Rather, human knowledge, when it is applicable to practice, is primarily situated in sociocultural settings and heavily contextualized in specific knowledge domains and practices. Such knowledge is inextricably tied to the ability to recognize and act on patterns of data and experience, a process that is acquired only through experience, since the requisite patterns are often heavily tied and adjusted to context, and are, very often, subtle and complex enough that no one can fully and usefully describe or explicate them. Humans are, at this level, contextual and sociocultural "pattern recognizors" and actors. Such pattern recognition underlies the ability to act flexibly and adaptably in context - that is, mastery in practice.

Order of discourse is intended to capture the way in which different discourses relate to (speak to) each other.

In responding to the radical changes in working life that are currently underway, we need to tread a careful path that provides students the opportunity to develop skills for access to new forms of work through learning the new language of work. But at the same time, as teachers, our role is not simply to be technocrats

We are living through a period of dramatic global economic change, as new business and management theories and practices emerge across the developed world. These theories and practices stress competition and markets centered around change, flexibility, quality, and distinctive niches - not the mass products of the "old" capitalism

PostFordism replaces the old hierarchical command structures epitomized in Henry Ford's development of mass production techniques and represented in caricature by Charlie Chaplin in Modern Times - an image of mindless, repetitive unskilled work on the industrial production line. Instead, with the development of postFordism or fast capitalism, more and more workplaces are opting for a flattened hierarchy. Commitment, responsibility, and motivation are won by developing a workplace culture in which the members of an organization identify with its vision, mission, and corporate values. The old vertical chains of command are replaced by the horizontal relationships of teamwork. A division of labor into its minute, deskilled components is replaced by "multiskilled," well-rounded workers who are flexible enough to be able to do complex and integrated work (Cope & Kalantzis, 1995). Indeed, in the most advanced of postFordist, fast capitalist workplaces, traditional structures of command and control are being replaced by relationships of pedagogy: mentoring, training, and the learning organization