Sunday, May 30, 2004

Book Review: A Child's Work

San Francisco Chronicle:

Playing make-believe is the serious business of childhood
Reviewed by Elizabeth Corcoran
Sunday May 30, 2004

A Child's Work: The Importance of Fantasy Play

By Vivian Gussin Paley

UNIVERSITY OF CHICAGO; 111 PAGES; $19


Like our obsession with finding the next great diet, American public opinion about how we educate our children boomerangs from one extreme to another. One day we're all for letting them roll around in the mud; the next, we tell them to sit quietly at desks as we test them on verb conjugation.

Propelled by the Bush administration's "No Child Left Behind" policy, mainstream public education has most recently swung toward the formal side. Reading and writing are the hunter-gatherer skills of our age. Kindergarten has become the place to learn them. By second grade, we start giving children standardized tests to assess how much they've learned. Have we gone too far? Are we raising children with heads so densely packed with "facts" that their imaginations will slip away like dreams?

In a new slim volume, "A Child's Work: The Importance of Fantasy Play," Vivian Gussin Paley contends that we "perform a grave error" when we discard fantasy play as the foundation of early childhood education. Paley is an important voice: She spent 37 years as a kindergarten teacher at the famed University of Chicago Laboratory Schools and has written a dozen books on early education. Her essay is a richly detailed reminder of the enormously important role of imaginary play -- but falls short of arguing convincingly that it should be the basis for early education.

Playing make-believe is the gold dust of childhood. Pretend play helps children build dreams, grapple with fears, experiment with language and social rules and sharpen their observations about the world, and bestows a thousand other unrecognized blessings, Paley writes. Through imaginary games, children test how the world works and where they fit in. Pretend to be a baby and crying is OK. Pretend to be a firefighter and you must act brave. Fantasy play lets children try out roles and behaviors with little fear of adverse consequences. You can be a wicked wizard in the morning and a heroic knight by snack time. In either case, your friends will still sit next to you. This is good, Paley points out. "When play is curtailed, how are [children] to confront their fantasy villains?" she asks.

Teachers can also use stories to convey lessons. Paley describes how "Franklin" kept disrupting play in the corner of her classroom devoted to building blocks. Just telling Franklin to play nicely didn't work. Paley resorted to storytelling: "Once there was a boy who had a big problem in blocks. Pretend I'm that boy," Paley told her class. She began waving her arms and shouting. The real Franklin laughed. "That's me! You're pretending me, right?" Paley then asked Franklin to pretend to be a child called "Good Player, " who knew how to cooperate with others. He did. After that, whenever Franklin lost control, his classmates would remind him to "play" a different character. "Hey Franklin, you're pretending the wrong boy, remember?"

Through "play," Paley gently gave Franklin instructions he could follow, rather than reprimanding him or isolating him in "time-outs." But Paley's thesis gets hazy when she writes about how teachers should be guided by children's stories. As a teacher, Paley writes, "I rarely paused to listen to the narratives blooming everywhere in the garden of children in which I spent my days. I saw myself as the bestower of place and belonging, of custom and curriculum, too often ignoring the delicate web being constructed by the children in their constant exchange of ideas."

And so? Paley doesn't finish the thought. She recites another classroom conversation -- "Let's both be baby sisters and our nice mother isn't lost yet" -- then wonders what it means. "These were the dialogues that had begun to fill my journals and there was never enough time to follow up every intriguing notion and original idea." Not every game of "make-believe" need teach a lesson, but as a parent, I want my children to take away more from their teachers than their teachers take from them.

Strikingly absent from this book is any discussion of what happens to children outside the classroom. On one end of the spectrum are children with schedules as crammed as those of corporate executives: swim lessons, ballet, karate, T-ball, music -- maybe even a foreign language and cooking. Paley's work should send a message here: Lighten up, folks. Close your eyes, open your imaginations and play "pretend" with your kids. At the other extreme are children who live in a world stripped of anything resembling healthy educational experiences.

Teachers need to nurture these children's imaginations, but it also stands to reason that these children desperately need teachers to help them learn the basics that other families take for granted: the ABCs, counting and the colors of the rainbow. Early childhood education should not resemble an Atkins diet of pure instruction and no make-believe. Neither should it be the other way around. Paley does children a great service by reminding us of the enormous value of fantasy play. Our job, as parents and educators, is to give children time to pretend they've fallen down a rabbit hole, without neglecting the skills they will need to read what Wonderland looked like to Alice.

Elizabeth Corcoran is a contributing editor at Forbes.

http://sfgate.com/cgi-bin/article.cgi?file=/c/a/2004/05/30/RVGQQ6PUKP1.DTL

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Monday, May 10, 2004

Forbes: Unoutsourcing: Dell's problems with customers

Unoutsourcing; Dell finds some customers have a problem with outsourcing.

Dell moved product support for business accounts from India back to the U.S. It seems some customers were not happy with the prior arrangement.

978 words
10 May 2004
Volume 173 Issue 10

Dell can assemble and ship a new computer for a customer in 24 hours. But it took six months for the company to get Karen Anderson's name right. Anderson, who lives in Calistoga, Calif., endured dozens of phone calls before Dell issued her a promised $200 rebate for a computer she ordered last October. Dell also gave her the wrong Internet service provider. And her printer broke. "I just want to scream when I see Dell's TV commercials," Anderson fumes.

Dell is number one in the PC industry, but recently has been earning more than its share of complaints. Last year it shipped 5.4 million personal computers in the U.S., ahead of rival HP, which shipped 5.2 million, according to IDC. Dell's high marks for quality notwithstanding, it has unhappy campers.

Last year the central Texas Better Business Bureau logged 3,726 complaints against Dell from consumers throughout the U.S. That's up threefold from 2001, a period in which Dell's sales volume grew two and a half times. HP earned only 1,362 complaints nationwide for that entire three-year period, according to the Better Business Bureau of the Silicon Valley. Last year the Texas attorney general's office logged 504 complaints against Dell and Dell Financial, more than double the pace of 2002. Complaints about the Round Rock, Tex. firm for the first four months of this year are running even with last year's.

Business customers have been having issues with Dell, too. Technology Business Research, a consulting firm in Hampton, N.H. that has been tracking corporate customer satisfaction with PC vendors since 1997, ranked Dell far ahead of its competitors for years. Those marks began sliding a year ago. TBR's most recent data on satisfaction with desktop computers show Dell below unbranded "white box" computers and tied with competitors HP, Gateway and IBM.

What happened? Cost control. Dell was among the earliest computer companies to route customer service and technical support calls to India. Dell set up its first center in Bangalore in 2001 and opened a second site in Hyderabad last year. Language and cultural rifts between disgruntled U.S. customers and Dell's bright but unseasoned Indian support staff fueled the flames. U.S. customers say they got frustrated when Dell employees fielding calls seemed unwilling to depart from a script. TBR began hearing complaints about Dell's telephone support from business customers in early 2003. In November Dell took the rare step of rerouting its large- and medium-business support work out of India and back to Austin. Support for small-business and consumer accounts remains in India.

M.D. Ramaswami, who helped establish Dell's Bangalore center, is proud of Dell's early hires. "We put them through eight weeks of training--four weeks around accent and culture and another four weeks around Dell products," says Ramaswami, who now runs his own consultancy in Bangalore. "The biggest challenge was working on the accent and culture. That challenge still remains--for all companies across the board."

After Lisa Ross in Colt, Ark. had problems with a $5,000 PC she bought from Dell in 2002, she spent two weeks exchanging e-mails with customer support, trying to learn the manufacturer and part numbers of components to ensure there would be no fatal compatibility errors. She still doesn't have all the answers. "I worked in technical support for Gateway for 14 months," she said. "I feel sorry for Dell technicians if they don't have that information. They're on the front lines."

Analysts point out that Dell's service isn't bad--just no longer dramatically ahead of its competitors'. The March issue of Consumer Reports gave Dell a 62 (out of a possible 100) for its desktop PC support--down from its December 2001 grade of 74 but still ahead of HP and its Compaq brand, which last year received scores of 54 and 51, respectively. For consumers, Dell's desktop service and reliability scored an "A+" last July from PC Magazine, even as the magazine pointed out that "many readers are extremely unhappy with Dell [service] practices."

Concedes Bobbi Dangerfield, director of Dell's U.S. consumer customer experience, "Last year we experienced some challenges in customer support."

Carrie Hurt, president of the central Texas Better Business Bureau, says that Dell meets with her staff quarterly and works diligently to resolve complaints.

Despite its partial pullback to the U.S., Dell remains committed to its overseas operations and plans to open more call centers around the world. A year ago Dell also kicked off a "Voice of the Customer" effort aimed at improving product quality, fixing problems faster, making it easier to reach Dell and simply being nice.

This March Dell simplified the automated menu of options customers hear when they dial in for support. To cut wait times on the phone, Dangerfield says that Dell added more people to its call centers. Beginning last November Dell also prodded its customer support staff to team up with technicians to answer technology questions, thereby cutting by two-thirds the number of times a caller is transferred. Six months ago Dell began to roll out a new database of tools for resolving technology problems and later this year will put those tools on the Web.

Any improvements would be welcome news for Daniel Summars, a Lewisville, Tex. software engineer who says that over 24 months he had 21 part failures or replacements in the same Dell notebook model; Dell replaced it twice. "I submitted it to the Guinness World Records," he says.


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