Does teaching scuba, or evaluating scuba instructors, involve precisely the same kinds of challenges as teaching in general? ( It's not a rhetorical question, or an attempt to imply anything, I ask simply because I don't know. )
I am not questioning your motives whatsoever. It is a wonderful question, one I dealt with at great length over my professional career, a large part of which I was involved in the evaluation and quality control aspect, and one I deal with now as but one dive instructor in a shop full of other instructors. I have a lot of training in this, and my responses indicate my level of frustration in both arenas.
I did not reply specifically to the "why" question for the reason I gave: it would take a book. The biggest mistake would be to assume there is a simple answer with a simple response. Here is an extremely brief summary of some of the issue, each of which could be a book chapter:
1.
The teacher does not believe it makes any difference. I was a researcher on a study that (to make this as brief as possible) compared teachers whose students generally performed miserably on an assessment with teachers whose students performed brilliantly. (There was no difference in the ability of students prior to teacher instruction.) In a survey, 100% of the teachers of the poorly performing students said that student performance was 100% a result of student ability and effort--instructional practices did not matter. 100% of the teachers of the high performing students said that ALL students could achieve at a high level, and it was the job of the teacher to find the approach that would succeed with each student. If you don't believe it makes any difference how well you teach the course, why make an effort to do a better job? If you believe a student's poor performance is a result of your inability to intervene in the learning properly, why would you not do all you can to make the student successful?
2.
The evaluator does not have expertise. If the evaluator does not truly understand instructional theory, then how can they be instructional leaders? In most schools, the administrators who are in charge of training and evaluating teachers were not themselves exceptional teachers and don't know how to teach it or recognize it. They usually got to that level of leadership through some other route; in fact, many got there because they were unsuccessful in the classroom and thus unhappy in that role. In a dive operation, how liekly is it that the person in charge of instruction has true knowledge of what it takes to teach effectively?
3,
The course is not taught as designed. In 1970, John Goodlad tried to compare different instructional programs to determine which were most effective. He went into classrooms and observed teacher performance. His primary discovery was that it was impossible to answer the question because it did not matter what the teachers were supposed to be teaching, they were in fact teaching whatever they damned well pleased. Once the door of the classroom was closed, teachers taught for the most part the way they had been taught themselves, for better or worse. The same thing will be true in scuba. I have had in depth conversations with the people who direct the educational programs with PADI. I had something to do with the last changes in the OW program, and I know the thinking behind the changes. I argued over aspects of that thinking. These people know what they are talking about in terms of instructional theory. They created a program that is well-designed. Sadly, they have very little control over what happens in the actual class.
4.
Pressures exist beyond the control of the program. There may be a number of reasons that instructional leaders make very bad educational decisions, I remember a series of arguments I had with a principal I otherwise highly admired. He defended the fact that he had some really, really, really, really bad teachers on staff because those individuals were vital to other aspects of the program--coaching athletic teams especially. If you don't have a winning football team, there will be Hell to pay with the community, and the principal could lose his or her job because of it. If having a winning football team requires you to place its coaches in teaching positions in math, English, and science, where they were demonstrably incompetent, well, that was the price you have to pay. I once served in a 20 person English department in which 5 of the teachers (25% of the staff) had been hired in the past to coach basketball, had proven incompetent in that area, had been fired from coaching, and then had fallen back to end their career destroying students' lives in the classroom. the scuba equivalent is all the financial pressures to earn a dollar. Renting time in the local pool costs a lot of money. So does a lot of the overhead involved with instruction. If you are afraid your source of income could vanish, you might cut corners, too.
These are all I have time for now.