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‘Stirring the Pot’

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Abstract

A former U.S. commissioner of education, vice president of Ford Foundation, and senior lecturer at Harvard tells Mr. Goldberg about his current interests and concerns related to improving society in general and schooling in particular. AT AGE 82, Harold Doc Howe II - commissioner of education under Lyndon Johnson during high point of school desegregation and later vice president of Ford Foundation - continues to promote excellence in education, to write for education journals, and to worry about damaging influence of standards and testing movement on opportunities of America's underclass and minorities. Howe was a child of some privilege. His father was an all-American quarterback at Yale who held religious and academic positions throughout his career. But young Harold also experienced many of difficulties of American life as a result of family and historical circumstances. For 10 years during Great Depression and into World War II, Howe's father was president of Hampton Institute (today Hampton University), a black college in Virginia. Harold attended public school in Hampton for two years, which introduced him to the South in its segregated condition and probably influenced things did later in my life. After a solid secondary education at Taft School, undergraduate studies at Yale University, and a brief teaching career interrupted by onset of war, Howe served in navy from 1942 to 1945 as captain of a minesweeper. Today, helicopters do naval minesweeping, but at that time work on a minesweeper was dull, dirty, and dangerous. Many of things that had to be done were tough because ships were frequently exposed to damage and people were being killed. By end of war, Howe had commanded missions in both Atlantic and Pacific, had experienced disasters at sea from explosions and hurricanes, and had learned some important lessons about leadership. Howe's understanding of came not by training but by trial and error, particularly in some very dangerous and difficult assignments toward end of war. Howe learned that leadership works best and your crew will perform better if everyone knows why they're being asked to do things and not when they're told, 'Just do it. Don't ask questions. I'm boss.' Howe is convinced to this day that, no matter whether you are sweeping mines or trying to improve schools, success is best achieved through working closely with crew or teachers - and not by orders from above. After he left navy, Howe and his young wife Priscilla lived in New York while Howe got an M.A. in history from Columbia University. From 1947 to 1965, Howe held a number of jobs in both private and public educational institutions. At Phillips Academy in Andover, Massachusetts, I learned how to teach, mostly from association with another teacher, Leonard James. He was a demanding person, but kids liked him. He taught me how to avoid telling things, but rather how to raise questions and get kids interested in figuring out what answers might be. James also taught Howe to fashion test questions that challenged students to interpret their studies with great subtlety. By 1950, Howe had become principal of public combined junior/senior high school in Andover, and here, I found my way into understanding human relationships of a school. Instinctively, followed what had learned as a naval captain. With this approach, he was able to gain support of faculty and to help move school forward. In Cincinnati, as principal of Walnut Hills High School - a special school much like Boston Latin School or Bronx High School of Science - Howe entered wider world of education. He not only ran this school but also began to serve on national committees and to ally himself with education organizations. Advanced Placement (AP) was just coming into being, and Howe worked with people at Educational Testing Service and College Board, some of them Yale or Andover connections. …

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