I am so proud to be considered a friend & student of this marvelous lady. I have learned so much from her and it never stops. Her mind is like an eternal sieve. How she remembers all those names and dates is nothing short of a miracle. God Bless you Charlotte!
Charlotte Iserbyt is the consummate whistleblower! Iserbyt served as Senior Policy Advisor in the Office of Educational Research and Improvement (OERI), U.S. Department of Education, during the first Reagan Administration, where she first blew the whistle on a major technology initiative which would control curriculum in America's classrooms. Iserbyt is a former school board director in Camden, Maine and was co-founder and research analyst of Guardians of Education for Maine (GEM) from 1978 to 2000. She has also served in the American Red Cross on Guam and Japan during the Korean War, and in the United States Foreign Service in Belgium and in the Republic of South Africa.
Iserbyt is a speaker and writer, best known for her 1985 booklet Back to Basics Reform or OBE: Skinnerian International Curriculum and her 1989 pamphlet Soviets in the Classroom: America's Latest Education Fad which covered the details of the U.S.-Soviet and Carnegie-Soviet Education Agreements which remain in effect to this day. She is a freelance writer and has had articles published in Human Events, The Washington Times, The Bangor Daily News, and included in the record of Congressional hearings.
Iserbyt is a speaker and writer, best known for her 1985 booklet Back to Basics Reform or OBE: Skinnerian International Curriculum and her 1989 pamphlet Soviets in the Classroom: America's Latest Education Fad which covered the details of the U.S.-Soviet and Carnegie-Soviet Education Agreements which remain in effect to this day. She is a freelance writer and has had articles published in Human Events, The Washington Times, The Bangor Daily News, and included in the record of Congressional hearings.
From the Noxious Nineties Through the Terrible Twos
(You know it's true when it happens to you!)
(You know it's true when it happens to you!)
Received this in an e-mail from Charlotte July 17, 2019 - These 15 pages are the update to my initial publication "The Deliberate Dumbing Down of America" and these pages are extremely important for anyone wanting to understand how school choice/charters will be used to implement Soviet polytechnical education and how education will be lifelong under umbrella of the school districts; the role of Silicon Valley gurus and technology, etc., etc.
What I believe is most important are the last few pages of The UPDATE since they, incredibly enough, for the first time, identify exactly the who, where, how, and when Carnegie and Scottish Rite Masons became involved in the destruction of Christian values. Their use of a Delaware psychiatrist is quite fascinating history.
Charlotte and others around the country have been fighting against the change from academics in our schools to workforce training for the past 20+ years.
What I believe is most important are the last few pages of The UPDATE since they, incredibly enough, for the first time, identify exactly the who, where, how, and when Carnegie and Scottish Rite Masons became involved in the destruction of Christian values. Their use of a Delaware psychiatrist is quite fascinating history.
Charlotte and others around the country have been fighting against the change from academics in our schools to workforce training for the past 20+ years.
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Sent from Charlotte - The Deliberate Dumbing Down of America Pages 268-269
THE WASHINGTON POST PUBLISHED “TYING PROFESSIONAL PAY TO PRODUCTIVITY” BY ELIZAbeth Spayd in its January 28, 1990 issue in which Ms. Spayd covered the use of behavior modification in the workplace in order to increase productivity. Some excerpts follow:
“One CEO I know says to employees, ‘If you tell me I can’t measure what you’re doing,
I’m not sure I need you here,’” recalls Michael Emig, a compensation consultant with Wyatt
Co. in Washington. “The fact is, any work that people are paid to do can be measured. The
trick is to go in with an open mind.”... To help ensure that productivity goals are met, the
paychecks of top managers now reflect their ability to meet department goals, a compensation
plan that eventually will spread throughout the hospital. According to Arthur Andersen &
Co., which consulted Pekin Memorial on its plan, the keystone to implementing productivity
bonuses is putting everything in measurable terms, considering such factors as accuracy,
speed, cost, quality—even creativity.... Once the job has been quantified, the next step is to
examine the processes by which work is done, dividing them into those that add value and
those that don’t. Those that don’t should be eliminated.
Studies show white-collar workers on average spend 75 percent of their time doing
non-value-added tasks, Skwarek said. But defining the waste and eliminating it are two
different things. And for productivity to increase, proper employment of the compensation
lever is critical.
A bank teller might be rewarded for the number of customers processed in a week, but
penalized for every customer who complains about service. In jobs where it’s difficult to
measure the output of a single worker [emphasis in original], compensation might be linked
to a group’s ability to meet certain goals, an increasingly common approach.
Whatever the approach, Wyatt’s Emig encourages companies to think big—meaning
bonuses as high as 25 percent of salary.
“The basic idea is borrowed from B.F. Skinner, who taught us that behavior which
is positively reinforced will be repeated,” says Emig. “But it doesn’t work if people don’t
consider the money worth striving for.”
[Ed. Note: Is it politically incorrect to ask how the United States became the most productive
nation in the world without using the above-outlined ridiculous Total Quality Management
system based on Skinner’s operant conditioning?]
THE WASHINGTON POST PUBLISHED “TYING PROFESSIONAL PAY TO PRODUCTIVITY” BY ELIZAbeth Spayd in its January 28, 1990 issue in which Ms. Spayd covered the use of behavior modification in the workplace in order to increase productivity. Some excerpts follow:
“One CEO I know says to employees, ‘If you tell me I can’t measure what you’re doing,
I’m not sure I need you here,’” recalls Michael Emig, a compensation consultant with Wyatt
Co. in Washington. “The fact is, any work that people are paid to do can be measured. The
trick is to go in with an open mind.”... To help ensure that productivity goals are met, the
paychecks of top managers now reflect their ability to meet department goals, a compensation
plan that eventually will spread throughout the hospital. According to Arthur Andersen &
Co., which consulted Pekin Memorial on its plan, the keystone to implementing productivity
bonuses is putting everything in measurable terms, considering such factors as accuracy,
speed, cost, quality—even creativity.... Once the job has been quantified, the next step is to
examine the processes by which work is done, dividing them into those that add value and
those that don’t. Those that don’t should be eliminated.
Studies show white-collar workers on average spend 75 percent of their time doing
non-value-added tasks, Skwarek said. But defining the waste and eliminating it are two
different things. And for productivity to increase, proper employment of the compensation
lever is critical.
A bank teller might be rewarded for the number of customers processed in a week, but
penalized for every customer who complains about service. In jobs where it’s difficult to
measure the output of a single worker [emphasis in original], compensation might be linked
to a group’s ability to meet certain goals, an increasingly common approach.
Whatever the approach, Wyatt’s Emig encourages companies to think big—meaning
bonuses as high as 25 percent of salary.
“The basic idea is borrowed from B.F. Skinner, who taught us that behavior which
is positively reinforced will be repeated,” says Emig. “But it doesn’t work if people don’t
consider the money worth striving for.”
[Ed. Note: Is it politically incorrect to ask how the United States became the most productive
nation in the world without using the above-outlined ridiculous Total Quality Management
system based on Skinner’s operant conditioning?]
Ronald Reagan ran for President with his main goal to swhut down the Federal Department of Education. Charlotte, while working for the DOE under Reagan, came across documents which laid out the plans of the "powers to be" at the time to control education. Charlotte wrote to Reagan asking for a private meeting and
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The True Goal of School Choice Link
Charlotte Iserbyt's 1995 Letter to Phyllis Schlafly
In 1995, the following letter/documentation was sent to the founder and Director of Eagle Forum, Phyllis Schlafly, from Charlotte Iserbyt warning of the dangerous road U.S. education policy was heading down and appealing to Mrs. Schlafly to change the course of Eagle Forum away from its support of School Choice by informing her members of the path our government was taking. Almost 20 years ago this warning went out to Ms. Schlafly and it was ignored.
Revolution in Ed Iserbyt by on Scribd
In this video Luke Rudkowski speaks with Department of Education whistleblower Charlotte Iserbyt about the deliberate dumbing down of America. The former US Department of Education Senior Policy Advisor suggests that the our educational system is not based upon children learning. Is the Carnegie Foundation instrumental in developing a socialist-collectivist style educational system that is detrimental to our youth? Are the elites impacting the development of the general population through our school systems?