Classroom 2.0

Sadly, many students have come to expect that there will nothing of consequence addressed on the first day of an on-campus class. It's often referred to as "Syllabus Day" because that is the only content of consequence presented by the instructor.

The question of what learning matters most to our students is one that I return to regularly. A fascinating range of models are available each with similar elements but presented in a slightly different manner. Most could be summarised by the 'Four C's' model outlined in 'Most Likely to Succeed' by Tony Wagner and Ted Dintersmith. Critical thinking, communication, collaboration, and creativity are vital and each plays an important role in allowing us to manage the complexity of modern day life. Beyond being relevant to success in the classroom the Four C's are the foundations of life-long learning but I question if alone they are enough. I believe we must include a fifth; compassion.

What should our goal for student thinking be? How do we scaffold student thinking in ways that are meaningful while developing autonomy and encouraging students to think effectively when we are not there? What would success with thinking strategies look like? These were the challenging questions that Mark Church presented to teachers at the most recent 'Cultures of Thinking Teach Meet' hosted by Masada College.

The challenge is to ensure that students within a STEAM programme are better prepared than they might be if they studied the disciplines in isolation and that in seeking to integrate diverse fields we do not weaken the efficacy of one for the inclusion of another.

Society confronts educational change in an odd, entirely counter intuitive manner. On one hand we acknowledge that education can and should do a better job of preparing our children for the future while on the other we cling to the models of education that we knew. This led educational writer Will Richardson to state that 'the biggest barrier to rethinking schooling in response to the changing worldscape is our own experience in schools'. Our understandings of what school should be like and our imaginings of what school could be like are so clouded by this experience that even the best evidence for change is overlooked or mistrusted.

We are the stories that we tell and it is the stories we share which unite us. This was the seed of an idea planted by a day with author, artist, musician and story teller Boori Pryor. Understanding the power that our stories have allows us to better value their role in our lives, to see them as more than recounts of the past or imaginings of the future. Stories should be viewed as the powerful agents that they are with the force to shape who we are as much as we shape them.

Change is something that we fear or embrace. It is widely considered as the one constant in our lives. For education at present we face a deluge of reports that the pace of change shall only accelerate and its scale become more absolute. No wonder then that many teachers feel now is a good time for a move out of the profession. For others the changing face of education is seen as bringing exciting new possibilities wrapped in engaging challenges. Regardless of how reliable predictions for change may prove to be it is worth considering how individuals and groups respond to it.

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For schools the concept of a learning organisation should make perfect sense, after all learning is our core business, or it should be. Perhaps that almost three decades after Peter Senge identified the importance of learning within organisations the idea is only now gaining traction in schools tells us something about the approach taken to learning and teaching within schools. With an increased focus on the development of professional learning communities as a response to the complex challenges that emerge from a rapidly changing society, it is worth looking at what a learning organisation requires for success.

We struggle to achieve balance with so many parts of our lives. We see things in dichotomies and try to weigh one against the other believing that we must give time to one and not the other. This tendency to see things in often false dichotomies leads to the problem of the "want to' vs the 'have to'. Unfortunately, when we are faced with this dilemma we often make a choice in favour of the 'have to' but we chose this option for the wrong reasons.

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 Embedded in the very weave of the organisation, culture is the most difficult aspect of an organisation to change and the hardest form of change to sustain 'That's because transforming a culture requires influencing people's deepest beliefs and most habitual behaviours' (Rogers, Meehan & Tanne 2006 p5). Rogers et al indicate that as little as 10% of all organisations that set out to develop a high performing culture achieve their goal.

Agreed. Education is controlled by the academics since it became a savior for leaving the middle class. Our best civic leaders have a different idea. http://www.textbooksfree.org/Leaders%20Educational%20Advise.htm

After two days of talking about curriculum, integration, STEM, STEAM and HASS I am left with more questions than I started with. In some respects, the concept of curriculum integration is simple. It is after all something that Primary teachers almost take for granted. But for Senior and Tertiary educators the question of curriculum integration is inherently complex. At all levels questions emerge of what curriculum integration might achieve, what purposes it serves, what it could and should look like and how it should be supported by curriculum planners. In the current climate, with its debate around the role of education within an innovation economy, shaped by technology and confronting demands for a STEAM enabled workforce the shape of our curriculum is under pressure. 

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At the heart of learning are the questions to which we do not yet know the answers and the journey to the questions we have not yet asked. Such simple truths and yet understandings that can have fundamental consequences for approach to learning and growth.