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I took a whole day to get student feedback on the event. Through reflection questions and some writing, I figured out what was going on behind that disastrous cooperative project.

Reflect at the end of every day

Notice the areas where you have a fixed mindset. It’s easy to think that there are some areas of teaching that I’m just not good at, but I know that’s an excuse I use when things get hard. Reflecting on my attitude and how it affects my willingness to grow is always useful. I can’t have a growth mindset about everything all the time, but I can notice when I’m talking myself out of trying something because I’m afraid.

Selection: the development of criteria for choosing items to include in the portfolio based on established learning objectives. Collection: the gathering of items based on the portfolio's purpose, audience, and future use. Reflection: statements about the significance of each item and of the collection as a whole. Direction: a review of the reflections that looks ahead and sets future goals. Connection: the creation of hypertext links and publication, providing the opportunity for feedback.

Electronic portfolios are more popular in higher education than in K-12, Barrett added, because they require access to technology in classrooms.

based on what is important to them, their unique knowledge, and their unique skills.

Students should think about additional audiences for their work

Reflection is when they really start to take ownership,

Many colleges are now asking for more materials beyond the usual transcripts and written essays.

Educators can assess not just current student work, but also student development over time.

Schools that incorporate digital portfolios  often discover that it becomes less about technology and more about students talking about and sharing their goals

Some would argue that grit is inherent in Albert Bandura’s research on self-efficacy, and that resilience is also part of i

tackling grit in my classroom and school.

Read Books About Grit

Talk About Grit

Share Examples

elp Students Develop a Growth Mindset

rol Dweck from Stanford University teaches us that students who have a growth mindset are more successful than those who think that intelligence is fixed. 5. Reframe Problems Using stories and examples from Malcom Gladwell's book David and Goliath, we talk about "desirable difficulties." Students need perspective about problems to prevent them from giving up, quitting or losing hope. 6. Find a Framework I use Angela Maiers' Classroom Habitudes as my framework. The KIPP framework specifically includes grit as one of its seven traits. Find one that works for your school and includes clear performance values. 7. Live Grittily You teach with your life. Perhaps that is why Randy Pausch's Last Lecture and David Menasche's Priority List resonate. These teachers used their own battle with death itself as a way to teach. But you don't have to die to be an effective teacher. Our own work ethic yells so loudly that kids know exactly what we think about grit. 8. Foster Safe Circumstances That Encourage Grit Never mistake engaging, fun or even interesting for easy. We don't jump up and down when we tear off a piece of tape because "I did it." No one celebrates easy, but everyone celebrates championships and winners because those take grit (and more). We need more circumstances to help kids to develop grit before they can "have it." Tough academic requirements, sports and outdoor opportunities are all ways to provide opportunities for developing grit. Verena Roberts, Chief Innovation Officer of CANeLearn says: One of the best ways to learn about grit is to focus on outdoor education and go out into the wild. Grit is about not freaking out, taking a deep breath, and moving on. 9. Help Students Develop Intentional Habits Read about best practices for creating habits, because habits and self-control require grit. 10. Acknowledge the Sacrifice Grit Requires Grit takes time, and many students aren't giving it. In their 2010 paper "The Falling Time Cost of College", Babcock and Marks demonstrate that, in 1961, U.S. undergraduates studied 24 hours a week outside of class. In 1981, that fell to 20 hours, and in 2003, it was 14 hours per week. This is not to create a blame or generation gap discussion, but rather to point out the cost of being well educated. We are what we do, and if we study less and work less, then we will learn less. Educators Need Grit Now we as teachers just need the grit to do whatever it takes to turn education around, and that starts with hard work and our own modern version of true grit. Teaching it and living it is now front and center in the education conversation. Vicki Davis @coolcatteacher's Profile Sign in or register to post Sign in to vote! (3) The Educational Benefits of GritThe character traits of determination, adaptability and reflection add up to a critical 21st century skill.<< Previous Next >> Learn More About Education Trends Latest Reconnecting Adults With Playful Learning A New Must-Read for All Educators Google for Educators: The Best Features for Busy Teachers What Is Personalization, Really? 20 Top Pinterest Tips Vicki Davis @coolcatteacher Computer Fundamentals, Computer Science and IT Integrator from Camilla, GA follow: http://www.facebook.com/coolcatteacherhttp://www.twitter.com/coolcatteacherhttps://plus.google.com/+VickiDavishttp://www.youtube.com/coolcatteacher/http://www.linkedin.com/in/coolcatteacher/http://www.pinterest.com/coolcatteacher Related Tags: Education TrendsCollege ReadinessResilience and GritCharacter EducationAll Grades In This Series T

4.  Spotlight Respect For All Cultures: Reaffirm the message about being supportive of one another, kind, understanding and patient. Encourage everyone to openly talk about their personal cultures, traditions and languages. Have parties celebrating the different cultures in the class, sharing music, historical family photos, dances, games, food and traditions.  Hold discussions about the history of America, immigration, and the value of diversity and differences. Encourage students to share their own stories of immigration, passed down from generation to generation.

5.  Community: If the parents and/or guardians do not speak English, request an interpreter if possible for all school communication, including parties, conferences and special events. Invite parents to all school community functions to encourage and foster a sense of belonging. If possible, introduce other students and/or families who speak the same language as the ESL student. Sharing cultural commonalities will provide strong bonds for students, parents and teachers.

6.  Assess Students Informally: Assess ESL students on an informal basis when they first arrive to class, and ongoing during the school year. It is imperative to primarily check for understanding in regard to basic and social needs. Pay attention from the sideline to see if they know numbers, letters and/or short English phrases. Continuously check for comprehension and growth informally, make notes and never be afraid to raise the bar and challenge a bit.

7.  Don’t Discourage Native Language Use:  With all good intentions, this is a common mistake teachers can make. ESL students who have a stronger foundation of their native language will have a shorter route to acquiring English. Don’t discourage native language use, as this will result in negative feelings about the student’s language and culture, and may cause delay in English language acquisition. Provide free time for the ESL student to read and write in their native language

8.  Use Manipulatives, Visuals, Games, Music and Hands-On Activities in the Classroom: According to William Glaser, we learn 80% of what we experience, and 95% of what we teach others. ESL students do exceptionally well when this theory is followed. Involve them in projects that will encourage them to talk as much as possible with their classmates.   Some ideas for projects are the following:  cooking (following easy directions), art (drawing, painting, sculpture), musical activities (music provides an amazing platform for learning), and acting (for example, charades).

9.  Provide Various Opportunities For Talking and Consider Seat Placement: It is very important to consider seat placement in the classroom for the ESL student. All too often, ESL students are seated in the back of the classroom, which leads to a great lack of contribution, listening, and  participation. Try and seat the ESL student close to the front, especially with other students who are inviting and enjoy conversation. Provide the most opportunities as possible for talking and listening to others in the class via group work. You will be surprised how much shorter the silent period will end. 

10. Communicate with the ESL teacher: Maintain communication with the ESL teacher as much as possible. The sooner both teachers are working together, the quicker the student will learn English. Be open to the ESL teacher’s suggestions, let him/her share in the modification of classwork, and invite the ESL teacher into your classroom. 

If organizations are to develop a capacity to work with mental models then it will be necessary for people to learn new skills and develop new orientations, and for their to be institutional changes that foster such change. ‘Entrenched mental models… thwart changes that could come from systems thinking’ (ibid.: 203). Moving the organization in the right direction entails working to transcend the sorts of internal politics and game playing that dominate traditional organizations. In other words it means fostering openness (Senge 1990: 273-286). It also involves seeking to distribute business responsibly far more widely while retaining coordination and control. Learning organizations are localized organizations (ibid.: 287-301).

it’s the capacity to hold a share picture of the future we seek to create’ (1990: 9). Such a vision has the power to be uplifting – and to encourage experimentation and innovation. Crucially, it is argued, it can also foster a sense of the long-term, something that is fundamental to the ‘fifth discipline’.

When there is a genuine vision (as opposed to the all-to-familiar ‘vision statement’), people excel and learn, not because they are told to, but because they want to. But many leaders have personal visions that never get translated into shared visions that galvanize an organization… What has been lacking is a discipline for translating vision into shared vision – not a ‘cookbook’ but a set of principles and guiding practices. The practice of shared vision involves the skills of unearthing shared ‘pictures of the future’ that foster genuine commitment and enrolment rather than compliance. In mastering this discipline, leaders learn the counter-productiveness of trying to dictate a vision, no matter how heartfelt. (Senge 1990: 9)

By attending to purpose, leaders can cultivate an understanding of what the organization (and its members) are seeking to become. One of the issues here is that leaders often have strengths in one or two of the areas but are unable, for example, to develop systemic understanding. A key to success is being able to conceptualize insights so that they become public knowledge, ‘open to challenge and further improvement’ (ibid.: 356).

In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is they are responsible for learning…. Learning organizations will remain a ‘good idea’… until people take a stand for building such organizations. Taking this stand is the first leadership act, the start of inspiring (literally ‘to breathe life into’) the vision of the learning organization. (Senge 1990: 340)

In essence, ‘the leaders’ task is designing the learning processes whereby people throughout the organization can deal productively with the critical issues they face, and develop their mastery in the learning disciplines’ (ibid.: 345).

One of the important things to grasp here is that stewardship involves a commitment to, and responsibility for the vision, but it does not mean that the leader owns it. It is not their possession. Leaders are stewards of the vision, their task is to manage it for the benefit of others (hence the subtitle of Block’s book – ‘Choosing service over self-interest’). Leaders learn to see their vision as part of something larger. Purpose stories evolve as they are being told, ‘in fact, they are as a result of being told’ (Senge 1990: 351). Leaders have to learn to listen to other people’s vision and to change their own where necessary. Telling the story in this way allows others to be involved and to help develop a vision that is both individual and shared.

People need to be able to act together. When teams learn together, Peter Senge suggests, not only can there be good results for the organization, members will grow more rapidly than could have occurred otherwise.

It is about fostering learning, for everyone. Such leaders help people throughout the organization develop systemic understandings. Accepting this responsibility is the antidote to one of the most common downfalls of otherwise gifted teachers – losing their commitment to the truth. (Senge 1990: 356)

As soon as reasonably possible, try to “institutionalize” the new technology and “show employees that you are transitioning from the old way of working to the new one,”

part of the routine of the way the place works,”

“Rewarding the behavior you want to see is much more effective than penalizing the behavior you don’t want to see,” says Mankins. You’ll need to know “which employees are adopting the technology and which kind of rewards means the most to them.”

Win hearts and minds by emphasizing how the new technology benefits the organization and makes employees’ lives easier Encourage adoption by rewarding employees in ways that are most meaningful to them Build the new technology into the routines and rhythms of the workday as soon as possibl

Pick a technology that’s more complicated than it needs to be; for a swift adoption, select a system that’s approachable and intuitive Overlook the importance of getting your most influential employees on board early in the process; they will help you bring around others Leap to punish employees who don’t use the technology; penalties should be a last resort if incentives and rewards aren’t working