TLN Teacher Voices

Caring Teachers and Confident Students

Teaching as an Act of Love
by Richard Lakin
(iUniverse, 2009)

The Complete Guide to the Gap Year
by Kristin M. White
(Jossey-Bass, 2009)

Reviewed by David B. Cohen, NBCT
High School English & Counseling (CA)
Teacher Leaders Network

Newspapers (for those of us who still read them) and online reports provide a steady flow of stories that might induce stress in teachers and students. I find I can immerse myself in this constant stream and become dizzy — or step aside and feel marginalized when the education policy conversation is dominated by talk of data systems, national standards, and racing to the top without leaving a single child behind.

Meanwhile, the juniors and seniors I advise at my high school, and their families, are looking at the spiraling costs for public and private higher education and reacting with anxiety as they hear about increasing competition in college admissions.

With that backdrop, I’m glad I took the time to read a pair of books that were recently sent to me. Richard Lakin is a former teacher and principal whose self-published collection of anecdotes and reflections seems almost provocatively titled in this educational climate. Teaching as an Act of Love (iUniverse) provides a variety of vignettes and affirmations that span 40 years of educational experience. For the high school student and family, Kristin M. White’s The Complete Guide to the Gap Year (Jossey-Bass) provides plenty of information and resources to encourage students to look into other options besides heading straight to college after high school — options that can lead to greater confidence and maturity.

It’s sad to think how it almost seems trivial, if not frivolous, to talk about caring or love in education today. Richard Lakin challenges this trend toward emotional detachment in education by illustrating what teachers know and what so few non-teaching education reformers seem to realize: When relationships of caring and trust are in place, pedagogy and curriculum are much more likely to achieve the results that reformers demand. Without those relationships, there is no perfect system, no foolproof textbook or software, no scripted curriculum that will yield the broad and lasting effects we all want for our youngest citizens.

The bulk of Lakin’s book focuses on his experiences as an elementary school principal. His approach to problem solving and school improvement featured an admirable balance of practicality and humility. Small stories about seemingly inconsequential matters like a class pet may seem uninspiring at a glance, but as the parent of a third-grader and a first-grader, I am often reminded that Carmel the Guinea Pig and Jake the Snake figure much more prominently in my sons’ minds than do any state standards or publishers’ pacing guides. Thus, when Lakin describes how he negotiated with students and their teacher to reach a mutually acceptable solution to a problem with pet mice, we can see the benefits that follow from his willingness to change his mind and to consider the children’s feelings as a relevant factor in running a school. Lakin continuously asserts that his success in this situation — and in the larger context of promoting goals like conflict resolution and school literacy — came not from having guidelines or standards that were handed down “from the office,” but from remaining faithful to a belief that we must educate from the heart.

Lakin’s commitment to parent-school partnerships also resonates. He recounts the efforts that went into transforming a school culture of distrust into one of caring and communication. After describing what it took to be successful — detailing both the improvements and a few mistakes along the way — he concludes by noting that the effort took three to four years before really taking hold.

I paused for a few minutes after this chapter and reflected on the current climate I see and hear about in education. First of all, in those three to four years, many of our struggling urban and rural schools might see more than a 50 percent turnover in staff and families. Yet we know that building trust depends largely on stability. Secondly, I’m concerned that our systemic obsession with data actually becomes an obstacle to trust. While it is true that we must rely on more than feelings to measure educational outcomes, my trust in a school or teacher is rooted in my belief that they know more about my child than his test scores. When we churn through teaching staff and make a fetish of test scores, we do not arrive at a system that knows and cares about children as people.

The rush to college

Fast forward eight to ten years, and you’re looking at high school graduation. If you know any college-bound high school seniors, or remember being one, you know that there are three questions that dominate the senior year — questions that you may not want to ask but can’t help yourself. Where are you applying? Where did you get in? Where are you going?

I wish more of our high school seniors were able to subvert this ritual of interrogation by answering those questions in unpredictable ways. To help out, I’ll be recommending Kristin M. White’s book on gap-year programs. Maybe we’ll start hearing: “I’m spending a year in AmeriCorps to support local non-profit groups and gain some job skills.” Or, “I’m going to do a field research expedition in Brazil.” Or perhaps, “I’ll be earning credits at Portland State, but living, working, and studying in East Africa.”

For most students and parents, the idea of a gap year between high school and a traditional college experience is relatively new and full of uncertainty. White is an experienced academic advisor and counselor, and her book provides a concise examination of the reasons to take a gap year, and many different ways to go about it, depending upon the student’s goals, personality, and financial situation.

White has anticipated all of the main concerns that I would have and would expect to hear from students and parents. She cautions that a gap year is ideally not a “year off” to hang out or to travel without some aim, purpose, or structure. But what if students lose academic momentum and be less successful in college, or not even return? Will colleges let a recently admitted student defer matriculation? Will admissions offices look favorably on applicants who have taken a year off?

White supplies ample information to reassure readers on every count. The book is full of positive comments from students, parents, gap-year program staff, college admissions staff and instructors. As one of her final thoughts, White offers that “I never came across anyone who expressed regret over doing a gap year. Even students who had a traveling disaster or a challenge abroad or went on a program with a difficult community service all reflected on their year positively.”

Parents seem to be the main group in need of some convincing. After all, she writes, “Parents have spent the last eighteen years saving and sacrificing for their child’s college education. They have evaluated every cultural and extracurricular opportunity with a view toward college. They may even feel that their success as parents is measured by their child’s acceptance (or lack of acceptance) to a good college.” This particular comment seems aimed at a particular demographic – middle and upper-class families – but it rings true in my experience and shows that White understands why parents might resist the idea.

While she does caution that a gap year is not for everyone, White clearly suggests that more students would benefit from trying it. Why? “The generation that is in high school today is going to need more than a college degree to be successful. Developing a worldview is crucial to being able to thrive and prosper in a global economy. A gap year experience can set you on a path to seeing your world in a different way.”

I might not couch the argument simply in terms of economic prosperity when talking to my own students or family members, but it’s hard to disagree with the final part of the statement. Achieving a broader world view can help a student mature, which may also aid the transition to college in social ways. White invites readers to “imagine how the independence and self-esteem building of a gap year would positively affect the maturity and confidence of those who were likely to be influenced by the college party culture.”

The second half of the book is made up of listings and resources for every type of gap year experience or program you might think of, and many that you would not have considered. A few options are free to participants, covering all expenses and providing a modest stipend or education award, while some others are essentially private school or international study programs with costs in the neighborhood of $40,000. However, the majority of gap-year options entail costs nearer to the middle of these extremes, and they tend to offer experiences that last weeks or months rather than a full year.

Kristin M. White’s book is an outstanding resource for high school students and their families, and would be an excellent addition to high school libraries and counseling centers. Whether the student’s goal is academic maturation, cross-cultural immersion and language development, volunteer work, community development, or career skill-building, there are opportunities worth considering for those willing to venture off the traditional educational track in search of something more.

David B. Cohen is a National Board Certified Teacher at Palo Alto High School in Palo Alto CA. He is a co-founder of the Accomplished California Teachers leadership network.

PLCs at Work: An Interview with Teacher-Author Bill Ferriter

Bill Ferriter’s participation in the Teacher Leaders Network began in March 2003, on the very first day of TLN’s existence. We kicked off TLN with an email conversation among 200 accomplished teachers, mostly from states in the southeast. The idea was to stage a series of 3-day chats exploring some key professional issues and then see who wanted to stick around and become the nucleus of a national virtual community of classroom educators.

By the end of the six-week startup, Bill’s provocative questioning and his willingness to reflect on his own professional practice — tarnish and all — made him a leader in our fledgling community. He’s gone on to serve as a TLN Senior Fellow, co-author of a major TLN TeacherSolutions report, and the internationally respected TLN blogger known as The Tempered Radical, whose lively mix of classroom practice, policy and politics, and digital learning topics attracts a broad audience and recently led to a monthly column, Digitally Speaking, in Educational Leadership magazine.

As it turns out, Bill’s willingness—compulsion, even—to bare his teaching soul makes him one heck of a book author, too. Building a Professional Learning Community at Work: A Guide to the First Year, co-written with principal Parry Graham, grows out of a several-year struggle by Bill and a group of teacher colleagues at his North Carolina middle school to learn to collaborate in powerful ways. In this interview, Bill recounts some of the pain and gain of that trial by fire, and how he and Graham went about translating their own experiences into a practical primer for other educators who might be willing to set forth on a similar journey.

As a bonus, I've asked Bill to speak to fellow teachers who harbor their own desire to write a book from their teaching lives. Bill generously shares his secret to publishing success, but I’ll warn you in advance. It involves a lot of writing. – John Norton, co-founder and moderator, Teacher Leaders Network.

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What created the burn to write a book for teachers just beginning to explore PLCs? Give us some history.

Bill Ferriter: I think the burn to write a book for teachers just beginning their work with professional learning communities is a product of my own early struggles and successes with collaboration. About five years ago, I had the opportunity to open a new middle school being built as a PLC from the ground up—and I was paired on a learning team with five of the most intelligent and capable language arts and social studies teachers that I’d ever met.

The problem was that we had no real idea what it was that we were supposed to be doing with each other, and that led to early frustrations. Our initial meetings were rambling, unfocused affairs and we often felt like failures. We fought through personal conflicts and professional disagreements, though, and eventually found a working rhythm and synergy that made all of us better teachers. I wanted to try to make those early struggles transparent to other teachers, hoping that the lessons my team learned might sustain others when the inevitable challenges of collaboration arise.

Collaborative work can make any teacher more productive and professionally satisfied, but only when early efforts at collaboration are structured and meaningful. Parry and I believe that Building a Professional Learning Community at Work can provide some of that structure for learning teams at any stage of their professional work together.

Your book is filled with action-oriented subheads, reproducibles, practical recommendations — there's even an annotated chapter guide divided into seasons of the year. It has the feel of authors who have been there and done that. How much easier might things be for teacher teams who take your advice?

Bill Ferriter: I think the real strength of Building a Professional Learning Community at Work is that Parry and I are both full-time practitioners. I still meet with a learning team every week, trying to identify instructional practices that work and ensure the success of every child. Parry still works as a building principal, trying to create the systems that enable teachers and students to thrive.

That first-hand experience with the real work of learning teams is evident in every chapter, handout and subtitle in our text. Our suggestions, strategies, and materials are suggestions, strategies and materials that we’ve used successfully in our work—and the text is really nothing more than a public reflection of the learning that we’ve done as we’ve tried to make professional learning communities happen in our own schools.

Teachers as Senior Education Leaders

In a recent blog post at On the Shoulders of Giants, TLN member Ariel Sacks reflected on a new program planned by the Harvard Graduate School of Education, aimed at producing 21st century education leaders prepared with the business skills and the understanding of teaching and learning necessary to successfully lead schools.

Ariel cross-posted her blog entry in our TLN Forum discussion group. It sparked a LOT of conversation, some of which we share here. To get the most out of this dialog, read Ariel’s blog post first: Can Teachers Be ‘Senior Education Leaders’?

In her conclusion, Ariel writes:

…Coming from the opposite angle, could a classroom teacher--or group of classroom teachers--become a major force in education reform? I think yes…

I'd love to see a group of teachers enter Harvard's doctoral program and graduate having created and prepared themselves to take on hybrid roles--splitting their time between actual classroom teaching and working closely with senior "educational leaders" to help transform education.

If Harvard won't, can we create that program?

Anne replied:

That's an excellent suggestion, Ariel. I do some curriculum writing for middle schoolers. No matter how carefully and thoroughly I think it through, until I get in the classroom and teach it I don't know just how many changes I need to make! Nothing takes the place of the classroom reality check.

I especially like the idea of education reformers living and teaching the changes they recommend. Either that, or get out of the education reform business and let teacher leaders be in position drive the necessary changes. Actually, I like the last idea better, anyway!

Bob wrote:

Our educational system is yet to be widely structured in a way to tap into the leadership of classroom teachers or financially compensate classroom teacher leaders who remain in the classroom. I am unsure as to whether we are going to win over politicians and central office administrators in sufficient numbers unless some of us move into those positions while staying grounded to the experiences of the classroom.

I have a principal certification and am not tempted to use it right now because I love teaching. Financially it is a stupid move because I spent $15,000 for a second masters that did not increase my salary. I am not jumping in because when I went up to the front office and was a principal for short periods of time during my internship, I thought I was doing work that was far less rewarding than teaching. Part of the reason is that internships usually touch on discipline and procedures much more than instructional leadership.

I find far fewer administrators passionate about their job than teachers. Once exception is a principal I met by the pool at a San Diego principals' conference last year. He gave a passionate endorsement for becoming a principal. I remember his words clearly: "If you are a good teacher, ok that's something, but what does it amount to in the big picture? …But if you are the principal, you can really do anything. You can change a whole school. You want to teach a class, no problem. You’re the principal.”

Some experienced teachers need to become the prominent politicians, superintendents and principals in a way that they are still grounded to the classroom. Those that try will likely be criticized because it is not a common practice right now. I am looking forward to stepping into my classroom tomorrow morning. That is where it is at for me at this moment. So I do not know if we need to draw straws and have those that lose pursue the prominent positions, but we need more teacher perspective in those positions.

Ariel replied:

I keep thinking that principals are not really the education leaders that Harvard is thinking of--or many people think of when we say policy makers. I see principals as much closer to teachers because they are in schools every day and in contact with students every day. Superintendents probably do count as policy makers, but there are lots of other players in the game. Foundation people, leaders of organizations like TFA and New Leaders for New Schools, etc, and also politicians like Arne Duncan and Joel Klein and everyone who works for them. It would be very interesting to see how many have teaching experience and if they do--would they be interested in teaching in a public school classroom once a week, for example.

Chances are it would have to happen the other way, where teachers lead the way by moving into hybrid roles.

Scoring the Testing Industry

Making the Grades: My Misadventures in the Standardized Testing Industry
By Todd Farley
(PoliPoint Press, 2009)


Reviewed by Kenneth Bernstein, NBCT

High School Government & Social Studies (MD)

Teacher Leaders Network

As the use of tests created external to schools and classrooms has exploded, one issue has always been the question of whether to rely merely upon selected response (a.k.a. multiple choice) items, or to also include constructed response items (paragraphs and essays).

Selected responses are cheap to administer; they can be scored solely by machine and the results obtained quickly. It is even possible, utilizing item response theory, to administer the test on a computer and use early responses to vary the items offered to the test taker, thereby determining the level of performance more quickly and accurately.

But many think we need more: after all, life does not ask us to choose one out of four or five pre-selected choices. Thus many colleges and universities, employers, and classroom teachers prefer that the tests include constructed items — “essays” if you will.

While it is possible to machine-score such items, that technology is still in its relative infancy, which is why companies that produce tests have need of human scorers. And it is because of this need that we get Todd Farley’s book Making the Grades.

Farley spent 15 years in a variety of positions involved with the scoring of such constructed responses. He worked for a number of America’s most important assessment companies, often doing the work on contract for various states, including Virginia, where I live. 

I am not a trained psychometrician, although during my now-abandoned doctoral studies I did seriously study issues of assessment. I am a school teacher today, in my 15th year of teaching. Each year but one, I have had to prepare students to sit for external tests – which may or may not have met the criteria to properly be labeled “standardized” — that included constructed responses. These tests have included the Maryland School Performance Assessment Program, the Maryland High School Assessments, and The College Board’s Advanced Placement examinations. During my one year of teaching in Virginia, known for its Standards of Learning (SOL) assessments, the middle school American History test was made up entirely of selected response items. I also bring to this review some experience that parallels Farley: in 2009, I served as a Reader for the Advanced Placement examination in U S Politics and Government and scored one of the four Free Response Questions on that year’s examination.

As I glance at my copy of the book, I have more than 40 sticky notes that I have affixed to pages containing passages I thought might possibly be worth quoting. Some I obviously will forego. Farley offers explanations of terms like reliability and validity, and explains how in the case of reliability, the term was often misused by those supervising the scoring process. Simply put, scoring companies are often satisfied if those scoring agree 80% of the time, even if that to which they agree is erroneous. It is like a scale that consistently reports your weight as 20 pounds less than reality. The information you obtain is reliable — but it is NOT valid.

What educational measurement should provide is the ability to draw valid inferences from the information analyzed. If nothing else, reading this book will raise questions in your mind about whether many of the tests being used to evaluate students, teachers and schools meet that standard.

A Rigorous Thanksgiving

David B. Cohen, NBCT
Teacher Leaders Network 

With Thanksgiving arriving, we begin to hear and read commentaries about all that we are thankful for. As a teacher, I am mindful of the role teachers have played in my own life. Of course, the climate and values in education have changed somewhat since the 1970s, and what I once may have believed about schools and teachers when I was a naïve child must be tested against the rigorous standards of today.

 
I attended two different American military schools in Germany for kindergarten through second grade. Perhaps due to moving around a fair amount as a child, I find it hard to reconstruct memories of the teachers from those years. I’m told I was a skilled reader at an early age. Had anyone asked at the time, we would have likely attributed my facility for reading to my parents’ constant encouragement and the many high-interest books in our home. I now have to assume that although I can’t remember my earliest primary-grade teachers, they must have been brilliant educators. As we are frequently reminded in education these days, “the teacher is the most important factor in student success.” Thank you to those Armed Services teachers, whoever and wherever you may be.
 
In third and fourth grade, I was living in Colorado Springs. My dominant educational recollection is that my fourth-grade teacher punished me harshly whenever I held my pencil the wrong way. I was confused and humiliated by the insistence that I meet the highest standard of pencil-gripping and meet it immediately. But now, immersed in the field of education myself, I’ve learned that we have to be tough, we have to produce results and keep students progressing on schedule. And this teacher certainly produced results: I ended up in a program for gifted students when I reached fifth grade. The fact that I felt no connection to my education or my peers is far less important than the fact that my skills were far above average and growing. My tears and alienation were inconsequential, non-measurable and non-educational outcomes, so let me now give thanks for that fourth-grade teacher. I’m only sorry that my pencil grip never changed.
 
For fifth and sixth grade, I moved to Los Angeles and attended my fourth elementary school. I thoroughly enjoyed those years and imagined I was having a wonderful life. By today’s standards, however, I suffered from a conspicuous lack of measurable progress. I am sorry to say it, but my fifth and sixth grade teachers did not fully embrace accountability. The gifted program involved exciting enrichment activities but no summative assessments. Though I didn’t mind at the time, I can see now that those years represent a wasted opportunity. Where was value-added measurement when I needed it most?
 
Instead of helping me continue to make more than a year’s progress in each grade level, these teachers tried to promote “love of learning” and “personal responsibility.” Not really the school’s job, was it? In the absence of clear and rigorous state or district mandates, they had me reading Ray Bradbury in fifth grade and J.R.R. Tolkien in sixth. To make matters worse, my sixth grade teacher had us discuss the books without a single worksheet or objective assessment tool in sight. Open-ended conversation about The Hobbit made for pleasant class time, but did little to guarantee that I could have passed a rigorous, standards-based assessment. From a contemporary educational perspective, I have to ask, what was the point?
 
There were other signs of trouble, too. We memorized and recited poetry in class, and sang songs for no apparent reason. My fifth grade teacher even came out to the playground and taught us new games, organized a class Olympiad, and fostered friendly competition and sportsmanship. What exactly were the learning objectives and intended outcomes here? Where was the accountability? When I think of all the better ways that time could have been spent, I know now that some benchmarks must have gone unmarked. My inclination to give thanks is lessened somewhat at that realization.
 
I must concede that in fifth and sixth grade I thoroughly enjoyed school -- but not in any measurable sense. I made many friends, and even still keep in touch with a few of them, but what of that? As a professional educator in the 21st century, I am often reminded that I need to be data-driven. I don’t have time to waste on ephemeral pleasures or concerns about social and emotional matters. Performance counts.
 
Thanksgiving this year has made me realize that some of the blessings in our lives are obvious, but some warrant deeper examination. Looking back on my early education, I am thankful for those teachers who put academics (and pencil-gripping) first -- and thankful that those teachers who tried to reach the “whole child” didn’t harm me irrevocably. They may have shirked their accountability and neglected rigor now and then in their reckless pursuit of the joy of learning, but somehow it all worked out in the end.
 
Happy Thanksgiving, everyone!
 
David B. Cohen teaches English and serves as an academic advisor at Palo Alto High School in California. He is a National Board Certified Teacher and a co-founder of the Accomplished California Teachers (ACT) organization.

Should a “Lesson Plan Marketplace” Concern Us?

 

[click to enlarge image]

Teachers in the TLN Forum had lots to say about a recent New York Times article reporting on the growing tendency of teachers to sell lesson plans and other teaching materials they’ve developed via the Internet. A selection of comments from our discussion appeared in a recent post at Teacher Magazine, titled “Should Teachers Sell Their Class Materials?” If you’re interested in this topic, be sure to read this story.

We had more insightful comments than we could possibly fit into our Teacher space, so we thought we’d share more of them here. We do recommend reading the Teacher story first.

Several TLN members were taken aback by this paragraph in the NYT article:

“To the extent that school district resources are used, then I think it’s fair to ask whether the district should share in the proceeds,” said Robert N. Lowry, deputy director of the New York State Council of School Superintendents.

Like many teachers, Ken creates his lesson plans during uncompensated time:

If the school system wants to claim ownership of my lessons, which I create on weekends and evenings and during vacation, during the many extra hours for which I do not receive additional compensation, first they will have to pay me for that time. If they are not going to pay me additional for the hours I put in, which include searchingfor materials,reviewing them, thinking about how to use them, designing lessons and units, and laying out the materials (which are often NOT provided by the school system), then they have no claim of ownership and whatever I choose to do with them is my business.

As it happens, I design my lessons for my own use, and I am not sure how effective they would be for other people. I modify them based on my knowledge of my students individually and my classes each as a separate collective.

I am usually more than happy to share ideas and materials with other teachers -- in my building or in my system -- that I know perhaps only electronically.

But it is MY decision to share gratis the results of my efforts, and if I chose to charge -- assuming anyone would want to pay -- I fail to see how my school system has any claim upon the income I would generate.

A school system which wishes to take that approach might suddenly find it has so alienated its teaching staff that they will work to rule, which would mean no planning nor correcting/grading of student papers/tests outside the hours of the school day. Oh, and if you have two or three preps, one planning period a day will not get it done.

Sorry, but I am getting irritated at the small minds running some school systems who cannot see the forest for the trees, or whatever other image you care to use.

I am tired at having to take on an outside responsibility this evening for three hours plus travel time to make $100 to help pay my bills. If schools are so concerned about economic equity, they should start by paying us for all the hours we actually do work.

Mary added:

I agree with Ken. I am absolutely appalled at a school system's suggestion that they might own what a teacher creates. Since we have invested our own time and often our own money to educate ourselves, I believe the public school system owns none of it. (It's interesting that we are sometimes treated like blue collar workers and then other times like in-house talent.) In addition, I am currently getting my own professional development through various online NINGs, blogs, etc. that have nothing to do with my system's sanctioned program of development - which appears to be nil.

Nancy wrote:

As for the bureaucrat who works for New York's superintendents organization and his remark about the school district owning teachers' lesson plans and materials--wouldn't it be great if schools paid teachers extra for creating curriculum and materials, custom-tailored to their student population? In that case, teachers would be fairly compensated for their expertise, and the school would have some ownership rights. Schools don't balk at paying the big bucks for packaged curricula--and all of those materials were written by someone. Why shouldn't ground-level expertise be rewarded by both recognition and remuneration?

Vicky noted:

Imagine districts that might go beyond the familiar "publish or perish" mentality of higher education to a "produce or perish" attitude, requiring teachers to have a certain amount of financial intake each year. In addition, districts might consider the money teachers make on their lesson plans as stipends or part of the expected budget, so teachers would lose out on any classroom or departmental assistance they may currently receive.

Kathie offered her veteran’s perspective:

How much times have changed since I first entered the classroom in 1970! In my first year as a fourth grade teacher, an assistant principal told me the district follow-up worksheets were "crap" and I should make my own. How many hours I worked that first year to create my own materials, knowing I knew virtually nothing about how to do it, much less how to create an improved product! However, that was also the first step in acquiring a great affinity for creating my own lessons and units.

Now, however, I can go to the Internet and search for new ideas to supplement my own. I have yet to pay for a lesson -- I search under "free.” But teachers have been looking for pay for their ideas for a long time. A few years back, a company purchased my graph art ideas for two workbooks. I made $1,200 on the deal, but now I'm wondering how much more I might've made in the era of the Internet!

I see nothing wrong with teachers profiting from their ideas. I would try it myself, except that after so many years in the classroom, I recognize the fact that I have no clarity as to what is solely my own ideas and what I "borrowed" from others over the years. I may have to think more on that one!

A Compelling Case for Detracking Schools

Detracking for Excellence and Equity

By Carol Corbett Burris and Delia T. Garrity
(ASCD, 2008)

Reviewed by Sherry L. Annee
Biotechnology Teacher
Brebeuf Jesuit Preparatory School (IN)
Teacher Leaders Network

What are the indicators that a book has made a significant contribution within its discipline? It’s one that challenges and moves the reader to take notice of the information, internalize it, and act upon the new knowledge and one the reader quotes and reflects upon long after reading it. Detracking for Excellence and Equity by Burris and Garrity is such a book! For example, read these compelling claims by the authors:

“Tracking, by its very nature, causes the achievement gap to widen.”

In a tracked system, the “talents of late bloomers go undiscovered.”

“Track movement occurs in a downward direction far more frequently than it does in an upward direction.”

“When schools are determined to level the playing field for disadvantaged students and ensure that all have access to their finest curriculum, students begin to see college and career possibilities that before seemed out of reach.”

“The reality is that you can’t close the achievement gap until you close the curriculum gap that is created by tracking.”

“The practice of tracking is based on the belief that the capacity to learn is shaped by biology ad childhood environment, and that there is little that schools can do to affect learning capacity.”

Whether or not you agree with the previous statements, you must read this book. Burris and Garrity are persuasive and credible because they support their assertions with research and firsthand experience as former teachers and current administrators in New York.

They’ve witnessed the achievement gap and apathy that occur as a result of tracking. They worked for a superintendent who claimed that “By the year 2000, 75% of all South Side High School students will earn a Regents diploma” — quite a bold statement given it represented a 17% increase from the number of students receiving the Regents diploma when superintendent William H. Johnson set the goal in 1993. By 2000, 84% of South Side H.S. students earned a Regents diploma and in 2005 that number increased to 97% as a result of a systematic and purposeful elimination of tracked courses.

In their book Detracking for Excellence and Equity, Burris and Garrity define tracking, debunk the myths associated with it, tackle the politics of detracking, and address how to dismantle tracking and develop an effective curriculum process, support teachers, and maintain reform.

Chapter 4, which is perhaps the most compelling chapter, outlines the “Three Ps” that sustain tracking: prejudice (intellectual, racial, and socio-economic), prestige (teacher, parent, and student), and power (parent, teacher, administrator, and board member). Once a school leader has been able to identify resistant stakeholders in the community and confront their deep-seeded myths and fear with various types of data, many people emerge with a greater understanding of detracking and the educational obstacles associated with it. The authors acknowledge that “the most difficult phase of detracking is when a school begins to question its assumptions and beliefs about teaching practices” but frequently reinforce that it is important to differentiate the learning experiences but not the standards or learning objectives.

The authors’ coverage of detracking is so comprehensive that it leaves readers with far more answers than questions — while simultaneously inspiring us to improve the educational opportunities for students at our local schools. Upon finishing the book, one is left cheering for Garrity and Burris as they claim, “By altering our methods of instruction in heterogeneous classes, we can accomplish what tracking never could — excellent educational experiences for all students.”

A Book to Inspire a Culture of Trust and Build Teacher Community

Protocols for Professional Learning (The Professional Learning Community Series)
By Lois Brown Easton
(2009, ASCD)

Reviewed by Michael Fisher
Instructional Coach and Consultant (New York)
Teacher Leaders Network

I appreciate the opportunity to read and review Lois Brown Easton’s book on Professional Learning Protocols. It is a book that I know will have an impact on my own practice as a staff developer, and I’ve already used and shared many ideas from the text.
   
Because I work with schools helping teachers to set up Professional Learning Networks, both in-house and digitally, this book is specifically geared to my work with fellow educators. Many times, when I go into schools, teachers have not had much of an opportunity to meet in collegial groups, and they are satisfied with the “island mentalities” they have been allowed to cultivate over many years. This leads to not only missed opportunities, but also to feelings of inadequacy and a sense of constantly being under attack for failing to do this or that.

Easton’s career includes 15 years as a teacher, and long service as a curriculum leader and professional developer in Arizona and Colorado, including work with the Coalition of Essential Schools. In her introduction, she promises that through the use of protocols, teacher communities can “achieve trust and create a culture that is essential for collaborative work on issues of substance.” Schools can’t wait for a perfect culture to begin using protocols, she says. Instead, “it is through their use that the culture will develop and trust will emerge.”

Protocols, Easton tells us, are:

• Processes that help groups achieve deep understanding through dialogue.
   
• Structures for groups that allow them to explore ideas deeply through student work, artifacts of educator practice, texts relating to education, or problems and issues that surface during the day-to-day lives of educators.
   
• Guidelines for conversation based on norms that everyone agrees upon in order to make the dialogue safe and effective.
   
• A facilitated set of steps which everyone understands and has agreed to that permits a kind of conversation that people don't usually have when they discuss things.
   
• A constructivist approach to discussion that allows for deep development of ideas as certain people talk while others listen and then the talkers listen and the listeners talk, with each round characterized by reflection and exploration.
   
• A way for educators to build collaborative communities, sometimes called critical friends groups (CFGs) or professional learning communities (PLCs).

 Over the course of six chapters, Easton then explores the whats and whys of protocols and how they can be put to use to examine student work and professional practice, to address learning issues and problems, and to promote effective professional discussions. Each chapter describes various protocols in step-by-step detail. (See sample chapters here.)

The protocols in this book help to inspire the atmosphere and culture of trust and collegiality that is necessary to open and maintain conversations among teachers. When there is a framework of understanding, and a foundation of value for everyone’s participation and unique voice, it helps everyone move forward.
   
Besides the great examples she describes, Easton creates a defining framework around protocols and how they should be used. This supplies teachers and meeting leaders with detailed tools from which they can choose to facilitate different types of gatherings, whether the purpose is to share ideas, analyze a specific problem, or deal with something unpleasant in an honest but supportive way.
   
I especially liked that the author included a section on protocols to use with students. I am always being asked what I think about the peer review or peer collaboration process and what resources I have. Using protocols is a perfect way to examine, review, revise and discuss student work. The protocols listed facilitate both student to student interactions and teacher to student interactions.
   
This book also contains protocols for examining professional practice and for addressing issues and problems. Out of these, I found the Success Analysis protocol to be immediately useful, and have used it several times in professional development recently with wildly successful results. In fact, I just proposed to another staff developer that she may want to include a reference in her new book to this particular tool, as the content she is writing about is quite conducive to using protocols.
   
Overall, I see Protocols for Professional Learning as very necessary to the field and unique in its delivery. It’s short (70 pp.) and to the point and written in such a way as to be immediately useful to practitioners, be they teachers or administrators. It could also be useful, in part, to students, as they construct ways to be mutually supportive but also understand that all voices are necessary and needed. I was impressed and excited by what I read, and look forward to more from Lois Brown Easton and ASCD’s Professional Learning Community series.

I Want to Belong to This Club!

A Sense of Belonging: Sustaining and Retaining New Teachers
By Jennifer Allen
(2009, Stenhouse Publishers)

Reviewed by Marti Schwartz
Teacher, Novice-Teacher Educator (Rhode Island)
Teacher Leaders Network

I loved this book! When I began reading it in early September, I approached it through the lens of a coach/mentor for a group of novice teachers who spent a week with me in a seminar this past summer. From that perspective, I found the subtitle intriguing and hoped for good advice.

Shortly thereafter, in a moment of optimism, I agreed to come out of semi-retirement and signed on for a totally new professional experience: after 32 years of elementary teaching, I was suddenly facing urban high school students on a daily basis — as a quasi-novice!

These two roles — new-teacher mentor and rookie high school teacher — kept me reading Allen’s book, when I could find time to breathe. As each chapter unfolded yet another piece of the support plan under which Allen operates, I found myself wishing that I could magically whisk away and live in her town and work in her school, under her guidance.

The program that Allen and her Maine district (Waterville Public Schools) has established is one that sounds so reasonable and supportive that one can only wonder why this isn’t being practiced everywhere. If, as Allen says, “almost 50 percent of all new teachers leave our profession after only five years,”(research cited on p. 3), then our educational system is wasting a tremendous amount of time and energy by not supporting novices everywhere more fully. To keep retraining new recruits while five years of experience walks out the door is just plain foolish.

Allen makes it look simple: set up a routine that supports teachers with monthly meetings, assistance in planning, time to observe others, and guidance in teaching their own classes. She makes no mention of how this is all funded, and one wonders how, in these difficult times, the district is able to support each of these pieces. And, though she offers many inspiring stories of those novices, she does not offer any data about the retention rate of the new teachers in her district. But these are peripheral issues; the blueprint she offers is one that seems sound, replicable and intriguing.

Writing in a collegial, inviting style, Allen offers many stories of her own past experiences as a new teacher as well as examining the athletic adventures of her children and herself through the lens of the teaching and learning that takes place in the hands of a gifted coach. Her stories are spot on — we can easily grasp the guidance and wisdom being offered, even before she points it out.

The plan of teacher support is frequent, intensive, individualized, and brilliant. As a literacy coach Allen works, first, to build relationships with new teachers even before the school year begins (just as many of us try to connect with our students mid-summer, to ease their anxiety and generate their enthusiasm for the tasks ahead). Once a month new teachers are released for the day — spending the morning observing in classrooms, and the afternoons debriefing and planning, with guidance and support.

Allen works “in a first-year teacher’s classroom three times a week for at least 45 minutes, and supports them in their second or third year at least once a week or as needed.” (p. 6) This gives her the opportunity to get to know the students (and their demands or quirks) on an immediate basis, and allows the novice the chance to see a seasoned teacher work with her own students — sometimes experiencing the same challenges that she herself has faced. In partnership with a well-prepared coach, the novice can learn multiple ways to handle those challenges from a practitioner who has dealt with many, many challenging students and classrooms in the past.

Giving and interpreting assessments and using student work to guide instruction are key learning goals for novice teachers under Allen’s wing. Again, teachers are given two days out of their classroom (for fall and spring assessments) to administer, score, and analyze the assessments. For those of us who have tried to balance such work while teaching at the same time — this seems like heaven!

“The second and third years of teaching are an opportunity for new teachers to define themselves as educators. I see these years as an opportunity for new teachers to refine instructional practice and put together the pieces of the curriculum,” states Allen (p.59), noting that she continues “to support them in a way that nurtures them to become the teacher they want to be.” While Allen certainly has some ideas as a literacy coach of what “best practice” looks like, she seems wise enough to enable teachers to discover what it looks like for them.

Allen supports her teachers in other ways: providing them with student-sized dry erase boards, microcassette recorders, mentor texts, books to add to classroom libraries, writer’s notebooks, and other classroom supplies. Having spent 30 years in a suburban public school system, I must report that almost all of those supplies came out of teachers’ own wallets. But we also didn’t have a literacy coach, or someone who so passionately, wisely, devotes her time to ensuring that good things are happening in ALL classrooms, not just a chosen few. Should your own school experience be less supportive, reading through A Sense of Belonging will give you many concrete ideas about ways to improve your own literacy instruction, begin a study group, or venture into the realm of classroom visitations.

What Allen has given her novices is the gift of time: time to talk, reflect, observe, share, grow and learn, all with gentle, appropriate support. Additionally, the time is built into the novices’ teaching lives — professional growth does not require that precious moments be stolen from their non-existent “free time.”

What Allen has given to all of us is a powerful model of strengthening the practice of novice teachers, in a book that is enjoyable to read and inspiring to emulate. “New teachers are establishing lifelong habits of collaboration and reflection…” (p.91), she writes. And I have to agree: her novice colleagues, their students, and the educational system of Waterville, Maine, will surely reap the benefits for decades to come.

You Can Be a Change Leader

Leading Change in Your School: How to Conquer Myths, Build Commitment, and Get Results
By Douglas B. Reeves
Association for Supervision and Curriculum Development (ASCD) (2009)

Reviewed by Elizabeth Stein
Special Education Teacher (New York)
Teacher Leaders Network

My interest in this book was first sparked by the title. After all, with words like "leading change" and "conquer," any action-minded educator is likely to get drawn in. It was the author who caught my attention next. Being familiar with Douglas Reeves's work on change leadership, including his monthly column in Educational Leadership, my interest was clinched.
 
In Leading Change in Your School: How to Conquer Myths, Build Commitment, and Get Results, Reeves does not promise magic formulas. Instead he aims to instill hope and confidence in teachers and administrators who would like to transform their thinking into actions as change leaders. This is not just another "how to" book that proposes a framework of sequential steps, leaving readers with that "I’ve heard this before" feeling. The author strives to have the reader easily connect to the educators described in the book.

Reeves says,

The Change Leaders described in this book are veterans and novices, women and men; they represent a broad spectrum of cultures and backgrounds. They are introvert and extroverts, teachers and administrators, exceptional and ordinary. You will find, I hope, people like you, sharing similar challenges but perhaps with different results. Their stories are completely authentic.

The reader can easily connect to the reality that change is not an easy task to accomplish. Reeves states that when it comes to leading change there are often overwhelming challenges that lead inevitably to cynicism. As a result of traveling to many schools around the world, Reeves explains that he has found a number of effective change leaders who share common characteristics. For example these effective change leaders:

• engage colleagues rather than manipulate them
• focus on ideas-not personalities
• balance their sense of urgency

Reeves goes on to say:

...these are people who not only implement change successfully, but also appear to thrive on it. Their colleagues are no more insightful, desperate, or well-informed than the average. Rather, these change leaders share a common commitment to the notion that ideas are more important than personalities.

As I read this, I readily grasped the author's attempt to create an "I can do this in my school" mindset. This book is a great read for those who are new to the idea of becoming a change leader or for those who wish to extend their abilities. It is helpful for teachers or administrators who have already succeeded with a few ideas and feel the need to continue making positive changes.
 
Throughout the book, I noticed how skillfully the author brought idealism and realism together. For example, Reeves explains:
 
Sustainable change requires reorientation of priorities and values so that the comfort and convenience of the individual is no longer the measure by which the legitimacy of change is considered. Rather, we respond to a vision of change that is so compelling and whose benefits for others are so overwhelming that we see students and colleagues not as cogs in the machine but as stars in a galaxy that outshines our fears and dwarfs our apprehensions.

At the same time-and this is the key to change leadership-we know that each star in the firmament holds an essential place, and without it, a constellation would be diminished. Thus the paradox of change leadership is the elevation of a vision far greater than the individual and, at the same time, the elevation of the individual to a place that is unique, powerful, and essential.

Reeves blends his poetic ideals with the reality that everyday people can make the choice to be successful change agents. His book describes leaders who are everyday people-in schools across the globe-who have succeeded.

 The book is organized into four parts that include:

1. Creating Conditions for Change
2. Planning Change
3. Implementing Change
4. Sustaining change

Each chapter builds upon the next to allow the reader to absorb realistic views that can be transformed into the actions of successful change leaders. In addition, an appendix provides supporting documents to guide the reader to begin changing rhetoric into reality. Each part of the book is comprised of 3 to 5 chapters that fully outline specific experiences and steps for taking action.
 
Reeves's writing style, along with the information provided in the book, make for an interactive reading experience. For instance, the author encourages the reader to share his own successful change leadership stories by visiting ChangeLeaders.info, which is a noncommercial website devoted to sharing successful ideas and research.

I recommend this book for all who desire to break the barrier of the cynicism of change. The reader can be left with the thought that by applying simple yet powerful ideas, determined educators can enjoy the experiences that result from taking the initiative to be successful change leaders.