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Expert coaches uniformly avoid overloading performers with too much or too technical information. They tell the performers one important thing they noticed that, if changed, will likely yield immediate and noticeable improvement ("I was confused about who was talking in the dialogue you wrote in this paragraph"). They don't offer advice until they make sure the performer understands the importance of what they saw.

I say "in most cases" to allow for situations like playing a piano piece in a recital. I don't want my teacher or the audience barking out feedback as I perform. That's why it is more precise to say that good feedback is "timely" rather than "immediate."

In my mind, a solid 4 rating means that your adult professional embraces feedback, both formal and informal and has strong systems and processes in place that encourage feedback - things like annual faculty,  parent, and board surveys, intentionally designed evaluation processes for students, faculty, staff and leadership that happen at minimum annually, but even better quarterly, regular audits of programs, curriculum, pedagogy, time and space.  Other good signs that your culture supports feedback might be meetings that end with questions like, "How are we working together as a team/department?" and "What can we do to get better at this work?"  and school leaders who ask their reports with genuine curiosity,  "What can I do to better support your work?"  "What do you think about this idea?" or "How did this meeting go for you?"

What if you spent a week "playing anthropologist" with the following question in mind: "What evidence do I see that our adult community has a strong culture of feedback?" 

when a student asked Nieto if he could bring his iPod to class, Nieto agreed, and neither teacher nor student has looked back since.

said mobile devices are particularly useful because of the many learning applications and basic language tools, such as spell check and grammar check, which increase the speed of learning. Rather than view the mobile applications as learning shortcuts tantamount to cheating, Nieto sees them as motivational tools that increase his students’ interest in reading and writing by giving them instant feedback. It’s a perspective most of his students seem to share.

as motivational tools that increase his students’ interest in reading and writing by giving them instant feedback.

Redefine the Feedback Process with Kaizena

As teachers we understandably believe that it is the ‘teaching’ that causes learning. But this is too egocentric a formulation. As I said in my previous post, the learner’s attempts to learn causes all learning.

From this viewpoint, the teacher is merely one resource for learning, no different from a book, a peer, an experience, or an experimental result.

It is the learner who decides to try to learn (or not) from what happens.

Edtech Priorities for Educators: No Shiny Toys! In addition to the above issues, educators clearly stated that the purpose of edtech should never be to replace a teacher. Instead, edtech products should: Relieve administrative burdens; Increase the efficacy of teachers; Deepen the relation among students and teachers; Embed assessment directly into daily learning experience; Amplify the reach of effective teachers; Empower students to become creators; And ultimately, keep the humanity in education and create more equality of opportunities.

Here’s a combined list from all 18 groups: The best interests of students must always be first and foremost. Tools should fill a REAL need for teaching/learning (not solutions in search of a problem). Ask teachers and talk to administrators at every stage of the design process. Have open, balanced conversations among all stakeholders. The introduction of edtech should include ongoing targeted meaningful staff development that is preferably teacher led. Student data must be secure: edtech companies should be open and clear about their use of data and information. Education technology should continually be tested in classrooms. The larger community should be included in the selection and implementation of edtech. If solutions claim to be research-based, they need to be truly research based. We need to know more about what works based on real data. Access should be reasonable and appropriate for all stakeholders. Compensate teachers who are product developers for their works. Similarly, compensate educators for providing extensive feedback and help with product development. Structure the ways teachers can provide feedback and interact with new tools as forms for professional development. Research should include recommendations that address the socio-emotional implications of using technology products. Districts should provide thought leadership on their theory of learning to help drive appropriate product development that aligns with district priorities.

Everything should revolve around the learner.

What is Learning Agility? Learning agility is the capacity for rapid, continuous learning from experience. Agile learners are good at making connections across experiences, and they’re able to let go of perspectives or approaches that are no longer useful — in other words, they can unlearn things when novel solutions are required. People with this mindset tend to be oriented toward learning goals and open to new experiences. They experiment, seek feedback, and reflect systematically.

How Do You Develop Learning Agility? Since developing learning agility involves learning to recognize and change automatic routines, the aid of a coach can be invaluable. Coaching, which Peterson calls “the ultimate customized learning solution,” helps clients understand how their minds work and how to make them work better. But even if you’re not working with a coach, there are steps you can take on your own to enhance your learning agility. Ask for feedback. Think of one or more people who interacted with you or observed your performance on a given task.

Experiment with new approaches or behaviors. To identify new behaviors for testing, Peterson recommends reflecting on a challenge you’re facing and asking yourself questions such as “What’s one thing I could do to change the outcome of the situation?” and “What will I do differently in the future?”

Sam Levin, an alum of Monument who is currently a sophomore at the University of Oxford in England studying biological sciences, started the program in 2010. Frustrated with his public-high-school schedule and realizing that his friends weren’t inspired to learn, Levin complained to his mother about how unhappy he and his classmates were, to which she responded: “Why don’t you just make your own school?” And so he did — albeit in small steps. In ninth grade, Levin started a school-wide garden that was solely cared for by students; some woke up early on Saturdays to work with the plants. The garden is still functioning and serves at-need families in the community. After witnessing the commitment that his classmates had to nurturing something they had created themselves, Levin was convinced that they were capable of putting more time and energy into their studies — as long as it was something they cared about. “I was seeing the exact opposite in school. Kids weren’t even doing the things they needed to do to get credit. There was something at odds with students getting up to work for no credit or money [on the garden] at 7 in the morning, but not wanting to wake up to read or do a science experiment,” says Levin. “I saw the really amazing and powerful things that happened when high school students stepped it up and were excited about something.”

The semester is split in half, with the first nine weeks focused on natural and social sciences. Each Monday morning, the students formulate a question with the help of their classmates. For example, “How are plants from different parts of a mountain different from each other?” or “What causes innovation?” The students spend the rest of the week researching the answer and creating a presentation to summarize their findings to share with their classmates at the end of the week for feedback and critique. The students are in charge of keeping themselves on task, creating their research plans and meeting their deadlines.

By taking ownership of their learning, the students at Monument are forced to think creatively and capitalize on their own talents in order to excel. The class framework is similar to what will be expected of them in college and in the workforce, when they have to make their own educated and independent decisions.

Teaching people to have a “growth mind-set,” which encourages a focus on “process” rather than on intelligence or talent, produces high achievers in school and in life.

In 2011, game designer Jane McGonigal published Reality is Broken, where she outlined four simple rules that define a game: a goal, rules, a feedback system, and voluntary participation. Both Jeopardy and The History of Biology fit this definition, but clearly there is a difference between games that teach the recall of facts and those that teach higher-order thinking skills.

esame Workshop, published a paper in 2011 called “Games for a Digital Age.” They distinguish between short-form games, “which provide tools for practice and focused concepts,” and long-form games, “which are focused on higher order thinking skills.” This is a useful first distinction teachers can use when evaluating games for use in the classroom.

A theme that comes up with teachers who use long-form video games is teaching empathy. “When I first started teaching natural disasters in Grade 7, there were case studies in the textbook, or videos,” says Mike Farley, a high-school teacher at the University of Toronto Schools (UTS). “When we invite students to play a simulation like Stop Disasters or Inside the Haiti Earthquake, they are more immersed; there’s more of an emotional learning.”