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Deron Durflinger

The 3 Simple Strategies Google Uses to Help Its Employees Learn | Inc.com - 0 views

www.inc.com/...-help-its-employees-learn.html

google learning leaders vanmeter meter van evaluation employees

shared by Deron Durflinger on 04 May 18 - No Cached
  • They shard their activities into tiny actions and repeat them relentlessly. Each time, they observe what happens, make minor -- almost imperceptible -- adjustments, and improve. Ericsson refers to this as deliberate practice: intentional repetitions of similar, small tasks with immediate feedback, correction, and experimentation."
Deron Durflinger

SmartBlog on Education - A problem with success - SmartBrief, Inc. SmartBlogs SmartBlogs - 0 views

smartblogs.com/...a-problem-with-success

PBIS behavior learning classroom Management vanmeter van meter

shared by Deron Durflinger on 03 Jul 13 - No Cached
  • ducators, not programs, have the responsibility to educate students beyond just getting them to behave.
Deron Durflinger

Education Week: Building the Digital District - 0 views

www.edweek.org/...01conversion.h05.html

redesign learning education learn vanmeter meter van 1:1 one to transformation technology

shared by Deron Durflinger on 19 Oct 11 - No Cached
  • 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.
  • ...11 more annotations...
  • 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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