. Ella Flagg Young and a half-century of the Chicago public schools. ealfor teaching has Increased rather than diminished, asIs so often the case, and she lamented that duties ofadministration kept her from the direct work of theclassroom. Her judgment of the school is always fromthe point of view of the health and happiness andresponse of the pupils. No matter what the grade ofwork, kindergarten or university, no matter what thecircumstances attending the work, her eye Is alwaysclear to see the students attitude toward life and Itsproblems. The marvel expressed at her power to sizeup a school
. Ella Flagg Young and a half-century of the Chicago public schools. ealfor teaching has Increased rather than diminished, asIs so often the case, and she lamented that duties ofadministration kept her from the direct work of theclassroom. Her judgment of the school is always fromthe point of view of the health and happiness andresponse of the pupils. No matter what the grade ofwork, kindergarten or university, no matter what thecircumstances attending the work, her eye Is alwaysclear to see the students attitude toward life and Itsproblems. The marvel expressed at her power to sizeup a schoolroom vanishes when one applies this simpletest of the freedom and happiness of children to theteaching. Next to that of teacher, Mrs. Young Is known bestto the world as an administrator. Sufficient has beensaid to make more than a reference to her position Inthis respect unnecessary. One class of administratorssees the big Issues and principles, another holds theminutiae of details. Rare Is the combination In oneperson of both of these powers In great degree. Photograph hy .Tarvis Weed ELLA FLAGG YOUNGWhen Superintendent of Schools iHS NEW YORK [^U3LICLIBRAR^i ASTOR. LENOX Ella Flagg Young , 215 Young was strong In both respects. She never lost thelarge perspective of public education In American cities,and at the same time she kept facts and figures at herfinger-tips In the most Intricate matters. In the financesof the Chicago schools she knew where every expendi-ture within her department went. Her handling ofpeople was also masterful. Once she had assigned atask to some person, he was held responsible for thattask. Her failures may be accredited to an over-estimation of the reliability of an agent whom she hadselected, but the failure was always on the side of toogreat rather than too little trust. In all her work asan administrator she combined the power of a seer withthe adroitness of a politician. That she, a woman, w^asallowed by the politicians of Chicago to hold
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