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ollaboration Tools Collaborative learning is essentially people working together to solve a problem, create a product, or derive meaning from a body of material. A central question or problem serves to organize and drive activities, and encourage application, analysis, and synthesis of course material. While the landscape of technology that can be used to support central activities of collaborative learning is vast and varied, it is often lumped together under a single label: "collaboration tools." Given this vast and distributed landscape of tools, the difficulty of finding one or a set of tools to meet your goals can be time intensive. We are here to help. For faculty who are interested in learning more, want to explore, or try out a tool, contact us to talk with an Eberly colleague in person.

I learned about the math kits from the book, Reggio-Inspired Mathematics and grateful for the power of Twitter and the opportunity to directly connect with Janice. I asked and she kindly sent the list of materials for each kit. I will be putting together a set of math kits and sharing with my students the three formats for mathematical provocations. As described by Gandini (1998) provocation is something arriving by surprise. Provocation is a means for provoking further action. I like that the book links provocations and invitations as one in the same responding to the question about “what’s the difference” that I hear so often. Let’s get beyond trying to define them so discreetly and get onto the task of creating them in multiple formats.

Right away, certain patterns emerged. First, great teachers tended to set big goals for their students. They were also perpetually looking for ways to improve their effectiveness. For example, when Farr called up teachers who were making remarkable gains and asked to visit their classrooms, he noticed he’d get a similar response from all of them: “They’d say, ‘You’re welcome to come, but I have to warn you—I am in the middle of just blowing up my classroom structure and changing my reading workshop because I think it’s not working as well as it could.’ When you hear that over and over, and you don’t hear that from other teachers, you start to form a hypothesis.” Great teachers, he concluded, constantly reevaluate what they are doing. Superstar teachers had four other tendencies in common: they avidly recruited students and their families into the process; they maintained focus, ensuring that everything they did contributed to student learning; they planned exhaustively and purposefully—for the next day or the year ahead—by working backward from the desired outcome; and they worked relentlessly, refusing to surrender to the combined menaces of poverty, bureaucracy, and budgetary shortfalls. But when Farr took his findings to teachers, they wanted more. “They’d say, ‘Yeah, yeah. Give me the concrete actions. What does this mean for a lesson plan?’” So Farr and his colleagues made lists of specific teacher actions that fell under the high-level principles they had identified. For example, one way that great teachers ensure that kids are learning is to frequently check for understanding: Are the kids—all of the kids—following what you are saying? Asking “Does anyone have any questions?” does not work, and it’s a classic rookie mistake. Students are not always the best judges of their own learning. They might understand a line read aloud from a Shakespeare play, but have no idea what happened in the last act.