationship. As with any human relationship, one of the most delicate yet absolutely crucial elements in forming the change relationship is the first impression. â€Å"Often the client system seems to be seeking assurance that the potential change agent is different enough from the client system to be a real expert and yet enough like it to be horoughly understandable and approachable† (Lippitt et al. p 134). Phases three, four, and five are an elaboration on Lewin’s moving stage, and can be grouped together under the heading: moving toward change. These straightforward phases are (3) Clarification or Diagnosis of the client’s problem (4) Examination of the Alternative Routes and Goals and Establishing Goals and Intention s of Action, and (5) Transformation of Intentions into Actual Change Efforts. Lippitt et al. return to Lewin’s Refreezing stage with phase six: The generalization and stabilization of change. A critical factor in the stabilization of change is the spread of change to neighboring systems. A change is much more likely to be retained if reinforced by colleagues’ usage. The final phase, achieving a terminal relationship, focuses on preventing a dependency on the change agent for support and developing a form of client self-reliance for future problem-solving. Lippitt et al. issue a final caution, noting that the seven phases present are not always sequential, and the phases can overlap or repeat themselves throughout the change process. Bartlett and Kayser (1973) propose that successful change depends on a reactive redistribution of power within the structure of an organization. This power redistribution optimally occurs through a six phase series of stimuli and reactions. Stimulus 1: Pressure on top management takes the form of both internal pressure (such as union strikes, low productivity, high costs or interdepartmental conflict) and external pressure (such as lower sales, stockholder discontent, or a competitor's breakthrough. When these pressures offset one another, e. g. high sales despite employee grumbling, there is little incentive for top management to induce change. However, when internal and external pressures are aligned, Reaction 1: Arousal to take action senior management seeks a consultant or other diagnostic tool to discover the problem. Stimulus 2: Intervention at the top – While long-term managers tend to look for individuals and groups to blame, â€Å"outsiders† tend to see the org anizational structure or processes as equally likely culprits. The â€Å"outsider†, presumably hired and respected for his expert ability to improve organizational practices, is in an ideal position to Reaction 2: Reorient top management to internal problems. In order to Stimulus 3: Diagnose problem areas effectively, top management speaks with multiple levels of the organization. This step largely determines the success of the change. Top menagers who only consult their immediate subordainates gather little to no new data. Managers who conduct a comprehensive hierarchy-spanning feedback search not only acquiremore information but have a positive reinforcing effect on the change to come. By consulting all hierarchy levels, managers achieve employee buy-in, drawing employees to believe that not is management itself willing to change, but actual important problems are being acknowledged and ideas from lower levels are being valued by upper levels (Bartlett and Kaser, 1973, p. 58). In contrast, manager who take a unilateral approach are making changes based on limited viewpoints with little to no employee buy-in. Perhaps even worse is the CEO who delegates the change to a subordinate, who potentially has less information, less clout within the organization, and the lingering uncertainty that top management isn't sincere about the change. Reaction 3: Recognition of specific problems found through the diagnosis process will cause deliberation resulting in the Stimulus 4: Invention of a new solution. Suggestions for solutions can be gathered in phase 3. Barlett and Kayser place particular importance on group collaboration for generating potential solutions. Through this collaboration, there is greater Reaction 4: Commitment to the new courses of action. Stimulus 5: Experimentation with new solutions inevitably produces occasional setbacks and/or outright failure. During this period, the multi-level employee endorsement of change becomes critical as the organization Reaction 5: Reviews the results of the change. While non-effective ‘solutions' are thrown out, effective solutions are propagated and expanded. Ideally, the quietly discarded solutions only briefly demoralize their advocates, while the retained superior solutions have an infectiously positive effect. Finally, this Stimulus 6: Reinforcement from positive results ushers in a full scale Reaction 6: Acceptance of the new practices. Teleological Theories Edgar Schein further defined Lewin's three stage theory, proposing that the Unfreezing stage can be subdivided into three steps: Disconfirmation, Induction of Guilt or â€Å"survival anxiety†, and Creation of Psychological Safety. Disconfirmation is characterized by the dissatisfaction and/or frustration with the current state of affairs. Survival anxiety occurs when the dissatisfiers are accepted as valid and linked to the nonattainment of goals. The primary restraining force at this stage is learning anxiety – having to admit that the current behaviors are â€Å"wrong† and the additional fear that attempting a new process may result in failure and a loss of esteem. The Creation of Psychological Safety step is the addressing and overcoming of this fear. Schein further subdivided Lewin’s theory by splitting the moving process into three phases. The first phase, Cognitive Redefinition is typified by organizational members discovering that the definitions, concepts and other anchors previously relied upon are not absolutes. While the unfreezing stages create motivation for change, the second phase, termed Imitation and Identification with a Role Model, determines whether the change is beneficial or harmful, depending on the role model chosen. However, if there are no attractive role models, the third phase, Scanning of Alternatives and Trial and Error, comes into play. Occasionally, if there is sufficient psychological safety, spontaneous insight into a solution may occur. This spontaneous insight is highly valuable because such insights often take into account both stated and hidden unique obstacles to a change, unlike process consultants who often can only address the stated barriers. With regard to the Refreezing stage, Schein notes that the new behaviors must be at least somewhat compatible with the remaining behaviors or the cycle of disconfirmation may restart, potentially reversing the progress made, or devolving into an endless cycle of new behaviors. Prochaska et al (1992) developed a change behavior model for the health care field which has gradually been extended to other disciplines. Much like Lewin's model, their model defines the general process of change. Unlike Lewin, Prochaska et al. present their five stages of behavioral change as cyclical in nature rather than as a simple progression. Please see figure 1. Precontemplation (PC) is the stage at which there is no intention to change behavior in the near future. Typically, an external force such as a lawsuit or technological advancement occurs to push an organization into the next stage. Contemplation (C) is the stage where the problem or undesirable behavior is recognized, and serious consideration is given to change the behavior. This stage is characterized by the weighing of current opportunity costs against the actual costs of modifying the problem. Preparation (PP) is a stage that combines intention and initial attempts to change behaviors. The organization intends a full transformation of the indicated ‘problem behaviors' in the very near future. The cessation of undesirable behaviors and embrace of the new behaviors marks the advent of the Action (A) stage. The Maintenance (M) stage is often, and incorrectly, viewed as a static stage. In truth, this stage is the continuation and reinforcement of the new behaviors. This stage becomes particularly pertinent when the initial attitude of ‘new and improved' begins wearing thin and organizational members consciously or subconsciously attempt to return to the ‘old and trusted' methods. This backslide can continue (precontemplation) until the problem is once again addressed (contemplation). Life Cycle Theory In his 1998 book, Adizes presents one of the clearest descriptions and in depth refinements of Life Cycle organizational development models to date. Based on ten sequential stages of development, he addresses the attitudes, issues, and threats at each stage of life. These life stages are categorized into the growing phase, second birth and coming of age, and aging organizations. Please see figure 2 for reference. (In the interest of brevity, a few potential alternative stages have been omitted. ) The Growing Phase begins with the courtship stage where the organization is only an idea in the founder’s mind. At this time, the founder is building inspirational momentum – revving his courage so that when the time comes to make the decision to take the risk, he has the internal commitment to survive the external doubts and hardships. During the courtship stage, this commitment determines whether the idea will result in a healthy organizational child or if it is merely an affair, a momentary infatuation with entrepreneurship. Once the risk has been undertaken, the nature of the organization mutates drastically. At this Infancy stage of the organization, there is an overriding emphasis on doing rather than thinking; thinking of new products may be useful in the future, but sale of current products ensures a future will exist. The organization is incredibly personal, with little hierarchy. Formal procedures are non-existent except for those imposed by outside forces, i. e. laws and government regulation. Like an infant, the organization requires periodic infusion of milk (cash) and the constant tending of its creator. The period of infancy is necessarily short. The energy level required plateaus as brand loyalty builds, suppliers stabilize, and the production problems are no longer a daily crisis: the baby begins sleeping through the night. The infant organization moves into the Go-Go stage. With the idea working, ends meeting, and sales flourishing the founder and the organization become arrogant. The struggle to survive fades to the back of the mind and every opportunity becomes a priority: after all, if one dream came true, why not other dreams as well? The toddler shoves every opportunity into its mouth, without regard for nutritional value. Whereas in the infancy stage there was no hierarchy, the Go-Go stage begins development of a structure. At the beginning of the stage, the responsibilities are shared and many tasks overlap: the organization is organized around the people not the tasks. The CEO risks falling into the Founders Trap: failing to realize the organization has moved beyond a one-man show, that decentralization and delegation have become imperative. The signs of imminent crisis, the arrogance, uncontrolled growth, lack of structure and centralized decision making, are obfuscated by soaring sales, overconfidence from success, and the residual stubbornness of an entrepreneur fighting for his dream. When the crisis hits, the company falters and a second birth occurs. The Second Birth and Coming of Age Phase begins with Adolescence: an awkward period that is more painful and prolonged than infancy. Like a teenager trying to establish independence from his family, the adolescent organization’s characteristic behaviors include conflict and inconsistency. In delegating, the founder must content himself with offering advice instead of taking control: he must allow his organizational child to make mistakes in order to learn from them. Gradually, the organization establishes its sovereignty, with the occasional clash with ‘old management’. This can precipitate a divorce, especially if the founder decides that the organization's goals have become incompatible with his own. The adolescent organization experiences a shift from merely generating more sales, to generating better sales with less overhead and more profit. When the overall structure of the administration stabilizes and leadership roles become institutionalized, the organization moves to the next stage of development: Prime. Prime is the optimum point on the life cycle curve, combining the vision and aggressiveness of a Go-Go with the structure solidified in Adolescence to back it up. This is not to say that a company in its prime has stopped growing, but that growth has become planned and controlled. The challenge of Prime is to continue the momentum, and not become complacent and ride the inertial growth from previous stages. If a Prime organization does not refuel this momentum, organizational vitality will level off, and will enter the stage called Stable, the end of growth and the beginning of decline. The Stable stage is first in the Aging Phase in the organizational life cycle. The organization slowly loses flexibility; the persistent sense of urgency departs and is replaced with a feeling of security in the relatively stable market share acquired over the years. Several changes slip in: the developmental spending budget grows while the product and market research budgets decline, management training is substituted for management development, and there is a power shift to the finance department from engineering, marketing, or research and development. Despite these changes, there is markedly less conflict in the Stable stage. There are no major transitional events in the Aging phase as there were in the Growing phase. Instead, there is a slow process of deterioration. As the organization draws back from personalized attention to each client, it slides into Aristocracy. The organization is often cash rich, leading organizational members to misclassify themselves as in the prime stage. â€Å"Don’t make waves† becomes the company motto, and uniformity of thought, dress, and address becomes the norm. While Bob and Mary may be on a first name basis outside of the office, or behind closed doors, during meetings it is inevitably Mr. Smith and Ms. Jones. Another notable communication change is that focus is placed on how something was said, rather than what is said. Because of the organizational taboo against sparking conflict, consultants are brought in to give voice to the deadly trend of expecting external forces to increase market share without the executives having to admit anything. The consultant reports are often read, but ignored until the advent of Early Bureaucracy. With revenues and profits plummeting and a high turnover of good people, the Early Bureaucracy witch hunt begins. Internal conflict, back stabbing and paranoia obliterate any remaining customer focus. The organization focuses on who caused a problem rather than on what to do about it. The remaining creative individuals jump ship or are fired as though they were the source of the problems. The organization has two options remaining: Bureaucracy or Death. If a company is subsidized or nationalized, it has attached itself to life support: autonomic (administrative) functions are kept moving, but the vital spark from the infancy stage has been extinguished. The organization has become a Bureaucracy; its only purpose is to perpetuate its existence. Eventually, through internal decision making or government reallocation of funds, the organization quietly dies. Conclusion As theories develop, they become more specific and therefore more limited in scope. Scholars examining these theories develop a form of tunnel vision, and can become stymied by unexplainable behavior outside their specialty. Van de Ven and Poole's taxonomy of change theory types helps to reacquaint researchers with the wide variety of possibilities. Further research on the meta-analysis of change theories is indicated. References Adizes, Ichak. (1988). Corporate Lifecycles: How and Why Corporations Grow and Die and What to do About It. Prentice Hall. Englewood Cliffs: New Jersey. Armenakis, Achilles and Bedeian, Arthur. (1999). Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management. 25. 293 – 315. Bartlett, Alton and Kayser, Thomas. (1973). Changing Organizational Behavior. Prentice Hall. Englewood Cliffs: New Jersey Lewin, Kurt. (1947). Frontiers in Group Dynamics. Human Relations. 1. 5-41. Prochaska, James, DiClement, Carlo, and Norcross, John. In Search of How People Change: Applications to Addicitive Behaviors. American Psychologist. 47. 1102 – 1114. Romanelli, Elaine. (1991). The Evolution of New Organizational Forms. Annual Review of Sociology. 17. 79-103. Retrieved November 29, 2006 from JSTOR. http://links. jstor. org/ sici? sici=0360-0572%281991%2917%3C79%3ATEONOF%E2. 0. CO%3B2-M Van de Ven, Andrew. (1995). Explaining Development and Change in Organizations. Academy of Management Review. 20. 510-540.

The Way Of Seeing By John Berger - 1232 Words

On a clothes advertisement, well shaped and beautiful women came out to introduce new clothes. In hair, clothes, and other many advertisements, usually glamor and really good looking women are main models of the advertisements. Not only in advertisements, but also in many films and dramas, the main character is always a tall, thin and beautiful woman. This situation can be explained by John Berger’s book, â€Å"Way’s of seeing†. John Berger is an English art critic, novelist, and painter, and this book is about how people can see something critically and find deep meaning of things, especially art paintings. In chapter 2, there are only paintings and photos, and no words. However, pictures in this chapters show explanation about the phenomenon. According to chapter 2, women always consider themselves and other people’s eye and are treated as objectives as sexual ones. Women always consider other people’s eye and because of that, women make fake images. A photo on page 36 bottom, there is a probably female celebrity in a car, and many people stand outside of the car and watch her (way’s of seeing, 36). The celebrity looks elegant, stylish hair and expensive clothes and tote bag. People, who are outside of the car, seem jealous of her maybe because of her good looking appearance or her elegant aura. However, when looking the celebrity closer, she is sitting really uncomfortable. She sits with her leg crossed and straightens her back. When people feel comfortable, they might loseShow MoreRelatedWays Of Seeing By John Berger902 Words   |  4 Pages In â€Å"Ways of Seeing†, John Berger, an English art critic, argues that images are important for the present-day by saying, â€Å"No other kind of relic or text from the past can offer such direct testimony about the world which surrounded other people at other times. In this respe ct images are more precise and richer literature† (10). John Berger allowed others to see the true meaning behind certain art pieces in â€Å"Ways of Seeing†. Images and art show what people experienced in the past allowing othersRead MoreWays Of Seeing By John Berger1522 Words   |  7 PagesRebecca Morin Professor Foster English Composition 10th, December, 2015 Ways of Seeing by John Berger is a set of essays used to explain different techniques used in oil paintings, advertisements, and the way people look at things differently from one another. The abstract image Altera Pars by Wojciech Grzanka is a part of his surreal photo manipulation series called â€Å"It’s All In My Head†. In this image a woman clearly with two sets of arms shows that she is control of how and what she feels. HerRead MoreJohn Berger Ways Of Seeing Analysis1582 Words   |  7 PagesIn John Berger’s Ways of Seeing he speaks of how the meaning of artwork is dynamic, because we cannot visit the past and truly know what each artist is thinking and feeling as he paints his work, so it changes with one’s personal experience and the context in which one experiences them. He also speaks of how critics â€Å"mystify† artwork of the past, attempting to set in stone their personal meaning of the piece, closing the door of interpretation to a nyone who reads their commentary on the piece. WhoRead MoreSummary Of Ways Of Seeing By John Berger1362 Words   |  6 PagesIn â€Å"Ways of Seeing†, John Berger discusses how the way people interpret thoughts is largely based on other factors. In the second line of the text he says, â€Å" The child looks and recognizes before it speaks †(Berger 142). Berger is telling people through this line that â€Å"Seeing comes before words†(Berger 142). Children must take in their environment before they acquire a language. This even translates to when they grow up and become adults. Adults take in their surroundings before beginning to discussRead MoreJohn Berger Essay- Ways of Seeing1833 Words   |  8 Pagescomplexity of mummies. Throughout all these diverse cultures of art, I was questioning myself and started to wonder how I could understand art beyond others’ opinion about them. Moreover, I realized that it was a question John Berger, critic of art and author of the Ways of Seeing, raised in his essay, and it is a question that will always be raised while demanding how to understand a certain art. Walking through a room where various French artists had their paintings exposed, I fell in front of theRead MoreSummary Of Ways Of Seeing By John Berger2448 Words   |  10 Pagesview of the world around them for everything already the moment you were born. Based off of your sex, gender, religion, income, sexuality, culture, etc., everyone sees things differently through their own lenses, this is the idea of â€Å"Ways of Seeing† presented by John Berger. Expressionism is the art style where artists use their own personal and emotional experiences on to the canvas versus making art that has been influenced by their society. In a sense, Expressionism is very similar to Abstract artRead MoreCommentary and Analysis of Ways of Seeing by John Berger 1198 Words   |  5 Pagesbecome the way it shows on television. The article â€Å"Ways of seeing† written by John Berger aims to analyze the relationship between art and the society. Rather than describe Berger as a poet or artist, p eople would think it more suitable to describe him as a cultural philosopher because of his profound and impressed interpretations. This article is one of the topics of â€Å"Ways of seeing† which is around the theme of â€Å"publicity†, a word used as advertising by Berger, and capitalism daydreams. Berger wantsRead MoreAnalysis Of The Book Ways Of Seeing By John Berger1042 Words   |  5 Pages Berger, John. Ways of Seeing. London: British Broadcasting, 1973. Print. The book, Ways of Seeing by John Berger is based on the concept that the way we see things. It explores our knowledge and past experiences. The reproduction and recreation of images and how that changes our own thoughts on an artwork. The book reveiws the history of nude women in art, and the negative impacts of advertising in the art world. The book is organized in a form of chapters, including pictorials. I chose to writeRead MoreRhetorical Analysis Of John Berger s Ways Of Seeing912 Words   |  4 Pages Rhetorical Analysis Essay In John Berger’s essay â€Å"Ways of Seeing,† he shares his view on how he feels art is seen. Mr. Berger explores how the views of people are original and how art is seen very differently. By comparing certain photographs, he goes on to let his Audience, which is represented as the academic, witness for themselves how art may come across as something specific and it can mean something completely different depending on who is studying the art. The author goes into details ofRead MoreThe Reading Ways Of Seeing By John Berger And Banking Concepts Of Education By Paulo Freire1156 Words   |  5 Pageschanged in both ways in the two reading Ways of Seeing by John Berger and Banking Concepts of Education by Paulo Freire. While the first half of Ways of Seeing consists of possible positive aspects of the worlds perspective, the second half consists of the negative effects that the influences of the world have on perspectives. Also, Banking Concepts of Education provides us wi th the negative influences on perspective through perspective. In the first 66 pages of Ways of Seeing, John Berger claims several