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Deron Durflinger

What Americans Keep Ignoring About Finland's School Success - Anu Partanen - National -... - 0 views

  • Instead, the public school system's teachers are trained to assess children in classrooms using independent tests they create themselves. All children receive a report card at the end of each semester, but these reports are based on individualized grading by each teacher.
  • There's no word for accountability in Finnish,"
  • "Accountability is something that is left when responsibility has been subtracted."
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  • what matters is that in Finland all teachers and administrators are given prestige, decent pay, and a lot of responsibility.
  • If a teacher is bad, it is the principal's responsibility to notice and deal with it.
  • And while Americans love to talk about competition, Sahlberg points out that nothing makes Finns more uncomfortable
  • There are no lists of best schools or teachers in Finland. The main driver of education policy is not competition between teachers and between schools, but cooperation.
  • school choice is noticeably not a priority, nor is engaging the private sector at all.
  • In Finland parents can also choose. But the options are all the same."
  • It was equity
  • the main driver of Finnish education policy has been the idea that every child should have exactly the same opportunity to learn, regardless of family background, income, or geographic location. Education has been seen first and foremost not as a way to produce star performers, but as an instrument to even out social inequality.
  • schools should be healthy, safe environments for children. This starts with the basics. Finland offers all pupils free school meals, easy access to health care, psychological counseling, and individualized student guidance.
  • Educational policy, Abrams suggests, is probably more important to the success of a country's school system than the nation's size or ethnic makeup.
  • When Finnish policymakers decided to reform the country's education system in the 1970s, they did so because they realized that to be competitive, Finland couldn't rely on manufacturing or its scant natural resources and instead had to invest in a knowledge-based economy. 
  • is to preserve American competitiveness by doing the same thing. Finland's experience suggests that to win at that game, a country has to prepare not just some of its population well, but all of its population well, for the new economy. To possess some of the best schools in the world might still not be good enough if there are children being left behind
  • Finland's dream was that we want to have a good public education for every child regardless of where they go to school or what kind of families they come from, and many even in Finland said it couldn't be done."
  • Finland's experience shows that it is possible to achieve excellence by focusing not on competition, but on cooperation, and not on choice, but on equity.
  • The problem facing education in America isn't the ethnic diversity of the population but the economic inequality of society, and this is precisely the problem that Finnish education reform addressed. More equity at home might just be what America needs to be more competitive abroad.
Deron Durflinger

The Five Dimensions of Learning-Agile Leaders - Forbes - 0 views

  • At the same time, we need to have the confidence to make decisions on the spot, even in the absence of compelling, complete data.  The qualities needed at the top—openness, authentic listening, adaptability—also indicate that leaders need to be comfortable with and able to embrace the “grayness” that comes from other people’s ideas or situations that arise.
  • Learning Agility is a reliable indicator of leadership potential because learning agile people “excel at absorbing information from their experience and then extrapolating from those to navigate unfamiliar situations.
  • In short, Learning Agility is the ability to learn, adapt, and apply ourselves in constantly morphing conditions.
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  • Problem Solvers; Thought Leaders; Trailblazers; Champions; Pillars; Diplomats; and Energizers. The researchers wrote: “People who are learning agile: Seek out experiences to learn from; enjoy complex problems and challenges associated with new experiences because they have an interest in making sense of them; perform better because they incorporate new skills into their repertoire. A person who is learning agile has more lessons, more tools, and more solutions to draw on when faced with new business challenges.” (Hallenbeck, Swisher, and Orr, July 2011)
  • Mental Agility
  • People Agility
  • Change Agility
  • Results Agility:
  • Self-Awareness
  • The world of leadership belongs to the most learning agile
  • To succeed in our volatile, complex, ambiguous world, we have no choice but to master our ability to adapt and learn.
Deron Durflinger

A New Era Of Learning - 0 views

  • And it’s no surprise why. Change is hard—especially the kind of change I’m talking about here. It’s not about learning how to do PowerPoint; it’s about teaching students to use technology to teach themselves, to learn for themselves. In essence, it’s about teaching ourselves out of a job.
  • No Choice
Deron Durflinger

Education Week: Building the Digital District - 0 views

  • I think a lot of his decisions are based on leadership,” Smith says of Edwards and his management. “You’ve got to have the right people on the bus, but not only that, they’ve got to be on the right seats on the bus.
  • instead, it tells teachers to seek their own content and align it to the subject curriculum
  • Teachers are expected to share lessons with colleagues electronically via ANGEL, the district’s content-management software, created by Washington-based Blackboard Inc., and all four schools in the district’s 1-to-1 program each employs a technology facilitator to aid that process. The district’s three elementary schools only began distributing laptops to its third graders this year.
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  • I would say the biggest challenge teachers have is the lack of time
  • It’s a constant challenge for teachers to go out and to find new innovative resources and what actually matches the new curriculum they need
  • going back is not really an option.”
  • acknowledge that the district’s modest size was a key factor in helping it change its culture and improve its achievement so quickly
  • saying the digital-conversion model “may be the one last great hope for our nation.”
  • Colleagues insist any such effort in other districts must be led by a superintendent in the same mold. “He just doesn’t allow anybody around him to make excuses or build obstacles,” Principal Wirt of Mooresville High says of Edwards. “That’s not his ride at all.”
  • e did so bent on changing what he recalls as a “complacent” attitude among teachers and other staff members in a school where achievement data were average. As he walks the halls nearly four years later, he takes perhaps his greatest pride in seeing most of the same faces standing in classroom doorways
  • by all accounts Mooresville’s teachers were given little choice but to join a new culture where 6,000 district-issued laptops to students and staff served as the centerpiece of Superintendent Edwards’ educational improvement strategy
  • Similar compliance was also expected in accompanying changes to curriculum, teacher collaboration expectations, and even staff conduct, all of which began to be implemented in the fall of 2008
  • I think ‘expectation’ is the right word,
  • ‘Here is your laptop, and you will learn how to use it. You will make it an integral part of your classroom, and you will incorporate it into 21st-century teaching.’ ”
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