To work beyond the age of 65 is a process that will soon become an economic and social necessity in Europe. A growing group of persons already work beyond the legal retirement age in Germany and Europe. Therefore, it is interesting to look at the characteristics and motivation of this group. Investigating four case studies from persons working beyond the legal retirement age in Germany, the following findings were made. Most commonly known reasons and factors for longer working have been confir…
Die Kooperation von (Weiter-)Bildungseinrichtungen gilt als zentrale Strategie, um den Herausforderung in Stadt und Land zu begegnen. Auf diese Weise können Kompetenzen und Ressourcen gebündelt werden, um komplexe Aufgaben zu bewältigen, mit denen die einzelnen Einrichtungen überfordert wären. Auch Wirtschaft und Politik haben längst erkannt, dass gut ausgebildete Menschen bzw. gute Weiterbildungsoptionen wichtige Standortfaktoren sind – und beziehen diese in Stadt- und Regionalentwicklung mit …
Theme networks and the systematic generation of the new A systematization using the example of the learning regions Meta structures in the form of content orientated “topic net groups” offers a possibility for communication and exchange between the regional projects in the program “Learning Regions – Providing Support for Networks”. Thereby they build a field of communication in which practice problems and their solutions appear and therefore they can be brought to discussion. Thus topic n…
In Germany numerous instruments exist for the documentation of individual activities of lifelong learning in formal, non-formal and informal educational contexts. Under the heading of »education passport« alone there are 48 different activities. A systematical and comprehensive approach to the recording, documentation and evaluation of knowledge, skills and competences is lacking up to now. The authors of the DIE project BIBER plumb the chances for a convergence process, which however faces pro…
Over the past 15 years, a variety of approaches have been developed in (adult) education contexts to validate formal, non-formal and informal competences and thus harness them for lifelong learning purposes. Despite the development, testing and evaluation of appropriate procedures as well as process-accompanying research and procedural clarification processes, a nationwide implementation can not be observed. It can be deduced from these findings that the low degree of implementation of correspo…
Continuing education at schools of higher learning – data on developments in the context of the Bologna process Wide-ranging, different and at the same time diverging factors are having an impact on schools of higher learning, causing uncertainty among staff as well as institutional insecurity. This also goes for scholarly continuing education. In general it would appear that there is a trend towards commercialisation of universities linked with a growing autonomy of sub-units, faculties and…
Adult learning professionals are understood in the context of European Policy as key factor for the quality of adult education. In this paper a transnational European study programme, the European Master in Adult Education, is focussed on as an academic contribution to the professionalization of adult learning professionals: What core themes of European Adult Education can be identified? What didactic approaches are required for a transnational curriculum? How is the labour market taken into co…
Wie geht das Bildungssystem mit Krisen um? In einer historischen Rückschau arbeitet der Autor die unterschiedlichen Handlungslogiken der Bildungsbereiche Hochschule, Schule und Weiterbildung heraus. Dabei zeigt sich, dass diese Handlungslogiken auch die Reaktion auf die aktuelle Corona-Pandemie prägen.
Keeping an eye on the practice of management in further education institutions, the observer will encounter a rich variety of changing management strategies. Johannes Hartkemeyer, himself director of a Volkshochschule, scrutinizes past crazes and sets up guidelines for dealing with ever-changing fashions on the one hand, and organisational development on the other hand. His advice is to be a »learning organisation«, watch out for »mental models« of the organisation in a permanent process of ref…
