Learning on the cards

In any aspect of quality management, collating feedback from different stakeholders is almost universally used. This is often synthesised into tables of numbers and lists of statements. We wanted to develop a method which could build on the potential tensions between different stakeholders in higher education quality management, using a specific business school example. Our eventual choice was to develop an exercise using the Jigsaw theory of learning (Aaronson, 1978; Murray, 1990; Slavin, 1990). This involves providing each participant with one piece of a jigsaw. They then need to work together in one or more teams to uncover the big picture. Although the method may involve a physical jigsaw, this is unusual. In this case the cards cumulatively add up to the jigsaw.

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