Tag Archives: accountability

Will schools acknowledge where and how they failed during the pandemic?

In an article about the Negro Leagues and Major League Baseball, Howard Bryant said:

Baseball should have taken the honest road, which would be to carry its stain and leave the tattered, piecemeal records of the various Negro Leagues as a historical reminder of its own destructiveness. Baseball did not do that — not because it was so important to give Josh Gibson a posthumous batting title but because like most of white, mainstream society, it does not want to carry its share of the responsibility for the condition it created.

While baseball has taken what it considers to be a step toward reparation, it has taken another away from accountability. Part of the strength of an institution is in its acknowledgment of where it has failed, and who suffered because of that failure.

This idea pertains to schools and the pandemic as well. The first months of 2020 were an emergency that caught most school systems and their leaders off guard. In the summer months of 2020 (here in the United States), school leaders had an opportunity to learn from the mistakes that they made in the spring and do things differently in the fall. While some school administrators used that window of opportunity, others did not and their schools and districts have repeated many of the mistakes they made in the spring again this fall. This winter break has given us all yet another chance to rethink what our schools are doing and make significant changes for January and beyond. How many school systems actually did so?

It’s one thing to make new mistakes. It’s another to keep making the same ones again and again. How many school leaders will look inward and, as Bryant said, ‘carry [their] share of the responsibility for the condition(s) [they] created?’ How many students, families, and educators have we failed as school systems, and will we ever hold ourselves accountable? If ‘part of the strength of an institution is in its acknowledgment of where it has failed, and who suffered because of that failure,’ how many school organizations are actively examining and owning their current failures in order to not repeat them over and over again?

Is your school system acknowledging where it has failed and who has suffered as a result? Are your school leaders making new mistakes or repeating the same ones again and again? Why?

“I tried giving my students some agency two years ago and it didn’t work”

Basalt

A couple of months ago I keynoted a STEM conference in Syracuse, New York. I talked a lot about the power of student agency and tried to give numerous, concrete examples of student-directed project- and inquiry-based learning in practice. We discussed the idea that the global innovation economy is pushing the skill sets of creativity, communication, critical thinking, and collaborative problem-solving much deeper into the labor pool than ever before. I also shared that the research on motivation and engagement from Deci & Ryan, Hallie, and others shows quite clearly that autonomy and self-direction are fundamental human needs that we violate to the detriment of both our students and our proclaimed academic goals.

During one of our conversation periods a secondary science teacher said to me, “I tried giving my students some agency two years ago and it didn’t work.” I did my best to quash my initial reaction of dismay that students lacked more opportunities for autonomy in his classroom and instead asked some follow-up questions. He shared with me that he taught earth science, that there was a mandatory segment of the curriculum on rock identification that was a significant component of the state exam, and that every year students were less than enthused about the unit (to be charitable). Two years ago he apparently had tried to give his students some choice in terms of both how they learned the material and their final work products but apparently student disinterest in the unit topic and/or how he framed the work were enough to overcome his early attempts at giving his students some agency and it went miserably. So he shut it down, returned to a very traditional structure of presentation and examination, and now was very skeptical of claims by myself or others that giving kids some voice and choice in their learning could be productive.

I couldn’t help but feel sad for this teacher. He took a small risk and it didn’t go well so he retreated back to his age-old practices, frustrated and resentful of others who preached something different. Numerous questions and concerns flashed through my mind as we interacted, few of which could be addressed in that venue at that time.

As school leaders, we must provide much greater support to our teachers as we ask them to initiate new instructional practices and ’transform school.’ I hear repeatedly from principals and superintendents that they supposedly have given their educators permission to be risk-takers. But it is not enough for school leaders to just give encouragement or permission. Our teachers deserve specific, concrete instructional (re)design strategies and techniques; short-cycle feedback loops; ongoing conversation with teaching peers about successes and failures; and long-term, follow-up activities that ensure implementation success. We also have to create organizational systems that foster ongoing innovation cultures rather than momentary risk-taking, including educator resilience and learning from failure. And we have to continually and critically interrogate our own internal culture, climate, messaging, reward systems, and other leadership practices that reinforce the status quo and mitigate our alleged ‘permission to take risks.’ During my short conversation with this teacher, it became clear that very few of these were in place in his school, which meant that from the start he was almost certain to fail. None of that was his fault, of course; it was the fault of the system in which he was embedded and the leaders of that system.

That science teacher in New York – the one who didn’t really know how to implement what he was trying and also didn’t have enough resilience to learn from his attempt and try again – represents countless other teachers all across the country. We have well-meaning educators everywhere who want to do right by kids and who want to innovate but lack the essential supports necessary to move their practice forward in ways that we are asking of them. Combine this lack of leadership and organizational support with compulsory topics of study (rock identification!) and compulsory exams (accountability!) that often don’t intersect with students’ interests or passions and it’s no wonder that we see so little innovation in our classrooms.

Dr. Richard Elmore, Gregory R. Anrig Research Professor at Harvard University, has written extensively about the concept of reciprocal accountability. Essentially, the idea is that for every increment of performance that school leaders and policymakers demand from teachers, they have at least an equal responsibility to provide them with the capacity to meet that expectation. We violate this capacity requirement daily in our school systems, piling mandate upon expectation upon wishful thinking without ever creating the concurrent support systems. Until we leaders take seriously our obligations of reciprocal accountability and capacity-building, we’re never going to see wide scale implementation of the changes so desperately needed in our classrooms and school systems.

Image credit: Basalt, David Ellis

Quiz-bits of information, regurgitated at regular intervals and stored in vast computers

The laws that are in fashion demand tightly constrained curricula and reams of accountability data. All the better if it requires quiz-bits of information, regurgitated at regular intervals and stored in vast computers. Performance metrics, of course, are invoked like talismans. Distant authorities crack the whip, demanding quantitative measures and a stark, single number to encapsulate the precise achievement level of every child.

We seem to think that education is a thing – like a vaccine – that can be designed from afar and simply injected into our children. But as the Irish poet, William Butler Yeats said, “Education is not the filling of a pail but the lighting of a fire.”

This year, as you consider new education laws, I ask you to consider the principle of Subsidiarity. Subsidiarity is the idea that a central authority should only perform those tasks which cannot be performed at a more immediate or local level. In other words, higher or more remote levels of government, like the state, should render assistance to local school districts, but always respect their primary jurisdiction and the dignity and freedom of teachers and students.

Subsidiarity is offended when distant authorities prescribe in minute detail what is taught, how it is taught and how it is to be measured. I would prefer to trust our teachers who are in the classroom each day, doing the real work – lighting fires in young minds.

California Governor Jerry Brown via http://gov.ca.gov/news.php?id=17906

The oligarchs pushing Common Core don’t send their kids to schools that use the Common Core

the same oligarchs who have brought this insane Common Core to fruition do not send their kids to schools that use Common Core.

They send them to Waldorf schools.

Or Quaker schools.

Or Montessiori schools.

Or the Lab School.

You know, the kinds of schools that aren’t run like army drill camps, where the teachers aren’t graded using test scores, where the kids don’t take high stakes standardized tests all throughout the year, where students get to explore meaningful subjects and lessons rather than endless test prep and drills.

via http://perdidostreetschool.blogspot.com/2013/01/how-is-common-core-for-kindergartners.html

I don’t know if the Common Core is ‘insane,’ but it’s worth questioning the belief of many that it’s okay to impose a certain kind of education on others’ children that they’d never agree to for their own…

Tony private schools aren’t paying their teachers based on test scores

My child should not be responsible for anyone’s pay based on one test on one day. . . . I keep checking the tony private schools to see when they are going to pay their teachers based on test scores and I have yet to find one that thinks this is credible nor do any believe in this data-driven model of high stakes testing for their students.

Rosemarie Jensen via http://www.edexcellence.net/commentary/education-gadfly-daily/flypaper/2013/the-seattle-map-flap.html#comment-781024577