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dministrators’ lack of knowledge is not entirely their fault. Many of them didn’t grow up with computers. Other than basic management or data analysis technologies, many are not using digital tools or online systems on a regular basis. Few have received training from their employers or their university preparation programs on how to use, think about, or be a leader regarding digital technologies.

The key to infusing technology for deep learning is professional development for teachers. At our school, each teacher wrote his or her own professional development plan. Then we changed the job description of the technology teacher to include meeting with each teacher to refine and review these plans. Instead of teaching computers to the students, the new technology integration coach—a new title to reflect new duties–was now available to partner with the teacher in the classroom. As teachers became more comfortable, the coaching sessions centered on how to extend learning.

At the same time, our administrative team began using e-communication folders for parent communication, e-portfolios for teachers, and Moodle for virtual classroom environments. Teachers experienced rich, efficient collaboration and communication through technology. This resulted in more effective face-to face communication.

Three things are basic to preparing students to be deeper learners: (1) access to quality curriculums, teaching, and learning, (2) robust information resources, technology tools, devices, and infrastructures, and (3) a student-centered learning environment that promotes critical thinking and problem solving.

“21st century student outcomes”

are the skills, knowledge and expertise students should master to succeed in work and life in the 21st century.

Disciplines include: English, reading or language artsWorld languagesArtsMathematicsEconomicsScienceGeographyHistoryGovernment and Civics

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.

The study found few examples of compulsory classroom-style training. Instead, professional learning “is incentivized through recognition and sometimes tangible rewards, usually within a culture of high expectations.”

Learning is immersive

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?"