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1
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2
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- Marc was born and raised in California.
He grew up in the largely Hispanic area of East Los Angeles in a
swirl of cultures and attitudes. He attended Garfield High Sch.
- His parents, Morey and Fanny, were his strongest influences, imbuing him
with clear lessons of life and respect.
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3
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4
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- “I must attach the roots of this (TAW) to my father, Morey Gold, who
operated a bicycle and key shop…in East Los Angeles from 1930 until
1966. My earliest memories
include spending time there with him talking to people of many different
income levels, backgrounds, capabilities and stations in life. Watching him… provided me with the
basic set of values reflected in the TAW system.”
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5
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6
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- Marc and his wife to be, Ronna, went to a state institution as a part of
a class and were in the audience as a group of persons with various
“pathologies” were lined up and forced to endure being described by a
narrator. A person from the group
ran up to Ronna and embraced her in a terrified manner. Marc and Ronna were outraged enough to
learn more about this field.
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7
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8
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9
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10
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11
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12
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13
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- Marc and Ronna left California for the University of Illinois in
Champaign-Urbana following the completion of a Master’s Degree and the
death of his dad.
- The trip was an odyssey that took them from the deep South to Baltimore
on their way to the Midwest.
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14
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- During the late ’60’s and early ’70’s, Marc and his student colleagues
began laying the foundation for the Try Another Way approach and the
strong value statements that would follow.
- Later, in 1980, Marc would publish the critical aspects of that research
in Did I Say That?, a collection of 27 research studies and papers that
were used to formulate the TAW system.
He also criticized himself for language, perspective and value
lapses that he’d made in his research.
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15
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16
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- “While working on my PhD thesis… in 1967… I was seeking tasks for which
data collection would not be a problem. Having described the task in
such detail, I then spent approximately one week doing nothing but
trying to create or discover appropriate tasks. When I finally came upon the bicycle
brake, I felt extremely stupid. I had assembled thousands of them as a
youngster, but it had taken me a long time to realize they would be
ideal tasks for my project.”
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17
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18
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- TAW was Marc Gold’s enduring legacy.
A strategy of instruction that put the onus of responsibility on
the trainer instead of the learner.
- This shift in the learning equation opened the door to competency and
respect for all persons with intellectual disabilities.
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19
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20
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21
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22
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- In 1975 Marc joined a group of radicals and malcontents in Kansas City
to form an organization called the American Association for the
Education of the Severely and Profoundly Handicapped – AAESPH– perhaps
the most unfortunate organizational name in history and the original
name of TASH.
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23
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- Started in Philadelphia, 1975
- Mississippi Gulf Coast, 1976
- Los Angeles, 1976
- Dozens of trainings were held across the U.S. from 1976 – 1982 for
thousands of participants.
- The final 3 day training was held in Kansas City, MO, March 24-26, 1982
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24
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25
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- Once in a training in Kansas City, Marc asked everyone in the front row
of a large audience to stand up and take their pants off. He assured them it was to show that
there were a variety of methods that one might use to teach persons with
disabilities tasks of life.
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26
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- At a time when the practice was commonplace, he characterized, in a
training film, long term reliance on token economies as “a fascist plot”.
- His challenge caused many in the field to reconsider their arbitrary use
of a variety of behavioral control strategies.
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27
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- “We have made reinforcement junkies out of learners.”
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28
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- “When an assist works, don’t use it again.” This seemingly contradictory
admonition challenged scores of trainers to continue to find different
ways to teach a step(s) of a task instead of relying on the static
ability of an assist to accomplish a step without actually teaching the
step.
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29
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- “You can’t have a teaching technology outside of a set of values…”
- “No news is good news.”
- “When the task provides the motivation, you don’t have to.”
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30
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31
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- “Too often, reinforcement has become the currency between a buyer and a
seller.”
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32
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- “How can we expect people to take their places next to us in society if
so many of the ways to supposedly help get them there force them to
recognize, in one way or another, their subservient positions?”
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33
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- Try Another Way Introductory Film
- The Film Series
- Film #1: Task Analysis
- Film # 2: Content and Process
- Film #3: Formats for Single Pieces of Learning
- Film #4: Formats for Multiple Pieces of Learning
- Film #5: Feedback, General Issues
- Film #6: Feedback, Specific Issues
- Film #7: Reinforcement & Influence
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34
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35
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36
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37
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- In early 1976, Marc was invited by Ed Roberts to train human services
staff across California. Marc,
with the assistance of others started our company, recruited staff,
trained them and implemented a state-wide staff-training project in the
USA’s largest populated state.
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38
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- Focused on staff in agencies within seven “clusters” across the state
from Redding to San Diego
- The project trained 109 staff from 22 agencies in California
- 1,188 participants with disabilities learned 2,766 discrete skills
- 3,638 task analyses were developed.
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39
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40
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41
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- Project Director, Mark Stricklett
- Targeted seven regions across Georgia
- Refined the California Project approach to include “trainer of trainers”
- The impact of the Georgia Project lingers today, twenty-five years
later.
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42
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- Targeted five regions across Ohio
- Project director, Denis Stoddard
- Lessons of California and Georgia were integrated into a sophisticated
staff training strategy
- Began implementing training on community job sites
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43
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44
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45
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- This project represented an evolution for MG&A and for Marc in that
it focused solely on employment, helping build the foundation for what
would become supported employment.
- Relationships with major employers in the high-tech corridor around
Austin -- Motorola, Tracor International, IBM -- resulted in over 40
jobs for persons once thought to be unemployable.
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46
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47
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48
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49
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- Project targeted three regions in the state with twelve agencies
participating in this one year project
- This project was a hybrid between the earlier staff training projects
and the Austin employment project
- CETA funds were used to provide both staff training and employment
assistance
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50
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51
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52
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53
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54
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- The Monroe, Michigan Project
- The Westfield, Massachusetts Project
- The Minnesota (Iron Range) Project
- Manitoba Project, Canada
- United Kingdom Project
- Norway Project
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55
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56
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- In the summer of 1981 Marc welcomed all employees of MG&A to his
home in Urbana, Illinois.
- Over 25 staff converged on Urbana for what would become a “passing of
the torch”
- Marc recognized that his concepts had grown far beyond research labs and
training rooms
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57
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- Evolving toward a community imperative
- Training only in natural settings
- Further individualizing task analyses
- Accepting naturalness as a starting point for all support and training
- “De-mystifying” writing of task analyses
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58
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Notes
