Super Teacher's Job is Never Done!

Super Teacher's Job is Never Done!
Photo courtesy of DiscoveryEducation.com

Teaching is the profession that teaches all the other professions. ~ Author Unknown

My goal is to reveal one teacher's humble journey of self-reflection, critical analysis, and endless questioning about my craft of teaching and learning alongside my middle school students.

"The dream begins with a teacher who believes in you, who tugs and pushes and leads you to the next plateau, sometimes poking you with a sharp stick called 'truth'." ~ Dan Rather



Saturday, July 7, 2012

Accountability for ALL Subjects!

In many waivers to the main K-12 education law, states propose testing students in science, social studies, and writing, too. It's about time!



Accountability Moving Beyond Math, Reading Tests

State accountability plans counting more subjects

As states seek waivers under the federal No Child Left Behind Act, one effect may be to chip away at the dominance reading and math have had when it comes to school accountability.
Many state waiver applications include plans to factor test scores in one or more additional subjects into their revised accountability systems. Seven of the 11 states that won waivers in the first round intend to do so, and about a dozen of those that applied in the second round have the same intent.
Science is the most popular choice, followed by writing and social studies.
Georgia, for instance, plans to include all three of those subjects in the elementary and middle grades in its new accountability systemRequires Adobe Acrobat Reader for schools, plus a set of high school end-of-course exams.
Kelly R. Price, the president of the Georgia Science Teachers Association, said she's glad to see science added to the mix.
"We're excited about it because we notice with [the NCLB law], the topics that got the priority of instruction during the day were those that were tested and those whose tests had high stakes," said Ms. Price, a former science teacher and now a curriculum coordinator in the 37,000-student Forsyth County, Ga., district. "So we have seen a reduction in science instruction, especially at the K-5 level."
Other states, such as Florida, Kentucky, and South Carolina, have for years factored achievement in subjects beyond reading and math into separate state accountability systems, but those results were not counted for No Child Left Behind purposes.
Through their waiver plans, officials in those three states say they offer an approach to end the problem of having two sets of competing demands by creating a unified system, and one that would consistently count the same subjects.
New Subjects
Many of the states that have requested waivers to gain flexibility under the No Child Left Behind Act have indicated that they will factor assessments in addition to reading/language arts and mathematics into their accountability systems.
Oklahoma is movingRequires Adobe Acrobat Reader to a new A-to-F grading system built around test scores in reading, writing, math, science, and social studies, as well as other measures.
A state official said that even though subjects like science and social studies had a role in the state's prior accountability system, those subjects were not part of rating schools, and now are poised to gain greater attention.
"We did feel like the other tests were part of the [prior] accountability system, but not to the degree they will be now," said Maridyth M. McBee, Oklahoma's assistant state superintendent of accountability and assessment. In fact, she said she's heard positive feedback from social studies teachers in particular.
"They say, 'Finally, we won't be the ones on the outside,' " she said.
The state plans come as Eugene Judson, an assistant professor of science education at Arizona State University, in Tempe, has completed a study, to be published in September in the journal Education Policy Analysis Archives, which finds that states that use science in their accountability calculations see significantly higher achievement gains over time at the 4th grade in the subject than states that do not. For 8th grade, there was no difference.
Mr. Judson also found no evidence that the extra attention to science had a harmful effect on achievement in reading and math at either grade level.
He suggests one factor that may explain why the science benefit was only found in 4th grade is that elementary schools have more latitude in the time they spend on science, and so may have increased it when science became a part of the accountability system.
With Congress far behind schedule in reauthorizing the Elementary and Secondary Education Act, of which the NCLB law is the current version, the U.S. Department of Education has begun to issue waivers of some key provisions.
It already has approved such relief for 11 states—two of which are conditional waivers—that hand them considerable flexibility on federal requirements in the design and implementation of their accountability systems. Later this spring, the department will make decisions on a second round of 27 state applications, with more likely to apply in September. The waivers will be good through the end of the 2013-14 school year, the point at which the NCLB law called for states to raise all their students to proficiency in reading and mathematics.
To gain a waiver, states must adopt college- and career-readiness standards and assess students on those standards, craft guidelines for teacher- and principal-evaluation systems that are based in part on student performance, and develop differentiated accountability systems that include a focus on 15 percent of their most academically troubled Title I schools. Those schools are to be identified as either "priority" (the bottom 5 percent in achievement) or "focus" schools, for intervention. In addition, states must identify a set of high-achieving "reward" schools for recognition.

Other Indicators

Experts say states have always been permitted to count achievement beyond reading and math when determining if schools have made adequate yearly progress, or AYP, under the No Child Left Behind Act, but nearly all states have focused strictly on those two subjects. The law requires annual testing in those subjects in grades 3-8 and once during high school.
States must use "at least one other academic indicator" for both elementary and middle schools in measuring AYP, the law says, such as other test results, attendance, and grade-retention rates. For high school, the graduation rate must be a factor.
Liz Utrup, an Education Department spokeswoman, said agency officials are aware of just one state, New York, that explicitly calls for science to count as the "other academic indicator" in gauging whether elementary and middle schools have made AYP.
Georgia had recently signaled plans to start including science scores in federal AYP determinations, but that action was postponed and now is being pushed aside in light of the state's receipt of a conditional NCLB waiver, said Matt Cardoza, a spokesman for the state education department.
In Georgia, he said, school accountability has essentially been driven by the federal law, but that's about to change. The state is developing a college- and career-ready performance index that will provide a numerical score, on a scale of 1 to 100, for each public school, he said. As part of its approach, the state will also identify federal priority, focus, and reward schools.
The new Georgia system will draw on academic results from multiple subjects, including science and social studies. It is also expected to factor in other matters, such as Advanced Placement participation and achievement in high school and even the proportion of students at the end of 5th and 8th grades who complete "career portfolios."
"So many times under AYP, if a student is struggling in English/language arts and math, they get pulled from science and social studies," Mr. Cardoza said.
Schools, he added, "do so much more than what AYP measures."
In Oklahoma, Ms. McBee, the assistant state superintendent, said that while science, social studies, and writing achievement will gain more prominence in the new grading system for schools, they will not be given as much weight as reading and math. That also appears to be true for many other states.
Federal waiver guidance says states may use test data in multiple subjects to identify priority, focus, and reward schools, but must give "significant weight" to reading/language arts and math. And the other tests must meet certain criteria.
One reason reading and math hold greater weight in Oklahoma, Ms. McBee said, is that they are tested more often and, therefore, are the only subjects that will count for the "growth" dimension of the accountability system.
One-third of the grade is to be based on academic performance across all tested subjects, she said. Another one-third is academic growth in reading and math. The final third is what's called "school and community participation."
In the elementary and middle grades, that will include attendance rates, parent- and community-engagement factors, and what the state's waiver application calls "school culture indicators," among other factors. At the high school level, graduation rates are also included, as well as participation and performance in Advanced Placement and International Baccalaureate courses.
Despite the wider array of measures to gauge schools than under the NCLB law, Linda S. Hampton, the president of the Oklahoma Education Association, said she has deep concerns.
"We just don't think it's accurate and fair," she said. "The purpose should be to improve learning, not to label or punish schools or kids. And we think assigning letter grades is shortsighted and doesn't give a complete picture."

'Disconnect' in Systems

Florida has long included science in its A-to-F grading system, but not as part of federal AYP requirements.
"Before, there was a disconnect between the two systems [on a variety of issues], and they seemed to be pointing in different directions," said Jane A. Fletcher, the state education department's director of accountability and policy research.
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Under Florida's approved waiver planRequires Adobe Acrobat Reader, she said, the state will essentially define federal priority schools as those receiving an F, and focus schools as D schools. And science achievement will be a factor.
"We've tied it all back in," she said.
Ms. Fletcher said adding science will "broaden" what the state uses for federal accountability and reporting purposes, but may not make much difference for schools.
"In Florida, schools were paying in recent years much more attention to school grades than they were to AYP designations, because of the problem with the target getting so high that very few schools were making AYP," she said.
Florida will soon bring additional subjects into the accountability fold, Ms. Fletcher said: civics achievement in middle school and U.S. history in high school, based on legislation approved last year.
Adding those subjects is another step toward giving a broader picture, she suggests.
Maryland, meanwhile, plans to incorporate science into a new school performance index, but the subject will not be used in identifying priority, focus, or reward schools.
Tennessee, on the other hand, will factor science into those federal designations, explaining in its successful waiver planRequires Adobe Acrobat Reader that counting the subject will encourage "high achievement" and recognizes "the importance of science in guiding future job prospects for students."
Colorado recently developed a new state accountability system, with a focus on incorporating student growth in achievement that has drawn national attention.
"We framed our whole application based on our current [state] system," said Keith E. Owen, the associate commissioner of the Colorado education department.
Science was already taken into account as part of that system.
Mr. Owen said his state expects to eventually factor in student achievement in social studies, once an assessment is designed.
"The state board has adopted that assessment, but it's not been developed yet," he said. "The intent is to include it in our overall accountability system."
That move is welcomed by Fritz Fischer, a history professor at the University of Northern Colorado, in Greeley, and a former chairman of the National Council for History Education.
"In the educational world we live in, it is a positive development," he said of the plans by his state and some others to include history and social studies in their accountability systems. "I am very sympathetic to those who think we test too much and we are obsessed with testing, but that battle is over."
At the same time, said Mr. Fischer—who co-chaired a state panel to revamp Colorado's K-12 social studies standards—it's critical to make sure the tests "move beyond multiple-choice exams that test memorization and factual recall, and move toward the type of assessments that examine the historical-thinking ability of students."

Friday, July 6, 2012

Two-Day CCSS Institute!

This summer, ASCD is offering numerous two-day institutes for the Common Core State Standards in LA, DC, Las Vegas, Philadelphia, and Detroit.

They look amazing!

To register, visit www.ascd.org/CC12 or call toll-free at 800-933-2723 or 703-578-9600 and then press 1.

This seems to be well-worth the experience for any school leader! Let me know if you end up attending.

Thursday, July 5, 2012

Even more FAB books to read!

1. Great Performances: Creating Classroom-Based Assessment Tasks, 2nd Edition
By Larry Lewin and Betty Jean Shoemaker

2. Checking for Understanding: Formative Assessment Techniques for Your Classroom
By Douglas Fisher and Nancy Frey

3. Summarization in Any Subject: 50 Techniques to Improve Student Learning
By Rick Wormeli -- VERY excited for this book!

4. Mapping the Big Picture: Integrating Curriculum and Assessment K-12
By Heidi Hayes Jacobs

5. The Curriculum Mapping Planner: Templates, Tools, and Resources for Effective Professional Development
By Heidi Hayes Jacobs and Ann Johnson

6. Getting Results with Curriculum Mapping
Edited by Heidi Hayes Jacobs

7. Create Success! Unlocking the Potential of Urban Students
By Kadhir Rajagopal

8. Learning to Love Math: Teaching Strategies that Change Student Attitudes and Get Results
By Judy Willis

9. Literacy Strategies for Improving Mathematics Instruction -- Love this book!
By Joan M. Kenney with Euthencia Hancewicz, Loretta Heuer, Diana Metsisto, and Cynthia L. Tuttle

Wednesday, July 4, 2012

Tips on using Kurzweil in a 1-computer classroom

Yes, we want our Special Education students to have full access to all of their accommodations to ensure they can access the curriculum, tests, and assignments to the best extent possible. Unfortunately, all too many classrooms, including my windowless, small room in the basement, have limited access to computers. Our Special Education Resource Teacher recently shared some tips on how to best use Kurzweil for our students who truly benefit from it, even with only one computer in the classroom:



Source: AT Roadmap – Kurzweil in the One Computer Classroom  12/09 www.montgomeryschoolsmd.org/departments/hiat 

Kurzweil in a One Computer Classroom 

Using Kurzweil effectively does not mean that you need to spend time learning how to use the program until you are an expert.  It does require some thought about how it can benefit your students and how to make it available to them in the classroom.  So, how can Kurzweil help students when there is only one computer in the classroom?   

Take four steps to ensure that your students have the opportunity to use Kurzweil on a regular basis.  Using Kurzweil only for testing is not recommended, in fact, it is expressly prohibited by the Maryland State Accommodations Guidelines.  Kurzweil can provide both instructional benefit and be an effective accommodation when used for regular class work.  If used only for testing, it puts kids at a disadvantage because they are being testing using a tool that has not been part of their instruction. 

1. Have digital reading material to support your content area 
Worksheets – scanned or created in Word and saved in a shared folder 
PDF files – converted using the professional version of Kurzweil and saved in a shared folder
Information from the Internet – copied and pasted into Word and then saved to a shared folder Kurzweil can open Word documents without any scanning or conversion required, so this is the easiest and quickest way to get meaningful content in a digital format.  Use materials you have created in Word, or copy and paste content from the Internet into a Word document.  The second quickest is to use the KESI virtual printer to “print” a PDF into Kurzweil. Kurzweil then converts the PDF to Kesi format.  Save it into the handout folder for student use.  Scanning documents should be your last resort. 

2. Demonstrate using Kurzweil to your students 
Model good reading strategies for the whole class on the Promethean board 
o Re‐reading 
o Highlighting important information 
o Checking vocabulary words 

Remember, Kurzweil is a teaching tool, not a teaching replacement.  When using it whole group, it does not accommodate, but can be a powerful way of modeling reading strategies for kids. 

3. Give students at least one period in the computer lab  
Use a simple assignment so students can focus on the new skill of using Kurzweil and you can focus on observing them. 
Allow students to experiment with speeds and voices so that they can understand what works best for them.
Observe students carefully to see how they benefit from Kurzweil 
As with all new things, students need to get their hands on Kurzweil and experiment before they can be expected to use it responsibly and meaningfully.  Help them see what works best for them by allowing them to experiment with the different options.  Make explicit the connection between comprehending text and the tools available in Kurzweil. 

4. Provide opportunities for students to use Kurzweil as an alternative to reading independently 
Use a headphone splitter so that more than one student can use Kurzweil at a time.
Allow students to read during independent work time.
Allow students to go to the media center or a computer lab when they need to read. 

Now that your kids understand why they are using Kurzweil and some content for them to read, you need to give them a chance to use it.  This cannot happen on a regular basis if the expectation is that all kids are doing the same thing at the same time.  You may need to make some changes in the way that you teach.  Remember that if you are reading aloud to the whole class instead of providing them with a tool like Kurzweil, you will benefit only some of your students.  Some will get bored having to wait.  

Others will miss the information anyway.  Providing students with options for how they read is much more likely to give each student the opportunity to read and comprehend.  It will also teach them skills they can use as they continue their education. 

Tips 
Kurzweil helps students attend better to their reading, reduce reading distractibility, read with 
less fatigue, read for longer periods of time, and read faster to complete reading assignments in less time (Hecker, Burns, Elkind, Elkind & Katz, 2002). 
Learn which of your students most benefit from using Kurzweil 

o When you read aloud to the class, who still has problems? 
o Who needs the opportunity to see the text highlighted as it is spoken? 
o Who cannot keep up with the pace when others read to them? 
o Who has trouble maintaining attention when reading independently or when being read 
to?

If students need to use text‐to‐speech when browsing the Internet, they can use Natural Reader software, which is available in all schools 
Kids who need text‐to‐speech at home can download Natural Reader for free 
Quick Guides and video help are at www.montgomeryschoolsmd.org/departments/hiat/tech_quick_guides 

Monday, July 2, 2012

It's ALL about communication!

Open, honest, and effective communication is a must-have for any school leader, especially principals. I was happy to come across this recent ASCD article that explains how essential effective communication is, especially when dealing with a diverse staff full of multiple learning styles and personalities. Full article available at: http://www.ascd.org/publications/newsletters/education-update/jun12/vol54/num06/How-To-Master-the-Art-of-Communication.aspx. 

Enjoy!

June 2012 | Volume 54 | Number 6
How To Master the Art of Communication

How To Master the Art of Communication

Rick Allen
In an age of rolling school reform and ever-intensifying accountability for educators, principals' ability to communicate productively with their staff is more crucial than ever. With so many stakeholders and personalities involved, principals must develop the high art of effective communication.
Citing a range of research from the last decade, the authors of the ASCD book Qualities of Effective Principals, James Stronge, Holly Richard, and Nancy Catano, suggest that a successful communications policy for principals often involves a variety of efforts, including the following:

  • Engaging a variety of stakeholders in an open and democratic dialogue.
  • Making use of stakeholders' views in shared decision-making processes.
  • Using communication as an essential tool to meet school goals.
  • Using distributive leadership as a way to communicate about changes in a school.
  • Listening well.

For example, principals who are good listeners fine-tune their receptivity so that they "actively, attentively pay attention to what others are saying—with their words, actions, and even body language—in order to build understanding," Stronge says. "However, beyond building bridges of understanding, effective principals take the ideas of others into consideration and move them to action as appropriate. They are able to use the keen skill of listening to build strong, positive relationships."
Richard, a principal at Bettie Weaver Elementary School outside of Richmond, Va., says that good listening is especially important when there are disagreements or differing points of view among stakeholders.
"The principal must be able to understand multiple points of view and respond accordingly," Richard says. "The ideal role for the principal is to be a facilitator, listening carefully and helping others generate multiple ways of approaching an issue."
At the same time, savvy principals know that they don't have all the answers and know that good solutions "are broadly dispersed among teachers," Stronge says. He suggests that "principals take advantage of this capacity by encouraging—perhaps even unleashing—the power of teachers for problem solving and improvement-building."
Richard agrees: "Teachers are in the best position to know the needs, strengths, and weaknesses of their own colleagues and students and can therefore own decisions that they make together."

Communicate Change

These days schools are high-profile organizations under public scrutiny, regardless of whether or not they're undergoing major reforms. But with an uncertain economy and tight budgets, school staff can often feel threatened by any change.
Richard says that, as a principal, she sees it as her job to manage change and support her staff in the process. Last year her school district instituted a new teacher evaluation system that made teachers apprehensive because they thought it would be a more time-consuming process, Richard recalls.
By phasing in the new process over the course of the year, Richard gave teachers a chance to see that the new way of evaluation was different but not additional. As a result, teachers had greater buy-in to the change, she says.
The key to communicating major changes is to make decision making a collaborative process with input from an array of stakeholders, says Eric Sheninger, principal at New Milford High School in New Jersey.
"This requires the school leader to establish forums or committees to allow staff to voice their thoughts and reservations pertaining to the dynamic that is to be changed," he says.
"When communication is strengthened by listening, flexibility, support, consensus, and a certain level of autonomy, leaders begin to establish an innovative culture that supports calculated risk-taking, embracement of new ideas, and a sense of empowerment among teachers. This is how sustainable changes happens."

Talk Face to Face

School leaders also need to be able to communicate on a personal level, formally as well as informally. Sheninger and his administrative staff conduct one-on-one interviews with teachers about data they collected during walk-through observations.
"One-on-one conversations allow school leaders to really get to the heart of matters while fostering reflective dialogues on professional practice," Sheninger explains. "Even though there are many ways and tools to enhance communications, results tend to be much more productive when individuals can converse on topics while openly expressing different viewpoints, opinions, and solutions.
"I feel that my teachers really appreciate my data sharing because it conveys to them that I [am] genuinely interested in their interpretation of the results."
In such conversations, you can usually overcome differences about interpretations of the data or solutions with further questioning, Sheninger adds.
He also promotes accessibility with an open-door policy and a quarterly principal's forum with the school's departmental leaders.
"The main goal of this forum is to create an open atmosphere where teachers willingly share concerns that they would like my administrative team and me to address. We let them know how much their thoughts are appreciated by acting on as many of their suggestions that have merit as possible," Sheninger says.

Use Technology Wisely

In U.S. society, where social media has become an accepted counterfeit for true communication, principals see the challenges and the benefits of virtual communication.
"I think e-mail makes it easier to share the information that people need to know: what time this happens or when to be where. Staff members need more logistical information," explains Tom Hoerr, the head of New City School in St. Louis, Mo., and author of the ASCD book The Art of School Leadership. "Personally, I send a weekly staff bulletin that has this, plus a bit of proselytizing. The danger, though, is that such information can get lost in a deluge of messages in an inbox."
In his September 2011 Educational Leadership article, "Too Plugged In," Hoerr recounts the downside of continuing an e-mail exchange as a proxy for a personal conversation.
"That complaining parent was upset when he hit 'send.' His e-stick-in-the-eye was designed to provoke a reaction, and it did!" he writes. "I read his e-mail, pounded a response (it does feel good to make those keystrokes more intense), and hit 'send': back at you!
"Alas, that quick response doesn't lead to a solution, and the e-mail record allows everyone to revisit each comment and get upset once more. Or perhaps the e-mails are forwarded, and then others join the upset parade!"
Hoerr works at making himself more visible to staff, students, and parents, whether it's greeting students each morning at the door or in the main hall, reminding parents of his availability to meet, or just leaving his office to visit classrooms.
Although he tries to keep his e-mails to staff brief, Hoerr recommends against shortchanging effective communication. A desire for efficiency never justifies a principal's abruptness or a failure to listen, Hoerr says.
"One-way communication, by definition, doesn't build a team," he says.

June 2012 | Volume 54 | Number 6
How To Master the Art of Communication

How To Master the Art of Communication

Rick Allen
In an age of rolling school reform and ever-intensifying accountability for educators, principals' ability to communicate productively with their staff is more crucial than ever. With so many stakeholders and personalities involved, principals must develop the high art of effective communication.
Citing a range of research from the last decade, the authors of the ASCD book Qualities of Effective Principals, James Stronge, Holly Richard, and Nancy Catano, suggest that a successful communications policy for principals often involves a variety of efforts, including the following:

  • Engaging a variety of stakeholders in an open and democratic dialogue.
  • Making use of stakeholders' views in shared decision-making processes.
  • Using communication as an essential tool to meet school goals.
  • Using distributive leadership as a way to communicate about changes in a school.
  • Listening well.

For example, principals who are good listeners fine-tune their receptivity so that they "actively, attentively pay attention to what others are saying—with their words, actions, and even body language—in order to build understanding," Stronge says. "However, beyond building bridges of understanding, effective principals take the ideas of others into consideration and move them to action as appropriate. They are able to use the keen skill of listening to build strong, positive relationships."
Richard, a principal at Bettie Weaver Elementary School outside of Richmond, Va., says that good listening is especially important when there are disagreements or differing points of view among stakeholders.
"The principal must be able to understand multiple points of view and respond accordingly," Richard says. "The ideal role for the principal is to be a facilitator, listening carefully and helping others generate multiple ways of approaching an issue."
At the same time, savvy principals know that they don't have all the answers and know that good solutions "are broadly dispersed among teachers," Stronge says. He suggests that "principals take advantage of this capacity by encouraging—perhaps even unleashing—the power of teachers for problem solving and improvement-building."
Richard agrees: "Teachers are in the best position to know the needs, strengths, and weaknesses of their own colleagues and students and can therefore own decisions that they make together."

Communicate Change

These days schools are high-profile organizations under public scrutiny, regardless of whether or not they're undergoing major reforms. But with an uncertain economy and tight budgets, school staff can often feel threatened by any change.
Richard says that, as a principal, she sees it as her job to manage change and support her staff in the process. Last year her school district instituted a new teacher evaluation system that made teachers apprehensive because they thought it would be a more time-consuming process, Richard recalls.
By phasing in the new process over the course of the year, Richard gave teachers a chance to see that the new way of evaluation was different but not additional. As a result, teachers had greater buy-in to the change, she says.
The key to communicating major changes is to make decision making a collaborative process with input from an array of stakeholders, says Eric Sheninger, principal at New Milford High School in New Jersey.
"This requires the school leader to establish forums or committees to allow staff to voice their thoughts and reservations pertaining to the dynamic that is to be changed," he says.
"When communication is strengthened by listening, flexibility, support, consensus, and a certain level of autonomy, leaders begin to establish an innovative culture that supports calculated risk-taking, embracement of new ideas, and a sense of empowerment among teachers. This is how sustainable changes happens."

Talk Face to Face

School leaders also need to be able to communicate on a personal level, formally as well as informally. Sheninger and his administrative staff conduct one-on-one interviews with teachers about data they collected during walk-through observations.
"One-on-one conversations allow school leaders to really get to the heart of matters while fostering reflective dialogues on professional practice," Sheninger explains. "Even though there are many ways and tools to enhance communications, results tend to be much more productive when individuals can converse on topics while openly expressing different viewpoints, opinions, and solutions.
"I feel that my teachers really appreciate my data sharing because it conveys to them that I [am] genuinely interested in their interpretation of the results."
In such conversations, you can usually overcome differences about interpretations of the data or solutions with further questioning, Sheninger adds.
He also promotes accessibility with an open-door policy and a quarterly principal's forum with the school's departmental leaders.
"The main goal of this forum is to create an open atmosphere where teachers willingly share concerns that they would like my administrative team and me to address. We let them know how much their thoughts are appreciated by acting on as many of their suggestions that have merit as possible," Sheninger says.

Use Technology Wisely

In U.S. society, where social media has become an accepted counterfeit for true communication, principals see the challenges and the benefits of virtual communication.
"I think e-mail makes it easier to share the information that people need to know: what time this happens or when to be where. Staff members need more logistical information," explains Tom Hoerr, the head of New City School in St. Louis, Mo., and author of the ASCD book The Art of School Leadership. "Personally, I send a weekly staff bulletin that has this, plus a bit of proselytizing. The danger, though, is that such information can get lost in a deluge of messages in an inbox."
In his September 2011 Educational Leadership article, "Too Plugged In," Hoerr recounts the downside of continuing an e-mail exchange as a proxy for a personal conversation.
"That complaining parent was upset when he hit 'send.' His e-stick-in-the-eye was designed to provoke a reaction, and it did!" he writes. "I read his e-mail, pounded a response (it does feel good to make those keystrokes more intense), and hit 'send': back at you!
"Alas, that quick response doesn't lead to a solution, and the e-mail record allows everyone to revisit each comment and get upset once more. Or perhaps the e-mails are forwarded, and then others join the upset parade!"
Hoerr works at making himself more visible to staff, students, and parents, whether it's greeting students each morning at the door or in the main hall, reminding parents of his availability to meet, or just leaving his office to visit classrooms.
Although he tries to keep his e-mails to staff brief, Hoerr recommends against shortchanging effective communication. A desire for efficiency never justifies a principal's abruptness or a failure to listen, Hoerr says.
"One-way communication, by definition, doesn't build a team," he says.


Communication Tips for Principals


Holly Richard, coauthor with James Stronge and Nancy Catano of the ASCD book Qualities of Effective Principals, offers the following advice to principals:

  • Be visible throughout the school day. Greet teachers and students and follow up informally on questions or concerns.
  • Volunteer to take over for teachers during a part of the school day. "For a holiday gift, my assistant principal and I give each teacher a coupon for the gift of time—an hour when they can arrive late, leave early, and have us take over their class," Richard says.
  • Be there in times of crisis. Sitting in on a teacher conference with confrontational parents and ensuring that the conference runs smoothly will pay off a thousand times over. Teachers need to know that you always have their backs and will help them handle situations in which emotions run high.
  • Do what you say you are going to do. And be sure to do so in a timely manner.
  • Help staff set professional and personal priorities. Teachers may not be able to stay past their contractual time to work on school-related tasks, so help them prioritize the most meaningful tasks and do their best in the time that they have.
  • Keep an open door. Richard keeps a jar of chocolate candy on her desk. "It [provides] an excuse for staff to drop in and chat about school concerns as well as personal news, and this keeps us connected," she says.


Sunday, July 1, 2012

Helpful digital directions for students!

Initiatives seek to give students permanent online records for skills they have developed that they could then use when applying tocollege or for jobs. LOVE this!

'Digital Badges' Would Represent Students' Skill Acquisition

Initiatives seek to give students permanent online records for developing specific skills


For many adults, the thought of earning badges evokes childhood memories of sewing Boy Scout or Girl Scout patches onto sashes and vests.
But some educators are hoping that the current generation of children will associate the word with something new: digital badges.
In this vision, electronic images could be earned for a wide variety of reasons in multiple learning spaces, including after-school programs, summer workshops, K-12 classrooms, and universities. And once earned, the badges could follow students throughout their lifetimes, being displayed on websites or blogs and included in college applications and résumés.
The concept originated at the end of 2010 at a conference held by the Mozilla Foundation in Barcelona, Spain. The idea is getting a toehold in higher education and is being tried with some youths at the precollegiate level.
Advocates of this vision for K-12 contend that such badges could help bridge educational experiences that happen in and out of school, as well as provide a way to recognize "soft skills" such as leadership and collaboration. Badges could paint a more granular and meaningful picture of what a student actually knows than a standardized-test score or a letter grade, they say.
But not all educators are convinced of the merits of the idea. Because badges are still being developed and have not yet been introduced into classrooms, how they would fit into the structure of K-12 education and whether they could actually fulfill the goals that proponents have described are still up for debate.
Other skeptics argue that introducing digital badges into informal education settings—where most agree they would have the greatest impact initially—could bring too much structure and hierarchy to the very places students go to seek refuge from formal achievement tracking. And many point to research that suggests rewarding students, with a badge for instance, for activities they would have otherwise completed out of personal interest or intellectual curiosity actually decreases their motivation to do those tasks.
Advocates see it differently.
Among the strongest proponents of the idea is the Chicago-based John D. and Catherine T. MacArthur Foundation, which has spearheaded the digital-badges movement for lifelong learning by launching a competition for badge proposals in partnership with Mozilla, a nonprofit Web organization best known for its open-source browser Firefox, and HASTAC, or Humanities, Arts, Science, and Technology Advanced Collaboratory, a network of individuals promoting new technologies for learning.
"Kids are learning in their peer group. They're learning online. They're learning in interest groups and after-school programs," says Constance M. Yowell, the director of education for U.S. programs at the MacArthur Foundation. "One of the things that is abundantly clear to us is that learning is incredibly fragmented, and there's nobody that's helping the learning that's happening across those connections."
Helping to string together learning achievements across informal and formal education, as well as at transitional education points, such as from precollegiate to higher education and from formal education into the workplace, is one of the main goals of badge advocates.
For example, K-12 students could earn badges for mastering certain content, such as physics or trigonometry, or for soft skills acquired in afterschool settings, such as leadership or environmental stewardship, that could paint a clearer picture of themselves for college admissions officers.
"How do you make visible what kids are learning, and how do you help them get credit for it?" says Yowell. "How do you build bridges across the multiple places that kids are learning so they can see the connections between what they're learning inside of school and outside of school?"

'Steppingstones'

Another advantage of digital badges, their boosters say, is the ability to create learning pathways where none previously existed. For example, students who have earned an introduction to HTML badge, which refers to a type of computer programming language, could then be encouraged to pursue an intermediate level HTML badge to continue building their skills, a website creation badge where they could apply that skill, or a badge for a new programming language, such as Java or CSS.
"With badges, you can actually scaffold out a pathway of what is next," Yowell says. "We want as much as possible to create multiple entry points for learning and multiple pathways for career and academic success."
Yowell envisions a recommendation tool that could point students to a variety of opportunities based on the competencies they've demonstrated through earning their badges.
"It becomes an integrated process as opposed to one where the assessments are separate," Yowell says.
This was one of the reasons why MOUSE, a New York City-based youth-development program that teaches students to provide technical support and leadership in their schools, began using badges. One of the main programs MOUSE offers is MOUSE Corps, a career-readiness program for high schoolers that gives those students experience providing information technology support for their schools, as well as professional internships, mentoring, and skills-building workshops.
"What it's really about is giving [students] that authentic role in their schools, and giving them all kinds of venues to apply their skills in real ways," says Marc Lesser, the education director of MOUSE. "The major outcome of [MOUSE Corps] is all about applying skills, but we also want to help them to envision a pathway that goes beyond 12th grade."
MOUSE, which operates in 400 sites across the nation, has been experimenting with awarding digital badges for the past two years, says Lesser. So far, the organization has awarded more than 19,000 digital badges for a range of activities, including interacting with other students in MOUSE on its social-networking website; taking care of schools' IT tickets, or requests for technical help; completing workshops; and mastering technical skills such as networking or programming languages like HTML.
The group's move to digital badges was partly spurred by a desire to encourage students to think about the program as more than just a semester-long commitment, Lesser says.
"We needed to start helping young people see a trajectory for themselves [in the program]. There's far more impact when young people stay with us for longer periods of time," he says. "Badges may help learners see steppingstones that don't lay out in a linear way."
For example, once one badge is earned, a host of other badge-earning opportunities open up to students.
MOUSE also had to devise a way to track where students were in the program and provide them feedback about their progress.
"We needed a way to be able to give credit where credit was due in all different scenarios—when learners were experiencing or building skills in all kinds of different ways and around all different kinds of skills," Lesser says.

'Gamification' of Education

But skeptics point to research that shows that giving out rewards (extrinsic motivation) for tasks that students are already doing for their own personal enjoyment (intrinsic motivation) actually reduces the overall motivation students feel for those tasks and undermines student engagement.
Henry Jenkins, the provost's professor of communication, journalism, and cinematic arts at the University of Southern California, in Los Angeles, says badges run the risk of contributing to the "gamification" of education.
"[Gamification] is a system which does not trust the power of intrinsic motivation and feels the need to add a layer of extrinsic motivation," says Jenkins, who was interviewed by email. "Some forms of gamification rely so heavily on points schemes that there is far less effort to make the activities meaningful in and of themselves."
Already, many students are caught up in such a conception of education, he says, with high-achieving students focusing more on receiving high grades—or a multitude of badges—than the learning itself.
"I worry that badges can become just another points system … [that] undercuts the motivational structures," he says.
And when it comes to informal learning, part of what makes such learning unique, he says, is precisely the lack of hierarchical structure and formalization that badges threaten to impose.
"Too quick a move towards badges runs the risk of destroying the complex but fragile ecosystem within which participatory learning thrives," Jenkins says. Providing adult validation for student achievements through digital badges in places where that validation did not previously play a role could turn some students off, he says.
"There is a value in helping these youths find ways to value what they are doing as intellectual pursuits, and there is a value in seeking to validate these experiences and help them learn how to mobilize that knowledge as they learn to work through the formal structures that exert power over their lives," says Jenkins. "But making badges too central to the process may alienate them before they have a chance to exert ownership over the knowledge they are acquiring."
That is part of the reason why digital badges should be viewed as feedback, rather than a reward, says Yowell, of the MacArthur Foundation.
"What we think matters most for learning is, how do you give the learner and the folks supporting that learner ongoing feedback about how they're doing?" she says. "We're not having a conversation about replacing standardized tests or grades."
The badges competition hosted by the MacArthur Foundation, Mozilla, and HASTAC concluded on March 1 at the Digital Media and Learning Conference in San Francisco, where 30 winners—chosen from 91 proposals—were awarded grants ranging from $25,000 to $175,000 to develop their ideas. The winners—including heavy hitters such as Intel, NASA, and Disney-Pixar—have one year to develop their digital badges, working with other winners to form a badge "ecosystem" that educators hope will transform the way achievement is acknowledged for learners of all ages.
"Part of our goal for the competition was to build a community of thoughtful collaborators," says Yowell. "We are welcoming of all those who want to join us in this endeavor and be thoughtful skeptics."
Two key factors in selecting the grant winners were the transportability and the granularity of the proposed badges, says David Theo Goldberg, the director of the MacArthur Digital Media and Learning Research Hub at the University of California, Irvine.
Transportability refers to the ability of the badge to follow the badge earner through his or her lifetime and be recognized in a variety of environments. Granularity emphasizes the need for specific data and details about why and how the badge was earned, so that anyone viewing it will have a clear understanding of the competencies of the badge owner.
Some of the winners will clearly target K-12 students. One such proposal, the "American Graduate: Let's Make It Happen" badges, is funded by the Corporation for Public Broadcasting in an effort to target potential dropouts by engaging them in digital educational resources. Another winner, BuzzMath, will focus on helping students set goals to master the Common Core State Standards in mathematics.
Others, such as BadgesWork for Vets and the Design for America: A Badge Community for Innovation, are being developed for different population groups as well as the general public.

Building a 'Badge Economy'

On its surface, a digital badge is nothing more than an image file encoded with metadata, or information, that includes all the data needed to understand the badge, such as which organization awarded it, what skill or achievement it represents, if and when it expires, and links to evidence for why it was awarded.
With support from the MacArthur Foundation, Mozilla has developed an Open Badge Infrastructure, or OBI, designed to become the underlying technical scaffolding for badges.
"The Open Badge Infrastructure creates some standardization around a common language of badges that we can all communicate with," says Erin Knight, a senior director of learning for the Mountain View, Calif.-based Mozilla Foundation. "The idea is that each badge carries with it all the information you need to understand the badge."
The OBI details exactly what should be included in the metadata of the badge; supports the issuance, collection, and display of badges; allows badge earners to tie their badges to their own identities; and provides badge earners with a way to sort and manage their badges.
Part of the infrastructure includes a "digital backpack" in which badges can be stored,managed, and displayed. Keeping the badge earner in control of which badges are seen by whom was a big consideration in the development of the OBI, Knight says.
Sunny Lee is an open-badges product manager and partner manager for the Mozilla Foundation. "[The digital backpack] enables the learner to be able to curate and manage the image that they want to represent to the rest of the world," she says. "The idea is that we're kind of laying down the plumbing for this badge economy to flourish. Now, we need some badges circulating around the economy to jumpstart it."
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Some observers wonder how meaningful badges can become if any organization is allowed to give them out for any reason; the fear is of an influx of superficial badges that have little to do with learning. But Knight says that is precisely why the badge earner must be responsible for managing his or her own badges.
"Yes, there will be badges that mean nothing—that will happen—but the key is that the learner is in control, and they can decide what is important and how they share those badges," she says. "One of the problems we're trying to solve is that a lot of the way learning is defined right now is incredibly prescribed, and the learning that counts is top-down decided. … We want to open up and legitimize learning that's happening everywhere."
While much remains to be seen about how digital badges could affect K-12 learners, many involved in the movement say they appreciate the conversation it has sparked about assessment, the tracking of achievement, and lifelong learning.
"We're definitely not saying that [digital badges] are a silver bullet, and we're not even saying that badges are going to end up being one of the pieces of the solution, but there's clearly a lot of potential here, and at the end of the day, if we decide that badges aren't the right way to do it, it would be hard for us not to consider that it's somewhat of a success," says Knight, of the Mozilla Foundation. "Everybody has elevated these issues and come together to think about it and been willing to turn assumptions on their head."
Digital badges are a way of forcing educators to recognize that learning is no longer confined to a classroom and is taking place anytime, anywhere, adds Goldberg, of the Irvine, Calif. and Durham, N.C.-based HASTAC.
"What this speaks to, and what the interest in badging as a creative form of motivation assessment and reward for learning is, is a sense that learning is transforming before our very eyes and has been certainly since the advent of the Internet," he says.
"It's the case that learning is taking place around the clock," he says. "It's taking place interactively and collaboratively in all sorts of ways both inside and especially outside of institutional framing."