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Scott Nancarrow

Bullying in Schools Plagues Neurodivergent Students: ADDitude Survey - 0 views

  • Advertisement ADHD Parenting Friendships & Activities Friends at School Bullying Is the Norm. So Is an Inadequate Response. Bullying plagues a majority of neurodivergent students at school, on social media, and/or on the bus. When asked about the school’s response to incidents of bullying, 72% of ADDitude readers surveyed said they were dissatisfied and only 12% said the bullies faced any punishment. By ADDitude Editors Verified Updated on October 28, 2022 Email Save Save
  • Bullying Prevention Strategies
  • For Educators and School Staff
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  • Respond quickly and consistently to bullying. Always try to stop bullying on the spot, as it can stop bullying behavior over time. Do not ignore the situation and assume that the issue will resolve on its own. Avoid forcing the bully and victim to “work it out” on the spot. Get medical attention or police help if warranted.
  • Incorporate bullying prevention activities in lessons. Get creative. Students can learn how to respond to bullying, how to report it (including cyberbullying) to teachers and staff, and the role they play in fostering a culture of safety, inclusion, and respect at school.
  • Conduct school-wide bullying assessments and evaluation prevention efforts. Refine plans as necessary.
  • Bullying generally happens in areas where supervision is limited – playgrounds, crowded hallways, lunchrooms, school buses, etc. Monitor these hot spots.
Scott Nancarrow

Telling Your Child They Have a Learning Disability Is Critical - 0 views

  • Many parents are afraid that “labeling” a child as having a learning disability will make him feel broken, left out, or less willing to try. In fact, the opposite is true: giving your child an understanding of the nature of his learning disabilities will comfort him — and motivate him to push through his challenges.
  • The knowledge that he has an identifiable, common, measurable, and treatable condition often comes as great comfort to the youngster. Without this information, the child is likely to believe the taunts of his classmates and feel that he indeed is a dummy.
  • If a child does not have a basic understanding of the nature of his learning challenges, it is unlikely that he will be able to sustain his motivation in the classroom.
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  • During these discussions, emphasize her strengths and affinities, and do not simply focus on her weaknesses and difficulties. Express optimism about her development and her future.
  • Remind your child that she can indeed learn, but that she learns in a unique way that requires her to work hard and participate in classes and activities that are different from those of her peers and siblings.
  • Draw on learning struggles and challenges that you faced and outline the strategies you used.
  • Print Facebook Twitter Instagram Pinterest A parent once called my special education school to request an admissions visit for her and her son, who was struggling mightily in school. She asked a strange question in her initial phone call: “Does the school have any signs or posters displayed that identify the program as a school for kids with learning disabilities?” I asked her why she wished to know this. She replied, “My son doesn’t know that he has a learning disability, and we don’t want him to know.” He knows, Mom. Believe me, he knows.
  • Demystify your child’s daily struggles.
  • Look for and take advantage of teachable moments.
Jill Bergeron

How Listening and Sharing Help Shape Collaborative Learning Experiences | MindShift | K... - 0 views

  • In school, getting people to share can be difficult. Learners may be diffident, or they may not have good strategies for sharing. Children often do not know how to offer constructive criticism or build on an idea. It can be helpful to give templates for sharing, such as two likes and a wish, where the “wish” is a constructive criticism or a building idea.
    • Jill Bergeron
       
      Template for young children to follow when giving feedback.
  • listening and sharing as cooperative techniques can alleviate frustration and, more importantly, allow group learning to surpass what would be possible by a single student (Slavin, 1995).
  • when students collaborate on class assignments, they learn the material better (we provide examples below). Ideally, small group work can yield both better abilities to cooperate and better learning of the content.
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  • Visual attention provides an index of what people are thinking about.
Jill Bergeron

The Marshall Memo Admin - Issues - 0 views

  • “While people usually gain power through traits and actions that advance the interests of others, such as empathy, collaboration, openness, fairness, and sharing, when they start to feel powerful or enjoy a position of privilege, those qualities begin to fade.”
  • Behaviors like these undermine leaders’ effectiveness by depressing the performance of those around them, and are ultimately self-defeating.
  • power puts us in something like a manic state, making us feel expansive, energized, omnipotent, hungry for rewards, and immune to risk – which opens us up to rash, rude, and unethical actions.” But it turns out that simply being aware of those feelings – “Hey, I’m feeling as if I should rule the world right now” – and monitoring impulses to behave inappropriately helps keep those behaviors in check.
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  • When Keltner works with up-and-coming executives, he counsels them to remember and repeat the virtuous behaviors that helped them rise in the first place and develop three essential practices: empathy, gratitude, and generosity.
  • To practice empathy: -   Ask a question or two in every interaction, showing genuine interest in the subject. -   Paraphrase important points made by others. -   Listen with gusto, orienting your body and eyes toward the person speaking and verbally showing interest and engagement. -   When someone comes to you with a problem, don’t jump right to judgment and advice but say something like, “That’s really tough” or “I’m sorry.” -   Before a meeting, take a moment to think about the person you’ll be with and what’s happening in his or her life.
  • The alternative mindset is that people can grow professionally and managers can change the way people perform through effective coaching, management, and intrinsic rewards like personal development and making a difference.
  • “From Silicon Valley to New York, and in offices across the world, firms are replacing annual reviews with frequent, informal check-ins between managers and employees.”
  • One observer called the traditional performance evaluation a “rite of corporate kabuki” that restricted creativity, generated mountains of paperwork, and served no real purpose. It was also an incentive to put off bad news until the end of the year, at which point both manager and employee may have forgotten what the problem was.
  • There’s one more reason: once-a-year reviews focus on past performance rather than encouraging current work and grooming talent for the future.
  • To practice gratitude: -   Make thoughtful thank-yous a part of how you communicate with others. -   Send colleagues specific and timely e-mails or notes of appreciation for a job well done. -   Publicly acknowledge the value that each person contributes to the team, including support staff. -   Use the right kind of touch – pats on the back, fist bumps, high-fives – to celebrate success. • To practice generosity: -   Seek opportunities to spend a little one-on-one time with people you lead. -   Delegate some important and high-profile responsibilities. -   Give praise generously. -   Share the limelight – give credit to all who contribute to the success of your team and your organization.
  • employees, especially recent college graduates, learn faster from frequent, detailed feedback from mentors and superiors. Second, companies realized they needed to be agile to survive and thrive in the competitive, ever-changing marketplace and real-time performance monitoring and feedback led to more rapid adaptations. And third, managers saw that teamwork was key to innovation and productivity and moving from forced annual ranking to frequent individual accountability was more conducive to teamwork and better results.
  • Studies of the workplace show that the time employees spend helping others is as important to their evaluations and chances of promotion as how they do their jobs. And Grant’s own research on “givers” (who enjoy helping others) and “takers” (who are focused on coming out ahead) shows that givers consistently achieve better results.
  • on the most difficult part of his exams – the multiple choice section – if a student was unsure of an question, he or she wrote down the name of another student who might know the answer – like asking for a lifeline on “Who Wants to Be a Millionaire.” If the classmate had it right, they both earned points; one person’s success also benefited a classmate. Grant reports that this made a big difference – more students joined study groups, the groups pooled their knowledge, and the class’s average score went up 2 percentage points compared to the previous year. Why? Because one of the best ways to learn something is to teach it to someone else, and that’s what was going on in the groups.
  • There was something else going on in the lifeline idea: transactive memory, or knowing who knows best and taking advantage of their knowledge. It’s easier to get help if you know where to look.
  • In this Chronicle of Higher Education article, Ellen Boucher (Amherst College) says the “pressure of perfection” is causing lots of stress for students in their teens and twenties, contributing to the rising suicide rate in this age bracket.
  • The burden of multiple obligations can seem insurmountable.”
  • Sociologists have shown that students from less-privileged backgrounds often have trouble understanding the unwritten rules of college life – the so-called hidden curriculum… [A]sking a professor for an extension doesn’t always come naturally. It might not even occur to them as an option.”
  • all students can elect to take a two-day grace period on any paper, with no questions asked.
  • “Since changing my policy, I’ve seen higher-quality work, less anxiety, and fewer cases of burnout.
  • Rebrand. A more inviting name for these perennial meetings is “progress conferences.” This is more positive and doesn’t seem to exclude foster parents and guardians.
  • Finesse the childcare issue. “To pay a babysitter to watch your three younger siblings so a parent can attend a conference is not going to happen,” says Ohio high-school teacher Allison Ricket. She invites parents to bring along other children and provides crayons and paper in an area at the back of her classroom where they can entertain themselves during conferences.
  • Accommodate. Some parents need an interpreter (children shouldn’t be asked to translate) and support with disabilities.
  • Change the dynamic. It makes a difference if a teacher sits side by side with family members and doesn’t hold a clipboard or pad of paper; open hands suggest an open mind.
  • Involve students. Progress conferences are much more helpful when students are at the table reporting on their progress, challenges, and goals. Advisory group meetings focus on preparing students to lead parent conferences and lobby their parents to attend.
  • • Listen. “Parents usually come in having an idea of what they want to talk about, so I like to be open and ready for whatever they need,” says Ricket. Although she has students’ grades and portfolios on hand, she lets parents go first and is careful to empathize with any concerns they have.
  • “mathematics is better taught when everyone shares in consistent language, symbols and notation, models and schema, and rules that support developing learners. The idea behind this comprehensive agreement is not unlike a schoolwide behavior management policy – whereby children hear the same phrases, share identical expectations, and experience practices that are common and consistent year after year across classrooms and throughout the school.”
  • Language – Moving from less conceptual language – borrowing, carrying, reducing fractions, the “Ring around the Rosie” property – to more mathematically appropriate language – regrouping, simplifying fractions to the lowest terms.
  • Symbols and notation – For example, writing fractions with a slanted bar 3/8 may confuse students who think the bar is the numeral 1 and think it’s 318.
  • Models and schema
  • Number lines or graphics should be consistent through the grades, for example, a graphic showing two parts next to one whole.
  • Rules
  • “This unified approach is particularly helpful for students who struggle,” conclude Karp, Bush, and Dougherty, “as it provides a recognizable component to new content. Additionally, all learners in a school can make connections among ideas in a unified and collaborative culture that promotes stronger learning in mathematics.”
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    "Online Resources for Teaching About the Presidential Campaign             In this article in Education Week, Madeline Will shares five free classroom resources for teaching and discussing this year's election: -   Letters to the Next President 2.0 www.letters2president.org - Students' letters to the 45th president will be published by PBS member station KQED and the National Writing Project. -   Teaching Tolerance Election 2016 Resources www.tolerance.org/election2016 - These include a civility contract, civic activities, and PD webinars. -   iCivics www.icivics.org/election_resources_2016 - Materials on the basics of democracy, with an interactive digital game in which students manage their own presidential campaign. -   C-Span Classroom www.c-spanclassroom.org/campaign-2016.aspx - Primary sources with historical and contemporary video clips and related discussion questions, handouts, and activity ideas. -   Join the Debates www.jointhedebates.org - Curriculum materials for collaborative discussions on issues in the campaign and debates.   "Educators Grapple with Election 2016" by Madeline Will in Education Week, September 14, 2016 (Vol. 36, #4, p. 1, 12-13), www.edweek.org "
Jill Bergeron

The Marshall Memo Admin - Issues - 0 views

  • Every superintendent, or state commissioner, must be able to say, with confidence, ‘Everyone who teaches here is good. Here’s how we know. We have a system.
  • school-based administrators “don’t always have the skill to differentiate great teaching from that which is merely good, or perhaps even mediocre.” Another problem is the lack of consensus on how we should define “good teaching.”
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      We need consensus on how we define good teaching. We don't have metrics in place to determine good, mediocre and bad teaching.
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  • Only about six percent of teachers are ineffective, she continues. For the remaining 94 percent, the emphasis should shift from ratings to learning.
  • And what do we know about professional learning? That it requires: • Active intellectual engagement – That is, self-assessment, reflection on practice, and on-going conversations; • Trust – “Fear shuts people down,” says Danielson. “Learning, after all, entails vulnerability. The culture of the school and of the district must be one that encourages risk-taking.” • Challenge – “The culture must include an expectation that every teacher will engage in a career-long process of learning,” she says, “one that is never ‘finished.’ Teaching is simply too complex for anyone to believe that there is no more to learn.” • Teacher collaboration – PD and supervisory suggestions rarely drive classroom improvements, says Danielson. “Overwhelmingly, most teachers report that they learn more from their colleagues than from an ‘expert’ in a workshop… or being directed by a supervisor to read a certain book or take a particular course.” Most often, classroom improvement comes from working with colleagues analyzing student work and planning curriculum.
  • a new system should include: -   An emphasis on professional learning in a culture of trust and inquiry; -   A career ladder from probationary to continuing status after about three years; from that point on, the main emphasis becomes professional learning; -   Differentiation in the evaluation system, with novice teachers getting support from a mentor and being evaluated every year; -   Career teachers assessed periodically to ensure continuing quality; -   Teacher leadership positions (mentor, instructional coach, team leader) for which experienced teachers in good standing are eligible to apply; these come with training and support, extra compensation, or released time during the regular school day; -   The ability to identify seriously underperforming teachers, support their improvement, and if sufficient progress isn’t made, deny them tenure or continuing employment.
  • “Former service members tend to be committed to their students and tenacious in their efforts to improve,” say Parham and Gordon. Some early studies suggest that over time, veterans are stronger in classroom management, instructional practices, and student results.
  • Veterans who have had life-and-death combat experiences “tend to have low tolerance for petty politics in schools or for initiatives that seem unrelated to educating students. Former service members may sometimes seem overly assertive in discussions with colleagues.”
  • Veterans entering the classroom may feel like novices and have to adjust to their students not snapping to attention when given an order.
  • Veterans who are used to explicit operating procedures have to decode the unspoken expectations on how to relate to colleagues, handle student discipline, deal with parent concerns, get supplies, and get help.
  • “Discussions of shared experiences, shared values, and shared goals can help veterans and other teachers begin to build relationships.”
  • This might consist of a well-chosen mentor (similar to their “battle buddy” in the military), a support team (perhaps a grade-level or subject team that meets regularly), and a support network with other veterans in the school or district.
  • Veterans need an especially thorough briefing as they enter a new setting, including policies, procedures (copying machines, grading, and more), formal and informal rules, and a map of the school.
  • up to speed on teaching priorities, curriculum breadth versus depth, dealing with student differences, lesson planning, instructional materials, and, of course, discipline.
  • Support for this common challenge can come from peer coaching, observing expert teachers, workshops, articles and books, and seminars.
  • Rather, the mastery of new concepts happens in fits and starts. “Content should not be kept from students because it is ‘developmentally inappropriate,’” says the report. “To answer the question ‘is the student ready?’ it’s best to consider ‘has the student mastered the prerequisites?’”
  • Effective teachers make content explicit through carefully paced explanation, modeling, and examples; present new information through multiple modalities; and make good use of worked problems.
  • Effective teachers assign tasks that require explanation or require students to organize material in meaningful ways. Stories and mnemonics are also helpful in getting students to impose meaning on hard-to-remember content.
  • we shouldn’t push skeptical students to say, “Natural selection is one of the most important ways species came to be differentiated.” Better for them to say, “Most scientists think natural selection is one of the best explanations.”
  • Practice is essential to learning new facts, but not all practice is equally effective.
  • Frequent quizzes with low stakes, and students testing themselves, help establish long-term retention through the “retrieval effect.”
  • Each subject has basic facts that support higher-level learning by freeing working memory and illuminating applications.
  • Good feedback is specific and clear, focused on the task rather than the student, explanatory, and directed toward improvement rather than merely verifying performance.
  • To transfer learning to a novel problem, students need to know the problem’s context and its underlying structure.
  • Explicitly comparing the examples helps students remember the underlying similarities. With multi-step procedures, students need to identify and label the sub-steps so they can apply them to similar problems. It’s also helpful to alternate concrete examples and abstract representations.
  • Motivation is improved if students believe that intelligence and ability can be improved through hard work, and if adults respond to successful work by praising effective effort rather than innate ability. It’s also helpful for teachers to set learning goals (e.g., mastering specific material) rather than performance goals (competing with others or vying for approval).
  • Intrinsic motivation leads to better long-term outcomes than extrinsic motivation.
  • It’s difficult to gauge one’s own learning and understanding. That’s why students need to learn how to monitor their own learning through assessments, self-testing, and explanation.
  • Students will be more motivated and successful when they believe they belong and are accepted.
  • Teachers need to recognize and dispel a set of incorrect beliefs about teaching and learning: -   Misconception #1: Students have different “learning styles.” -   Misconception #2: Humans use only 10 percent of their brains. -   Misconception #3: People are preferentially “right-brained” or “left-brained” in how they think. -   Misconception #4: Novices and experts think in all the same ways. -   Misconception #5: Cognitive development progresses in age-related stages.
  • having students work in groups for 30-45 minutes coming up with test questions that might be used (or reworded) in the actual exam. This is a two-fer, says Lang: it not only gives students a sense of control over their learning but also serves as an effective review session.
  • Open assessments – This involves leaving 10 percent of the syllabus for an assignment that students create with the instructor.
  • Class constitutions – Having students collectively come up with ground rules for a course gives them a collegial sense of working together toward a shared purpose.
  • “Teaching evolutionary theory is not in and of itself religious indoctrination.” That’s because evolution is not a religion. “How could a religion have no beliefs about the supernatural? No rituals? No moral commandments?”
  • ask students to learn about evolution without insisting that they believe it.
  • Students learn new ideas by linking them to what they already know.
  • “It turns out children are better able to cope if they understand what they’re going through is normal, that it affects everyone, and that it will pass,” comments Adam Gamoran of the William T. Grant Foundation. “How we think about a stressful situation influences how we feel and how we perform.” Studies like this, he says, “show how deeply intertwined are cognition and emotion.”
  • use of Twitter in his middle-school science classroom
  • Connecting students to reputable, relevant scientific people and organizations in real time
  • Twitter as authentic audience – Students constantly tweet ideas, assignments, projects, suggestions, and photographs to each other, broadening the reach of their thinking.
  • Twitter as embedded literacy – Students get plenty of practice with succinct writing as they share analyses and observations.
  • Managing students’ encounters with objectionable material from the outside world, including occasional use of profanity and sexually suggestive follower requests.
  • Comparing services – Proportional reasoning, equations, creating and analyzing graphs, and number sense; -   Planning a budget – Organizing and representing information and number sense; -   Determining the costs and payoffs of higher education – Percentages, compound interest, and rates; -   Playing the Stock Market Game – Ratios, proportional reasoning, reading and analyzing reports and graphs, and algebraic thinking (e.g., gains and losses).
  • “The term generally refers to using a wide variety of hands-on activities (such as building, computer programming, and even sewing) to support academic learning and the development of a mindset that values playfulness and experimentation, growth and iteration, and collaboration and community. Typically, ‘making’ involves attempting to solve a particular problem, creating a physical or digital artifact, and sharing that product with a larger audience. Often, such work is guided by the notion that process is more important than results.”
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    ""Researchers Probe Equity, Design Principles in Maker Ed." by Benjamin Herold in Education Week, April 20, 2016 (Vol. 35, #28, p. 8-9), www.edweek.org"
Jill Bergeron

4 Proven Strategies for Teaching Empathy | Edutopia - 0 views

  • Empathy is the ability to understand and share the feelings of another.
  • In psychology, there are currently two common approaches to empathy: shared emotional response and perspective taking.
  • Shared emotional response, or affective empathy, occurs when an individual shares another person’s emotions.
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  • Perspective taking, also known as cognitive empathy, occurs when a person is able to imagine herself in the situation of another.
  • Teachers can be role models who, by example, show students the power of empathy in relationships.
  • Ask students to break into small groups and discuss how important it is to understand that many people disagree with us simply because they have a different point of view. Debrief the student comments.
  • In the classroom, literature can be used to help students see a situation from different perspectives.
  • We designed the HEAR strategy to help students recognize and block out that noise as they devote their attention to listening to one another. The HEAR strategy consists of these steps: Halt: Stop whatever else you are doing, end your internal dialogue on other thoughts, and free your mind to give the speaker your attention. Engage: Focus on the speaker
  • Anticipate: By looking forward to what the speaker has to say, you are acknowledging that you will likely learn something new and interesting,
  • Replay: Think about what the speaker is saying. Analyze and paraphrase it in your mind or in discussion with the speaker and other classmates.
  • Be aware of your feelings and thoughts about your ability to understand and share in the feelings of others. With metacognitive awareness, we can all become more effective at taking another’s perspective throughout our lives.
Gayle Cole

Chris Lehmann's Keynote at #140edu 2012 « 140 Character Conference - 0 views

  • When I was in high school I hated biology. Funny that I became the Principal of a science high school. But I hated biology for one simple reason: I am a horrendous artist. Every lab report that I did looked like I had dissected an amoeba.
  • But my best friend, who sat next to me, was an amazing artist. And I’m a pretty good writer. You know, I look back and I think, you know, if you had you only let us collaborate, we could have done some really amazing work, even without some of the tools that we have at our disposal today, we could have done great stuff.
  • we are beginning to realize that power of collaboration. People really do talk about the idea of collaboration being the 21st century ‘silver bullet.’ I think people have been collaborating for a really long time. I think we’re only now getting good at it in schools—at least in some schools.
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  • This is going to be SLA’s seventh year. In those seven years I’ve had seven superintendents. [Laughter, applause.]
  • And what is driving all of the decisions right now in cities all over this country? It’s this question: ‘How good are your test scores?’
  • For example, in this state [New York], the state-wide English Language Arts Regents exam was a high-stakes test for students and for teachers. It determined students promotion. It determined whether or not teachers would keep their jobs. It determined whether or not schools would stay open. There was question about a talking pineapple. And again, Adam referenced this earlier. But again, the amazing thing was that they claimed that they took it from this children’s author. They interviewed the children’s author. He said they got it wrong!
  • do you know who made the test? Anybody? Pearson. Not educators. Not state officials. Not the way that it used to be, when at least these tests were designed by people who did not have a financial stake in the game. Instead, this test was designed by a company that was deeply, deeply concerned that it be financially profitable.
  • educators have more stuff thrown at them than they’ve ever had to think about before. I am the child of a lifelong teacher and a union lawyer, so all of these ideas are incredibly derivative and I take them from my parents
  • we wonder why so many teachers push back as we say, ‘Oh and by the way, you’ve got to learn Twitter and Edmodo and this and that and the other and all of these tools.
  • powerful question: Is school relevant? And behind that is the question that many of us as teachers are asking: Am I relevant?
  • t if you ask her, ‘Who are you?’ the first thing she says isn’t ‘Oh, I’m a publicist.’ But if you ask a teacher, ‘Who are you?’ they are going to say, ‘I am a teacher.’ Who we are is wrapped up deeply in what we do and what do is under attack and changing rapidly, and that uncertainty is very difficult to deal with.
  • Johnny Learned to Read. Johnny went to the Store. Johnny went to the Park. Johnny killed himself because learning was boring! [Laughter.]
  • I respect what Deven Black said about the idea of ‘get out of school before the school kills the joy of creativity and kills that joy of learning that you have’ I also believe that school can be amazing places of learning. Schools can teach us how to learn, more than any fact or figure that we can get in a classroom. What schools should teach us is how learn, that metacognitive practice of figuring out, ‘How do I learn best? How do I make sense of our world?’ And when I do that, schools can help us learn to live.
  • Spanish 4 class at Science Leadership Academy. Now, what the kids had to do was to write an essay about hwo they were. Identity is a frequent theme at SLA. The essay was of two parts: One, what was visible about them and, two, what was invisible about them.
  • Schools can help us learn to live.
  • The incredibly reflective moment they were going through was, ‘How could we have prevented this as teachers? What are we doing wrong, that these are the students we are creating? These are the citizens we are creating?’
  • I think that when you are told the whole purpose you are learning this stuff is so you can work for somebody someday and that you can be part of the global economy. I think that’s an isolating feeling. I don’t think that builds community or gets us where we need to go.
  • we need to start talking about ‘the global citizen.’ We need to start talking about community
  • We would instead make sure that every child had a deep and powerful understanding of statistics before they left formal education
  • We’re creating a profoundly innumerate society and solving problems that we face today are going to need people who understand numbers.
  • but school belongs to our best, most powerful democratic instincts as a society. And what we are seeing right now, is a lot of people saying that schools need to be just like business.
  • If not that corporate model, then what model?
  • there’s a profound difference between these two statements: ‘I care about kids, and I care for kids.
  • We need to stop saying, ‘I teach math. I teach English. I teach art.’ We need to start saying, ‘I teach kids.’ And then we build systems and structures that reflect that.
  • we’ve got to understand that an inquiry-driven education is the most powerful way to learn
  • By the way, there is one questions that every teacher should ask a bazillion times a day that they don’t know the answer to. That question is, ‘What do you think?’
  • Want to see a really amazing thing with a group of kids? Read a book with them freshman year. Have them write their reflections on the book. Read it with them again in their senior year. See what the book holds for them now. Teach them that ideas and answers can change. And that that’s good.
  • It’s called the Dialogic Curriculum. It’s by a woman named Patricia L. Stock.
  • This isn’t just about talking. What I see in a lot of classrooms when I visit schools is people talking and listening—but not really. I see in a lot of classrooms debate, where kids are listening for the thing they can disagree with. So that way they can make their point. Right? We’ve all had that experience where the teacher says, ‘Wait a second, I’ll get back to your comment in a minute.’ Three or four more kids have said the thing and the kid says the exact same thing that they were going to say four questions ago, because they didn’t listen to the four things that the other kids said. We need to teach kids that we can argue and we can discuss to learn.
  • Teach kids to build their ideas off of others. Teach them not just to disagree, but run a classroom where no one is allowed to talk until they first express their idea, before they first echo back what they’ve heard from someone else. What did I learn from what you just said? ‘Well, I understand that you just said this, and I thought that this was really interesting. And where I found disagreement or disharmony was here.’ But first I’ve got to acknowledge the things that you said. First I’ve got to acknowledge that you said that with which I can find common cause. Teach kids to build, not just tear down.
  • What they’re selling to us as personalized learning is, ‘everybody does the exact same content, only at your own pace.’ That’s not personal!
  • If someone shows up and says, ‘We’ve got a great new personalized learning system. You put the kids on the computer and they all go at their own pace.’ Say to them, ‘That’s not personal. When do they get to do the things they care about?’
  • This is two of our students competing in a kinetic sculpture contest. Think about that. And what’s cool about it is that they built this device in their engineering classroom. Our kids in our engineering classrooms have built a solar water heater, and Engineers Without Borders took the actual thing that the kids built, shipped it to Sierra Leone, where what our kids built is now being used to heat water in order to sterilize instruments in a hospital for amputee victims. Our kids have built flow-process biodiesel generators, and they have then released the designs to anyone who wanted to use them, under a Creative Commons license. What we found out was that students in Central and South America built what are kids designed and are using it to take their schools ‘off the grid’ by powering their own schools.
  • Ask powerful questions. Seek out answers. Build real stuff. That’s inquiry-driven project-based learning.
  • world
  • What we are really trying to do is help our kids change the
  • Project-based learning is when the kids own head, heart and hands—when the work that they do, that matters to them, is the most important thing in a classroom—is the highest form of work that gets done. That’s true project-based learning.
  • In every single class at SLA, for all four years that they are there, every quarter has what we call a benchmark project in each class that that allows every child to build something that serves as the signpost of their learning every single quarter.
  • nquiry—what are the questions we can ask; Research—how do we find the answers to those questions; Collaboration—how do we work together to make those answers deeper, better and richer; Presentation—how do we share what we’ve learned; and Reflection—
  • You must build systems and structures to allow kids to do real stuff, and then get out of their way. By the way, once they have, you’ve got to let them share it.
  • You can share stuff in the physical world, you can share stuff in the virtual world, but kids have got to understand that they can be expert voices in the world. Create the space for them to do it. You don’t have to tell them how.
  • She said, ‘I just expose them to a whole bunch of different ideas and then said, go learn the stuff you need to learn.’
  • you have to share what you know
  • Chris Lehmann (@chrislehmann) is the founding Principal of the Science Leadership Academy (SLA)
  • honored by the White House as a Champion of Change for his work in education reform. In June 2010, Chris was named as one of the “30 Most Influential People in EdTech”
Jill Bergeron

Modern Professional Learning: Connecting PLCs With PLNs | Edutopia - 0 views

  • a Professional Learning Community is "a group of educators that meets regularly, shares expertise, and works collaboratively to improve teaching skills and the academic performance of students."
  • A PLC is made up of "a school's professional staff members who continuously seek to find answers through inquiry and act on their learning to improve student learning.
  • Teachers who work in more supportive environments become more effective at raising student achievement on standardized tests over time than do teachers who work in less supportive environments.
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  • a PLC is typically: Face to face High accountability Comprised of colleagues from a face-to-face or daily environment Comprised of peers with similar professional responsibilities
  • Torrey Trust defines the PLN (PDF) as "a system of interpersonal connections and resources that support informal learning.
  • according to multiple, peer reviewed studies, simply being in an open network instead of a closed one is the best predictor of career success . . . the further . . . you go towards a closed network, the more you repeatedly hear the same ideas, which reaffirm what you already believe. The further you go towards an open network, the more you're exposed to new ideas
  • PLNs are typically: Online and open More informal Open to a free flow of ideas Often welcoming to newcomers
  • PLNs' weaknesses are: Teachers get excited about an idea but meet resistance in their local school. Teachers have no way to share and discuss ideas with their local school. Some educators use their PLN inconsistently and have no accountability to keep learning. PLNs can be overwhelming because it seems like too much, or users can't focus. Authentic conversations can become dominated by a few loud voices. Some hashtag founders exhibit territorial behavior that limits conversation. Trolls and spammers can derail hashtag conversations.
  • "Blend" your school's PLC by creating an online space for it. Make this a simple place to share resources and ideas gleaned from participants' PLNs. Many teachers don't collaborate online because it's just one more thing to do. Make it simple to share. Give the less social-media-savvy educators simple options such as an email subscription to a few blogs.
  • Encourage educators to share ideas. Set specific goals. You can't be everywhere and do everything. Focus can achieve incredible results if you're all searching your PLNs for new ideas to tackle a troubling issue in your PLC
  • 5. Link the online and face-to-face worlds. Administrators and others should mention the online spaces in staff meetings. Likewise, an online reflection of something said at the PLC helps show continuity. Educators should see both the online and face-to-face spaces as substantial parts of their PLC.
  •  
    This article gives the benefits and weaknesses of PLNs and PLCs.
Jill Bergeron

Beyond Parent-Teacher Conferences - 1 views

  • 1. Value Parent Voice During the Conference: Start conferences by having parents share their impressions of how school is going for their child. Ask them to share what is working well for their child, what they see their child struggling with, and whether they have any specific questions they’d like answered during the conference. To save time, you can have parents answer these questions in writing before the conference. Showing parents that you value their expertise sets the stage for true collaboration. Hearing parents talk about their observations and concerns allows you an opportunity to assess the most productive direction for the conference. Beyond: Draw upon parents’ expertise throughout the year. If you’re struggling with a student, talk to his parents and don’t be afraid to ask for advice by asking questions such as, “Does this ever happen at home? What helps the situation?” True collaboration means learning from each other; building relationships with parents can help students receive better support at home and school. 2. Set Goals During the Conference: After having parents share their impressions of how school is going for their student, I shared my observations, student work, and assessment data. After looking at the information gathered from both home and school, I found success using this sheet to assess students’ progress and set goals. Sometimes I didn’t have enough time to fill in the sheet as I talked with families, so I jotted down quick notes during the conference and added more details later. Sharing the written record of the conference with parents helped to summarize our discussion and held us accountable for following through with action steps. Beyond: Revisit the action steps that were mutually agreed upon at the conference. Before winter break, consider sending home a copy of the action steps and having students work with their families to self-assess their progress towards their goals.
Gayle Cole

All Together Now: Some Further Uses for Google Docs in the Composition Classr... - 0 views

  • ProfHacker has written quite a bit about the app and their post “GoogleDocs and Collaboration in the Classroom” is chock-full of links to various tips and useful ideas. Getting Smart’s “6 Powerful Google Docs Features to Support the Collaborative Writing Process” provides an excellent step-by-step guide to using Google Docs especially for collaborative writing. And for a basic overview of Google Docs’ features and potential uses, you can browse through this slideshow:
  • I have asked my Basic English Skills students to keep a daily journal (which can be on anything they wish to write about and functions to help them build their writing muscles) in Google Docs, which they’ve only shared with me. Besides alleviating any anxiety students might have felt about making their journals public, Google Docs allows me to easily monitor new entries (whenever a Doc is edited, the title turns bold) and to verify when students are completing their entries (by using the revision history feature).
  • I decided to have the students write in teams of three, with one team member serving as lead editor each week. The lead editor is in charge of each week’s blog post, which includes coming up with a focus question and locating 2-3 sources to help them answer their question, which they share with their team before the week’s first class meeting (I have had the teams indicate each week’s lead editor in a spreadsheet in Google Docs so that I am aware of which students are in charge each week). But it gets really interesting when the teams come together in the week’s first class meeting. The lead editor creates a Google Doc, which they share with their team and me, and type in their focus question and a brief summary of how they plan to answer it. What follows is a 30-40 minute session in which the team discusses the question, the lead editor’s sources, and their plan for answering the question completely in writing in the Google Doc, observing a strict rule of silence (I adapted this activity from Lawrence Weinstein’s “Silent Dialogue” activity in Writing Doesn’t Have to Be Lonely).
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  • The next step in the process is for the lead editor to come to the next class meeting with a rough draft that they share with their team and me. The team then begins the process of revising, proofreading and editing, and designing the blog post. Again, I can use the revision history feature to monitor the transformation of the draft, verify that all team members are contributing, and provide feedback on the effectiveness of their work.
Jill Bergeron

Your Online Life: Permanent as a Tattoo - 0 views

  •  
    "What if Andy Warhol had it wrong, and instead of being famous for 15 minutes, we're only anonymous for that long? In this short talk, Juan Enriquez looks at the surprisingly permanent effects of digital sharing on our personal privacy. He shares insight from the ancient Greeks to help us deal with our new "digital tattoos.""
Gayle Cole

Google Lit Trips just shared in 20 Best session. - 0 views

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    Google Lit Trips just shared in @Teq 20 Best session. Set actual setting of the book you're reading http://t.co/afDTUSb6 #verycool #edscape
Gayle Cole

Faculty Collegiality - 0 views

  • the most important factor in determining whether a school is a setting in which children grow and learn is whether the school is a setting in which adults grow and learn.
  • school buildings were designed to enable the supervision and orderly movement of students. The egg-carton model of school architecture and organization prevails even today. Individual classrooms are adjacent to one another with parallel doors facing a hall (not unlike prison cellblocks).
  • The major hurdle is the history and ethos of the teaching profession. "Teaching is a very autonomous experience," says Sara Lawrence Lightfoot, author of The Good High School. "But the flip side of autonomy is that teachers experience loneliness and isolation." In too many schools, teachers close their classroom door and spend the majority of their working hours with children, only talking hurriedly with other adults over a break, during lunch, or while standing at the copying machine. This is not terribly surprising since many educators chose to enter the profession to work with students, not with other adults
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  • What can school leaders do to ensure that their faculty members, including themselves, continue to grow and learn? It is the responsibility of school leaders to create a setting in which adults learning with and from one another becomes the norm.
  • Collaboration focuses only on the product; collegiality focuses on the product and what the participants gained from their collaboration.
  • "Many studies have shown that social connections with co-workers are a strong predictor — some would say the strongest predictor — of job satisfaction. People with friends at work are happier at work.
  • the goal of school leaders is to create a setting in which everyone grows. When this takes place, happiness will follow.
  • the work of Roland Barth. As a metaphor, he cites the instructions that are given to passengers about how to proceed when using an oxygen mask on an airplane. We are always told, he notes, that the adults should place the oxygen mask on their own faces before tending to a child or an elderly person. While this sequence is counter-intuitive to our desire to take care of those who need our help, the reality is that without giving ourselves oxygen first, we will not be able to help anyone else
  • If collegiality is not the norm, a school cannot achieve its potential.
  • Teachers talking together about students.
  • Teachers working together to develop curriculum
  • one another teach. This occurs rarely, even in the best schools
  • observing
  • One way to address this anxiety is to "ask teachers to observe a peer with the goal of finding one thing they like and one idea they'll use,
  • In a collegial setting, teachers share their expertise with colleagues and further everyone's learning.
  • an elderly person. While this sequence is counter-intuitive to our desire to take care of those who need our help, the reality is that without giving ourselves oxygen first, we will not be able to help anyone else. We must take care of ourselves in order to be able to take care of others. Teachers teaching one another. This doesn't necessarily mean that a teacher stands in front of peers and imparts expertise. Although that can happen, the interaction that takes place at faculty and committee meetings offers richer opportunities for teachers to teach their colleagues. Sharing what did and didn't work yesterday, reviewing action re
  • Intelligences and Succeedin
  • Teaching a class, laudable as that may be, only satisfies this need if the administrator's teaching responsibilities cause the faculty to view him or her as someone who understands and appreciates teaching, rather than as "an administrator who teaches."
  • leaders must try to position themselves among the group rather than above it."
  • Faculty committees should be a school's R&D department, a place where academic research and development takes place.
  • When teachers serve as leaders of a faculty committee, they also develop their leadership skills.
  • An easy (and fun) way to encourage collegiality is by forming a faculty book group
  • First, participation should be voluntary. That may be hard for school heads to accept, but my experience is that making attendance optional works better. Only a minority of the faculty is likely to join, but because those who are attending choose to participate, the dialogue is far more likely to be open and positive.
  • providing food is always good. Paying for pastries or pizza always sets a nice tone.
  • If students are to grow and learn, their teachers must grow and learn; if teachers are to grow and learn, their administrators must grow and learn as well. School leaders must be learners. We must invest in ourselves, too.
  • must be visible learners
  • It may be difficult to admit that you don't know the answer or that you'd do something differently next time, but it's important to do so. This is part of the Make New Mistakes philosophy noted in Chapter 1. Sharing that philosophy with staff members and parents helps set the expectation that everyone is expected to learn — and that learning can be messy.
  • Listening well includes structuring in designated times when you have to listen and also ensuring that you listen to opinions you don't want to hear. That is neither easy nor pleasant, but it is necessary
  • I have found surveys to be effective in reaching out to parents.
  • "360-degree evaluation for growth." The term "360 degrees" captures the fact that feedback is generated from all sectors of the organization, not just from above. The term "growth" indicates that the data came directly to me, for use in my reflection and growth, rather than to a third party for the purposes of evaluation. Many organizations offer this service, and the format is generally the same. To start, I reflected on my strengths and weaknesses. Then online feedback on the same items was collected from several dozen people whom I nominated, people from all 360 degrees of the school, from trustees to staff to students' parents. A "coach" working for the company that conducted the survey then led me through an analysis of my profile, paying special attention to how my self-perceptions did and did not contrast with how others saw me.
Gayle Cole

2010 PRECONFERENCE KEYNOTESharing: The Moral Imperative | K12 Online Conference - 0 views

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    good to share with CATIE?
Jill Bergeron

Tinkering Spaces: How Equity Means More Than Access | MindShift | KQED News - 0 views

  • Existing inequities play out when adults engage with kids around tinkering or making. And, while makerspaces are a unique kind of learning space, many of the techniques thoughtful educators are using to improve their interactions with students could be used in other venues.
  • Sewing has been one of the most successful projects in the program Escudé helps run at the Boys and Girls Club in San Francisco’s Visitacion Valley neighborhood. Kids shared their family histories of sewing and even invited grandparents to participate and share. The activity was framed as intellectual thought and valued as equal to any other tinkering task. The success of this activity came from giving students the space to share themselves and build relationships with one another and the facilitators, not because they were using the most recent technology or because they were building robots.
  • it’s a cultural assumption that kids would think taking apart toys would be fun.
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  • often, maker educators assume that because they’ve offered students freedom and choice, the space is automatically equitable. She says being intentional about how adults interact with kids in these spaces is more important than self-direction.
  • It would be easy to assume that the student was off task or didn’t want to do the activity, but instead of assuming the worst about the student, the facilitator went over and started asking her questions that centered around agency and how she’d like to be involved. This gentle support helped the girl figure out how to start the activity.
  • They also focus on race and gender patterns around who is using which tools and the kinds of projects different kids are drawn towards. “There were some patterns around which students get intervened on more often and which students have projects taken out of their hands and fixed more often,” Vossoughi said. The video reviews help them notice these patterns and correct them.
  • A huge part of trying to bring equity to every moment of tinkering is to see students as full of strengths from their home community, their families, and their experiences. “Kids are brilliant and it’s our responsibility to notice their brilliance and deepen it,” Vossoughi said. This perspective has allowed kids who don’t fit into traditional ideas about what it means to be smart, or academic, thrive in the tinkering space.
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    This article highlights the ways in which teachers can be mindful of inherent biases when they are engaging students in maker and tinkering activities.
Jill Bergeron

The Marshall Memo Admin - Issues - 0 views

  • In 2009, TNTP reported that teacher evaluation systems didn’t accurately distinguish among teachers with varying levels of proficiency, failed to identify most of the teachers with serious performance problems, and were unhelpful in guiding professional development.
  • The Widget Effect study concluded that “school districts must begin to distinguish great from good, good from fair, and fair from poor.”
  • On average, only 2.7 percent of teachers were rated below Proficient/Exemplary on a 4- or 5-point scale.
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  • The percent of teachers given the top rating ranged from 73 percent in Tennessee to 8 percent in Massachusetts and 3 percent in Georgia.
  • Many districts are drawing important distinctions between good and excellent teaching, but there is less differentiation among good, fair, and poor performance.
  • Why do so few teachers receive below-proficient ratings, despite the fact that school administrators estimate that more than a quarter of their teachers aren’t up to par?
  • The daunting workload involved in giving low ratings
  • Being merciful – Some principals said they were hesitant to give low ratings to rookie teachers out of kindness and a desire not to discourage (or lose) a teacher who had potential for growth.
  • Personal discomfort
  • Principals knew that teachers could lose their jobs as a result of a low rating, and were upset when teachers cried.
  • Her policy: use e-mail for non-urgent questions and texts when time is an issue.
  • 2013 Gates-funded Measures of Effective Teaching (MET) study, which asserted that it’s possible to accurately evaluate teachers by triangulating data from student surveys, value-added scores, and classroom observations.
  • Google, General Electric, and other corporations shifted from rating and ranking employees to providing real-time supervisor and peer feedback and coaching aimed at fostering professional growth to meet stretch goals. This rethinking was inspired by three findings from educational research: -   Performance ratings tend to foster a “fixed” versus a “growth” mindset. -   Numerical grades or ratings lead recipients to ignore detailed feedback. -   Extrinsic rewards can discourage the behaviors they aim to improve.
  • A 2012 initiative in Cincinnati suggests a different approach. Mid-career teachers who were observed four times by peers and given detailed feedback showed marked improvements in performance and student results. The key elements were frequency, credible observers, formative feedback, and a simple, low-stakes process with no direct ties to promotion and retention decisions.
  • Studies point to the following levers for continuous improvement:             • Peer collaboration – Veteran teachers continue to improve their skills if structures are in place that get them working with colleagues in focused, results-oriented instructional teams.             • Teacher evaluation – The key is detailed, valid feedback on classroom practices and support for improvement from knowledgeable and well-trained administrators or peers.             • Tailored on-the-job training – Most PD is ineffective, but intensive coaching focused on the specific needs of individual teachers and sustained over time can make a positive difference.             • Organizational supports – These include an orderly, disciplined school environment, services available to address students’ social and emotional needs, and positive parent engagement. • Leadership – “Hiring principals who have the talent to identify organizational weaknesses, establish schoolwide systems to support teachers and students, and galvanize collective buy-in from teachers is a central lever for improving the teaching and learning environment,” conclude Papay and Kraft.
  • Not having access to books in June, July, and August results in a two-month loss each summer for poor children compared to a one-month gain for more-advantaged children, and that accumulates over the years into a crushing achievement gap. Getting low-SES children reading over the summer is the most effective way to change that dynamic, but what works?
  • a home library is as important as parental education and twice as important as the father’s occupation in predicting educational outcomes;
  • Establish virtual office hours. Tucker tells students at the beginning of the year the dates and times when she’ll be available for a Google chat or Google Hangouts screen-sharing session. She has colleagues who tell students they can e-mail between 4:00 and 6:00 p.m. and any e-mails received after that will be answered the next day.
  • Limit communication channels.
  • Other reasons – These included racial concerns (for example, if a disproportionate number of minority teachers might receive low ratings); burdensome dismissal procedures; principals making deals in which teachers agreed to leave the school in exchange for a higher rating; and concern about ineffective replacement teachers.
  • Make information available online.
  • Set up a space where students can connect online. Tucker has a private Google+ community where students can share information, ask questions, and support one another.
  • Protect unplugged time at home.
  • Not every disagreement is a call to arms.
  • How and when I use my voice matters. “As I see it,” says Gannon, “my job requires that I advocate for both faculty members and students, and for both teaching and learning. Sometimes that means speaking truth to power; other times it means speaking truth to colleagues.” This is especially important with issues of gender, race, and bullying.
  • Don’t be afraid to ask for help
  • “It’s all too easy to let the minutiae detract from the larger goal… I’m not useful to anyone I serve if I’m overcommitted.”
  • Support, affirmation, and collegiality are more important. For me, leadership has become a matter of knowing and respecting my colleagues all over the campus, appreciating the work they do, and letting them know it… There’s no daily quota on thank you’s.”
  • At their best, they promote academic achievement, stronger student connections to education, and improved initiative, teamwork, and social skills.
  • Has a well-thought-out coaching philosophy aligned with the school’s educational, athletic, and programmatic goals – Winning isn’t the main goal, says Gould. Rather, “coaches work hard to help student-athletes learn important life lessons from their sport experiences.”
  • Shares decision-making with students and provides rationales for coaching actions
  • effective coaches meet their athletes’ need for autonomy, competence, and relatedness in an atmosphere where students feel they belong.
  • Builds strong coach-athlete relationships in a caring, supportive climate – Each athlete is known as an individual, made to feel welcome, and knows that bullying and belittling others isn’t tolerated on or off the field.
  • Is a knowledgeable and effective teacher – “Research reveals that coaches who give positive versus degrading and punitive feedback or no feedback at all have athletes who are more motivated, feel better about themselves, and achieve more positive developmental outcomes from sports participation,” says Gould.
  • Is intentional in fostering positive youth development – This includes attention to leadership, teamwork, and a work ethic.
  • What these parents didn’t understand, says Jones, is that “You are either consistent, or you are inconsistent. There is nothing in between.”
  • “The irony of consistency,” says Jones, “is that the closer you come to being consistent before you fail, the worse off you are. If the parent cracks easily, the child does not need to be a world-class yammerer in order to succeed. But, if the parent does not crack easily, the child must learn to play hardball.”
  • How does this apply to classrooms? Teachers must set clear, reasonable expectations, says Jones, and then be absolutely consistent in enforcing them.
  • Never make a rule that you are not willing to enforce every time.
  • If you are consistent, you can use smaller and smaller consequences to govern misbehavior. But if you are inconsistent, you must use larger and larger consequences to govern misbehavior.
  • “it’s extremely unlikely you can greatly improve your reading speed without missing out on a lot of meaning…
  • “If you want to improve your reading speed, your best bet – as old-fashioned as it sounds – is to read a wide variety of written material and expand your vocabulary.”
  • you can’t take in words you don’t see, and you have a set-point for processing language that can be changed only by long-term improvements in vocabulary and knowledge.
  • when it comes to reading for deep comprehension or enjoyment, there are no shortcuts.
  •   1. Why is it so difficult to improve the teacher-evaluation process?   2. Another look at the Measures of Effective Teaching study   3. Conditions for the continuous improvement of teaching   4. Counteracting summer reading loss   5. Using Reading Recovery techniques in guided reading groups   6. Keeping our technology use under control   7. Advice for leaders   8. The qualities of an effective high-school athletic coach   9. Consistency with classroom discipline 10. Are speed reading courses effective? 11. Short items: (a) World population growth animated; (b) Two centuries of U.S. immigration animated; (c) Common Core math sequence; (d) Survey on teacher evaluation
Jill Bergeron

Strengthening Student Engagement:A Framework for Culturally Responsive Teaching - 0 views

  • To be effective in multicultural classrooms, teachers must relate teaching content to the cultural backgrounds of their students.
  • Engagement is the visible outcome of motivation, the natural capacity to direct energy in the pursuit of a goal. Our emotions influence our motivation. In turn, our emotions are socialized through culture—the deeply learned confluence of language, beliefs, values, and behaviors that pervades every aspect of our lives.
  • What may elicit that frustration, joy, or determination may differ across cultures, because cultures differ in their definitions of novelty, hazard, opportunity, and gratification, and in their definitions of appropriate responses. Thus, the response a student has to a learning activity reflects his or her culture.
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  • motivationally effective teaching is culturally responsive teaching.
  • Because the importance of grades and grade point averages increases as a student advances in school, it is legitimate to question whether extrinsic motivation systems are effective for significant numbers of students across cultures. We can only conclude that, as long as the educational system continues to relate motivation to learn with external rewards and punishments, culturally different students will, in large part, be excluded from engagement and success in school.
  • It is part of human nature to be curious, to be active, to initiate thought and behavior, to make meaning from experience, and to be effective at what we value. These primary sources of motivation reside in all of us, across all cultures. When students can see that what they are learning makes sense and is important, their intrinsic motivation emerges.
  • We can begin to replace the carrot and stick metaphor with the words “understand” and “elicit”; to change the concept of motivation from reward and punishment to communication and respect. We can influence the motivation of students by coming to know their perspective, by drawing forth who they naturally and culturally are, and by seeing them as unique and active. Sharing our resources with theirs, working together, we can create greater energy for learning.
  • A growing number of educational models, including constructivism and multiple intelligences theory, are based on intrinsic motivation. They see student perspective as central to teaching.
  • Unfortunately, educators must often apply these theories within educational systems dominated by extrinsic reinforcement, where grades and class rank are emphasized. And, when extrinsic rewards continue to be the primary motivators, intrinsic motivation is dampened. Those students whose socialization accommodates the extrinsic approach surge ahead, while those students—often the culturally different—whose socialization does not, fall behind. A holistic, culturally responsive pedagogy based on intrinsic motivation is needed to correct this imbalance.
  • The framework names four motivational conditions that the teacher and students continuously create or enhance. They are: Establishing inclusion—creating a learning atmosphere in which students and teachers feel respected by and connected to one another. Developing attitude—creating a favorable disposition toward the learning experience through personal relevance and choice. Enhancing meaning—creating challenging, thoughtful learning experiences that include student perspectives and values. Engendering competence—creating an understanding that students are effective in learning something they value. These conditions are essential to developing intrinsic motivation. They are sensitive to cultural differences. They work in concert as they influence students and teachers, and they happen in a moment as well as over a period of time.
  • Figure 1. Four Conditions Necessary for Culturally Responsive Teaching
  • 1. Establish Inclusion Norms: Emphasize the human purpose of what is being learned and its relationship to the students' experience. Share the ownership of knowing with all students. Collaborate and cooperate. The class assumes a hopeful view of people and their capacity to change. Treat all students equitably. Invite them to point out behaviors or practices that discriminate. Procedures: Collaborative learning approaches; cooperative learning; writing groups; peer teaching; multi-dimensional sharing; focus groups; and reframing. Structures: Ground rules, learning communities; and cooperative base groups. 2. Develop Positive Attitude Norms: Relate teaching and learning activities to students' experience or previous knowledge. Encourage students to make choices in content and assessment methods based on their experiences, values, needs, and strengths. Procedures: Clear learning goals; problem solving goals; fair and clear criteria of evaluation; relevant learning models; learning contracts; approaches based on multiple intelligences theory, pedagogical flexibility based on style, and experiential learning. Structure: Culturally responsive teacher/student/parent conferences.
  • 3. Enhance Meaning Norms: Provide challenging learning experiences involving higher order thinking and critical inquiry. Address relevant, real-world issues in an action-oriented manner. Encourage discussion of relevant experiences. Incorporate student dialect into classroom dialogue. Procedures: Critical questioning; guided reciprocal peer questioning; posing problems; decision making; investigation of definitions; historical investigations; experimental inquiry; invention; art; simulations; and case study methods. Structures: Projects and the problem-posing model. 4. Engender Competence Norms: Connect the assessment process to the students' world, frames of reference, and values. Include multiple ways to represent knowledge and skills and allow for attainment of outcomes at different points in time. Encourage self-assessment. Procedures: Feedback; contextualized assessment; authentic assessment tasks; portfolios and process-folios; tests and testing formats critiqued for bias; and self-assessment. Structures: Narrative evaluations; credit/no credit systems; and contracts for grades. Based on Wlodkowski, R. J., and M. B. Ginsberg. (1995). Diversity and Motivation: Culturally Responsive Teaching. San Francisco: Jossey-Bass.
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    This article offers up four conditions teachers can create in order to foster a culturally responsive classroom.
Jill Bergeron

15 Good Tools for Quickly Gathering Feedback from Students - 0 views

  • Polls, chat tools, and interactive quizzes provide good ways to hear from all of the students in a classroom. These kind of tools allow shy students to ask questions and share comments. For your more outspoken students who want to comment on everything, a feedback mechanism provides a good outlet for them too. Here's a run-down of some of the best tools for gathering feedback from students in real-time.
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    "Polls, chat tools, and interactive quizzes provide good ways to hear from all of the students in a classroom. These kind of tools allow shy students to ask questions and share comments. For your more outspoken students who want to comment on everything, a feedback mechanism provides a good outlet for them too. Here's a run-down of some of the best tools for gathering feedback from students in real-time. "
Kimberly Marlow

Digital Citizenship: Responsible Technology Use in the Classroom - 1 views

  • Fifty-one percent of 16 year olds share their age/birth date with others Seventeen percent of teens keep their social network sites public and 19 percent only have some privacy settings enabled Twenty-nine percent of kids between five and 11 years old believe they are anonymous online Only a little over 50 percent of children age nine to 12 know how to block unwanted messages Nine percent of nine year olds share their email passwords and 24 percent of 18 year olds do the same Seventeen percent of male and 23 percent of female users would share inappropriate pictures online
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    A round up of digital citizenship resources and stats.
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