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Historically, when the nation has a cold, schools sneeze. Examples are legion. When the Soviet Union launched the satellite Sputnik in 1957, President Eisenhower signed the National Defense Education Act (1958) aimed at getting better math and science teachers National problems of drug and alcohol abuse and tobacco smoking has led to states mandating courses to teach children and youth about the dangers of all of these substances. The Civil Rights movement in the 1950′s and 1960s’s spilled over the schools across the nation. Christian groups have pressured school boards to have prayer in schools, teach creationism, and vouchers (Educational Policy-2004-Lugg-169-87). The U.S. has competed economically with European and Asian countries for markets in the 1890s and since the 1980s. Each time that has occurred, business leaders turned to the schools to produce skilled graduates then for industrial jobs and now for an information-based economy.

This vulnerability to political stakeholders is very clear now with business and civic leaders pushing schools to be more efficient and effective in competing with China, Japan, and Germany.

In big cities where the problem of bad schooling is worst, results-driven reformers want mayors to take over schools and appoint their own superintendents, individuals who will accept no excuses from teachers and principals, will fight union rules, raise test scores, and create more charter schools.

5 key trends for the future of education In this, my last post here about the conference, I want to give a quick overview of five trends which jumped out at me. These were mentioned by several speakers during the conference: Openness - This has been going on for a while, but there's a real drive towards open access for academic research in particular.There is a feeling that education and public services should be open and transparent. Greater insight into the knowledge creation process - This is similar to openness but pertains to the creation of articles, books and other material. It's not just the output that should be shared, but the context of how it was put together. Mobile learning. - The big movement at the moment outside the conference is BYOD (Bring Your Own Device) but the focus at Mobility Shifts was upon mobile for ubiquitous learning. It's not so much about the mobility of the device but the multiple ways in which the learner is mobile. Alternative forms of assessment - This is a big one with Mozilla's Open Badges leading the way. Because assessment often drives the structure of learning, this is key. Rethinking the classroom environment - This goes hand-in-hand with the curricula redesign necessitated by alternative forms of assessment. How should we build new (or reorganise existing) classrooms?

Do you remember those days?  Well, they are gone. Over the last 30 years, the dominant American firms have gone global.  Thirty years ago, they weighed in on American education policy because they were scared to death that they would be unable to compete because they would not be able to hire a competitive work force.  Now, they care as much as ever about getting a competitive work force, but they have learned that they can find the people they need at whatever skill level they require all over the globe, and often in greater quantity and at less cost than they can get them in the United States.  If they can't get what they need for their research and development labs or their distribution centers or their factories here in the United States, they can get them in Singapore or India or China or Hungary.

They tend to be deep believers in "disruptive change."  They typically distrust government and the "system," and adopt a rather libertarian outlook.  Rather than work within the education system, they tend to support people and entities that work outside the system or work hard to challenge it.  They distrust education professionals and prefer instead to trust young, bright, well-educated people who are willing to take the system on.  In short, they identify with and give their support to people like themselves.  They are big backers of individual charter management organizations and of policies that would strengthen charter schools, which they see as taking on the system.  It is very doubtful whether the charter school movement would have gotten away from the starting gate without these deep pocketed, very committed supporters.

I very much hope that, as the new generation of business leaders that has provided so much support to charters and other entrepreneurial efforts in education take pride in their successes, they also recognize the limitations of those efforts, and turn their talents and their influence to another, much more difficult challenge:  How to greatly improve the system that educates all the children in this country.

The most impressive technology-rich classrooms don't look like classrooms. Instead, they look like creative businesses on deadline—like advertising agencies pulling together a big campaign, architectural firms drawing up blueprints, or software companies developing new programs.

The teacher circulated through the classroom like a project manager, answering questions, providing feedback, holding students accountable to deadlines, and providing just-in-time instruction.

My suspicion is that they know far more about this than we adults.

Never have the young shared so much, so often in so many different ways.

Teaching and lecturing are largely lone wolf activities in classrooms. Schools, colleges and Universities share little. Educational professionals are deeply suspicious of anything produced outside of their classroom or their institution.

The really big question, how do we ensure equity? Have students with their own devices bring them. There are more students who have them than we think, and if the case is made that students are benefiting from the learning, more families will invest in the mobile technology for school and home.  If parents can be assured that an investment in Grade 4 will carry their child through for four-to-six years with their learning, many will make this choice.  I am often stunned by families that buy their child a cell phone, but don’t have a computer.  I am also quite comfortable in saying that if they are investing in a cell phone and not a computer there are better options to support their child’s learning.  We need to help guide families with what technology will have the greatest impact in supporting their child’s learning.  Of course, not all students will supply a computer up front, this could range from a few students to the entire class depending on the school or district.  The second option would be a lease-to-own option for students. There are a number of options available with price points around $20 per month.  This picks up on the cell phone argument, and a more affordable device with more value for student learning.  Families could be assured their child would be getting a device that would be ideal for learning for a number of years, and could be used at school and home.  Finally, there are  students that, for many reasons (financial and otherwise) won’t embrace the first two options.  We need to find ways to supply these students with a comparable technology to use at school.  Many schools have class sets of laptops that could be repurposed for this project; in other cases investments will need to be made.  The challenge is that the investments will be uneven (and this is difficult to do) with some schools requiring a greater percentage of investment than others.

A steady diet of pundit Thomas Friedman, publisher Rupert Murdoch, and press releases from the Business Roundtable would convince most readers that CEO decisions in managing their businesses, technological choices, swings in financial markets, and global boom-and-bust cycles had little to do with the U.S. economy. While putting onto public schools the solution for economic downturns, rather than business executives, is a loony non-sequitur, it is a victory in shifting blame from corporate leaders’ flawed decisions to the shoulders of educators

It is also a myth that all U.S. schools are broken. Surely,most urban schools are low-performing and in many cases have earned the label of “dropout factories.” Washington, D.C, for example, would be a poster child for such districts. Moreover, although islands of excellence in urban districts do exist (including D.C.), they are seldom stable over time. Where the myth-making enters is when urban schools are conflated with all U.S. schools. Not only I but many others have pointed out that the U.S. has a three-tiered system of schooling where the top two tiers have mostly “successful” schools by current standards. The bottom tier contains failing urban schools. Thus, all U.S. schools are not failures by any standard.

We added people based on talent, not on the proximity by location. 

In the knowledge economy, not doing so would be foolish and would limit our prospects. The deciding factor was prospective team members’ connectedness.

With the rise of broadband, a new factor has come into play: connectedness. Connectedness allows companies big and small to exist as a stateless entity.

Think big, start small, fail quickly, scale fast.

Start with a clean sheet of paper.