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What a Teacher Leaves Behind

For Bill Powell, gone so soon

On the Adriatic Sea in the summertime the light on the water is like diamonds at midday. Without shadows the clean blue hues’ incessant sparkling hits the eye and may elicit tears.

We lost someone recently, someone who has worked with teachers and schools to support generations of self-directed learners, people who believe in others and believe in themselves. This writing will not capture all that he was; to know Bill Powell you have to know all the other people whom he has valued in his life as a teacher, administrator, mentor, and friend. I was fortunate to have known Bill. Conversations with Bill over the years have taught much long after I left the cognitive spaces we shared.

Lessons from conversations with Bill now eddy and flow within, this sea on which I float tinged with sadness , and the coordinates of my destinations made clear by the lessons’ resonance within. Fragments from T. S. Eliot’s The Four Quartets, Bill’s favorite poet, and one of his favorite poems, appear like driftwood. I pick them up and show them to you.

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Help people learn, and not by evaluating them.

In their book Teacher self-supervision: Why teacher evaluation has failed and what we can do about it, Bill and Ochan Powell comment, The distressing truth is that no one can compel learning in another person.

We expound on the value of self-directedness, and we search for ways to create the environment and processes which allow our students to go after learning through inquiry; to self-monitor and self-modify as they self-assess through reflection. Yet in many of our schools, we still subscribe to teacher evaluation systems, giving teachers external judgments of practice and expecting that this external judgment will ignite the inspiration, motivation and empowerment necessary to transform the thinking that goes into creating environments and processes which will facilitate learning for both the teacher and his or her students.

In external, judgment-based feedback within teacher evaluation systems, there is

Only a flicker
Over the strained time-ridden faces
Distracted from distraction by distraction
Filled with fancies and empty of meaning
Tumid apathy with no concentration
Men and bits of paper, whirled by the cold wind
That blows before and after time

Learning comes from choice, a self-directed turning of mind toward something that inspires and presents an anticipation and pursuit of something meaningful. This turning of the mind is what we desire in our students as we provoke thinking in the classroom, as we give our students their heads, as we remove the reins and yokes of our own choices of canonical content, and allow our charges to chase after learning because it is meaningful to them.

Self-evaluation for adults is just as important as we deem it is for our students through reflection. The leap we make between the environments and processes we create that allow for self-directed learning is made with an assumption, a positive presupposition that people generally want to get better at what they do.

People want to learn to get better at what they do. This optimism is borne from a personal choice, a choice to honestly self-evaluate, to let go of the fixed mindsets perhaps learnt through experiences, and to become open to growth. It requires humility to reach this peak of wisdom, for

The only wisdom we can hope to acquire
Is the wisdom of humility; humility is endless.

The optimism of wanting and going after growth is endless in its reach, for it creates a world of what is possible—what is possible after all in a classroom is gifted by the diversity of individuals with whom a teacher has the privilege to spend an entire school year. The optimism blooms in our practice as teachers when we embrace the wonderful diversity of people in our care. As many different learners as we have in our classrooms, we receive with each one the gift of becoming a better teacher of each, and

We shall not cease from exploration
And the end of all our exploring
Will be to arrive at where we started
And know the place for the first time.

In the ways we discover how each person learns, we grow as teachers. Beginning with this assumption that teachers want to get better at what they do, we are on our way to creating environments and processes, which allow for self-directed learning for adults and young learners alike.

We open the gates of consciousness to improve our craftsmanship and flexibility as teachers. Awareness is the mother of other states of mind.

To arrive at where you are, to get from where you are not,
You must go by a way wherein there is no ecstasy.
In order to arrive at what you do not know
You must go by a way which is the way of ignorance.
In order to possess what you do not possess
You must go by the way of dispossession.

The birth of awareness began with excavation for me. I had always thought, for instance, that I was a good listener. Until I learned, that first Cognitive CoachingSM  seminar with Bill and Ochan, that I listened primarily so I could solve things for whomever was speaking with me.

Spending the last five years digging through the debris of old layers of self– those layers of being which in conversations did not help but rather hindered growth for the other and then discarding the layers of ineffective listening like so much sloughed off skin—has expanded consciousness and increased other resources of mind.

I learned that

In order to arrive at what you are not
You must go through the way in which you are not.
And what you do not know is the only thing you know
And what you own is what you do not own
And where you are is where you are not.

In a teacher, consciousness reaches realms of being that embrace balance. Looping through the infinite balancing of polarities between rigor and inclusiveness, for instance. The flexibility of thinking that allows for polarities to co-exist, simultaneously, helps the teacher to recognize and address the experiences and reality of each learner. Each one has a claim on rigor. Each one has a claim on being included as he or she is, and the trajectories that each might traverse is not the teacher’s experiences and reality. We learn that we cannot teach the way we learn; we humbly accept that we must listen more than we speak, and that each learner may instruct the instructor on how learning can happen.

And in another instance, holding on one palm the delicate, complex self of a person and in another, her goal orientation, listening only in order to value both, and in the discipline of complete attentiveness, convey the person to a state of resourcefulness. In this disciplined attentiveness, one is fully present but also absent. Attentive to the other and detached from self. In this I learned to be less so the other might be more.

As Bill used to say, “I have more friends now.”

Be deliberate.

To learn, to teach, to live with self-directedness, one needs to be deliberate. One can be deliberate with choice of words and choices of silence in a conversation for the purpose of conveying the other to a more desirable state of mind. Speech is more poetic than might be previously thought, when we consider that our pauses allow for deep thought to occur, and are meaningful parts of messages we send to others.

In the deliberate use of silence as of words, we command our attentiveness and perhaps sidestep the chasms of miscommunication that endanger our relationships, and we summon the thinking that allows bridges to build across minds. We may avoid

Twenty years largely wasted, the years of l’entre deux guerres
Trying to use words, and every attempt
Is a wholy new start, and a different kind of failure
Because one has only learnt to get the better of words
For the one thing one no longer has to say, or the way in which
One is no longer disposed to say it.

The discipline of thought, that being deliberate requires, cradles the positive presuppositions that value another.

There is no competition—
There is only the fight to recover what has been lost
And found and lost again and again: and now, under conditions
That seem unpropitious. But perhaps neither gain nor loss.
For us, there is only the trying. The rest is not our business.

We are not the same people today as we were yesterday.

Every day is the day of a phoenix. Our interactions, our conversations change us as they change our thinking. If we are fortunate, we will meet someone who inspires trust, and we choose to learn from and with this person. We can become open-minded to the possibility that any other we meet and interact with is a teacher and a mentor outside of the choreography of a formal workshop or course; we sit at the table and dine with those who teach through conversation.

And this changes us. When we choose to learn, we transform. And if we choose this every day, we eschew a static self. We sleep and awaken new people.

You are not the same people that left that station
Or who will arrive at any terminus,
While the narrowing rails slide together behind you;
Watching the furrow that widens behind you,
You shall not think “the past is finished”
Or “the future is before us.”

For most of us there is only the unattended
Moment, the moment in and out of time,
The distraction of it, lost in a shaft of sunlight.

Every one has value.

I walk through places where systems have failed its citizens, and the faces floating past mine are sometimes so easily moved to contempt. It is not easy to be in places where many have been disillusioned by decades of communal, enculturated mistrust, and hence closed to learning from someone who might present novel ways of being.

Yet in the dim light I am reminded that context is a persistent and damning comfort; context holds people in its clutches and perhaps it is difficult to see how to let it let go when context has not presented any other possible existence than what is known.

I forgive context, and I dig deep within the discipline of attentiveness to find positive presuppositions: we protect what we know because it helps us to feel safe.

If you came this way,
Taking any route, starting from anywhere,
At any time or at any season,
It would always be the same: you would have to put off
Sense and notion. You are not here to verify,
Instruct yourself, or inform curiousity
Or carry report.

The person, after all, is what matters. Deep within the layers of who we might be because of where we are, we are oceans of humanity, deep and layered with tempers, battered by storms, calmed by movements of moons and other, more intangible forces.

We cannot think of a time that is oceanless
Or of an ocean not littered with wastage
Or of a future that is not liable
Like the past, to have no destination.

We cannot think of “Not making a trip that will be unpayable/For a haul that will not bear examination.”

In the optimism and discipline of attentiveness to others, we listen for their footfalls across the tundra they might have to traverse to find the thought that renders them open to growth. We paraphrase their words to illuminate their own thinking; we pause and give them deliberate time to envision ways forward.

And we must do this because it is about learning. Life is about the shift from that undesirable state of walking the endless loop of suffering, to a state of being ingenious within ourselves, and that capacity is the ongoing conversation with self that we are all privileged to enter.

I must say goodbye to the man, but not to the mentor. His legacy continues in the work of so many colleagues all over the world, whom like I did, had productive conversations with Bill.

Dawn points, and another day
Prepares for heat and silence. Out at sea the dawn wind
Wrinkles and slides. I am here
Or there, or elsewhere. In my beginning.

 

References

Eliot, T. S. Four Quartets. Retrieved from http://www.coldbacon.com/poems/fq.html on July 11, 2016.

Powell, W. and Kusuma Powell, O. (2015.) Teacher self-supervision: Why teacher evaluation has failed and what we can do about it. Melton, Woodbridge: John Catt.

 

Konflikty.pl [Attribution or Attribution], via Wikimedia Commons

Why we can’t just do whatever we want (in isolation)

This blog post might end up with a nice title like “Why Collaboration is Key.” But really, it is about why as educators, we can’t just do whatever we want (in isolation).

Imagine that you are a student and that the information on this infographic represents a student’s experience in school.

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Some students will be able to transfer from one subject area to another on their own. For instance, a grade 7 student might be able to connect setting and character in Language and literature and then connect these concepts to geography and how geography shapes the thinking and behavior of people.

What are the chances of most students being able to transfer understanding without guidance?

We need to collaborate

Collaboration, and guaranteed time spent doing it, is key to a coherent experience for our students. A study of an impoverished school linked knowledge to teacher and student learning and found that the connection between collaboration and reflection and learning was missing.

The study focused on uncovering how teachers attained knowledge necessary to improve learning in their classrooms and throughout the whole school. The study used semi-structured individual interviews, classroom observations, and follow-up interviews to form a picture of teacher and classroom learning. The purposive participant sample in the study was chosen based on teacher’s individual traits, experiences in the teaching career, and a reputation as an effective teacher. As the investigator gathered data, he examined the narratives for themes that emerged and coded them for analysis. What he found teaches us about how teacher knowledge and practice is influenced by available opportunities for collegial discourse.

Teachers participating in the study classified professional knowledge into four types. Practical knowledge, or knowing the ‘what’ of teaching came in the form of teaching strategies. Pedagogical knowledge, or knowing how to teach, formed the basis of how teachers planned and carried out instruction. Curriculum knowledge consisted of currency with a field of expertise such as subject content knowledge. A fourth type of knowledge was relational knowledge, which was social in nature and addressed, for instance, how to deal with student behavior.

The teachers interviewed in the study found that they experimented with creative ways of delivering content, but received no feedback and so fell back to lecture as the preferred lesson method. Often as they used the lecture method, teachers used questioning, but the questions were found to resemble a script. Teachers asked questions about content, and students quoted facts and descriptions from texts. There was also a reported lack of classroom management knowledge since the only pedagogy teachers used was content transmission. Students were observed to be apathetic, showing no love for learning, and they also lacked self-management, often showing up late to class and not submitting work.

The study also found that there were no structures for sharing knowledge in the school. Teachers were isolated because no common space was provided to congregate and talk about teaching and learning. There existed a negative attitude towards discussion; one teacher admitted that discussion feels like debating and that colleagues did not accept others who wanted to discuss teaching issues. The timetable provided no collaborative time, and there were no other structures in place that would provide opportunities for discourse about teaching and learning.

In interpreting the study, the researcher pointed out that part of practical knowledge is reflective, consisting of knowledge of a teacher’s own efficacy and agency in their professional identity.

Schools impoverished of collaboration are impoverished of learning.

Without collaborative structures in place, teachers cannot be expected to construct understanding of practical, pedagogical, curricular, and relational knowledge apart from what they learn on their own through other sources such as textbooks about teaching. In this impoverished situation, teacher knowledge resides in a bubble, isolated and static. Pedagogy stagnates in this context since it is uninformed and unformed by any other tensions that would result from shared dialog and discussion.

How teachers structure teaching and learning often reflects constructive understanding of these events. In other words, teacher discourse is a source of learning, which in turn shapes how teachers teach and how their students learn. What we learn from the above case study is that schools impoverished of collaboration tend to lose focus on learning. The implication is that student achievement suffers.

From a personal standpoint, teacher isolation impacts teacher growth. More often than not, teachers tend to use curriculum materials that work in their classrooms. If an activity works one time or more, teachers file this away in their repertoire and are more likely to use the activity again. Over years of experience, the piles of activities grow into binders of ‘tried and tested’ activities. As student needs shift, or contextual circumstances shift, the binder of activities may not address learning needs. Rather than a repertoire of engaging activities, the teacher may find that what worked in the past is no longer working to engage students. In this century, when factual and topical knowledge is literally at a student’s fingertips and readily available to Google searches, what worked in the past may no longer be engaging to students. The isolated teacher, although experienced, may need professional revitalization to address current student learning needs. If the school is full of isolated teachers experiencing a dearth of collaborative professional learning, how might professional revitalization occur?

Removing teachers from isolation and providing them with opportunities for collaboration and reflection is not just a way to sustain professional learning. It is also a way to build a culture around inspiring practice.

Providing teachers opportunities, time and space for discourse is a way of putting collaboration into the structure of a school. As teachers transfer knowledge and understanding across groups, several things may happen.

One result of collaboration is better alignment across the board. Because people talk about curriculum, there are more chances to examine how it aligns, for instance. As teachers talk about aligning the taught curriculum, the written curriculum might begin to reflect this coherence. There may even be discussions about assessment and how this needs to be coherent.

Marzano (2006) has pointed out that a “coherent, viable and guaranteed curriculum” (p. 15) is necessary to improve student achievement. Discussions between teachers, which center the development of teaching around student learning is a start to guarantee a viable learning pathway for each student in a school.

But again, we cannot leave this phenomenon to chance. Just because we institute new staff rooms doesn’t mean that teachers will automatically engage in professional discussions that will transform practice and improve coherence in a school. Like all systematic processes, we have to develop ways to sustain the discourse and make it purposeful, impactful work.

As we end another school year, we might reflect on these essential questions:

  • How will we guarantee a coherent experience for our students?
  • How might we use collaboration to guarantee that coherence?

 

 

Reference

Marzano, R. (2006). What works in schools; Translating research into action. Alexandria, VA: ASCD.

Photo credit: Red arrows radom by Konflikty.pl via Wikimedia Commons.

 

Carl Heinrich Bloch [Public domain], via Wikimedia Commons

‘Thinking Things Anew’

The other day I had a badly-designed experience in a restaurant. The food came about 50 minutes after we ordered it, which was bad enough. But the real clunker was, they failed to serve the drinks, which was water for two and an orange fizz for the third. That we had to wait for 50 minutes for at least the water was unacceptable. Then when my friend complained after the food was served, the waiter said, “It’s your fault. We could not serve until your soup was ready.”

(Really?)

What I took away aside from the decision never to go back to that restaurant again was that a badly-designed experience could be made better by ‘thinking things anew(Wiggins and McTighe, 2007, p. 40).

Two things stand out. First is that an experience can be designed. Second is that fresh thinking about the design can improve experience.

When we think about the experiences students have as they go through school, it’s a worthy inquiry to explore how we might better design experiences and put some fresh thinking into what we do, how we do, and why we do what we do in the ways we do.

The big question is, How do we design school holistically?

Wiggins and McTighe suggest some facets for designing the experience of school (2007, p. 41):

  • “ The goal of curriculum is not to take a tour of the content but to learn to use and investigate the content, right from the start. Curriculum is thus inseparable from the design of valid, recurring performance tasks.

  • “If autonomous transfer and meaning making is the goal, then the curriculum must be designed from the start to give students practice in autonomous transfer and meaning making, and make clear via assessments that this is the goal

  • “An academic curriculum must be more like the curriculum in law, design, medicine, music, athletics and early literacy: focused from the start on masterful performance as the goal.”

The first implication is the centrality of the assessments we use to frame the experience. If assessments are the experiences of success for students, what considerations might we take in designing experiences students will have so they are able to use content, investigate content, rehearse knowledge, skills and understanding, until tasked with a performance of these in the assessment? And how do we align the plans and instruction to the assessments?

The second implication is that transfer and meaning making or understanding must be rehearsed deliberately. This means that the formative experiences we give our students must be intentionally crafted. Understanding is not gained by chance but by purposeful behaviors toward the goals of transfer and meaning making.

The authors also provide a set of learning principles, a few of which are quoted below.

Engaged and sustained learning, a prerequisite of understanding, requires that learners constantly see the value of their work and feel a growing sense of efficacy when facing worthy challenges” (Wiggins & McTighe, 2007, p. 113).

This principle suggests that in planning learning experiences, we need to draw upon authentic connections to the students’ prior learning and to their lives and the world. Drawing upon these contexts helps the learning experiences to gain meaningful connections to the students’ own experiences and hastens the cementing of relationships between school and scholar and life.

An understanding is a learner realization about the power of an idea. Understandings cannot be given; they have to be engineered so that learners see for themselves the power of an idea for making sense of things” (Wiggins & McTighe, 2007, p. 113).

An inquiry makes sense with authentic connections, and part of the design is the anchoring of learning experiences to large, significant ideas, such as our common humanity, what constitutes a personally-relevant and responsible action as a response to what is being learned. These connections provide opportunities to link classroom experiences to the world, breaking the boundaries between real-life and school in ways wherein students can realize the power of ideas at work in their lives and the world.

The capacity to deeply understand depends greatly on the capacity to think things anew (and other related habits of mind), because any insight typically requires the refining of earlier ideas. Becoming willing and able to rethink requires a safe and supportive environment for questioning assumptions and habits (of mind)” (Wiggins & McTighe, 2007, p. 113).

The above principle is loaded with program implications.

First, the design of learning must provide experiences wherein students must draw upon habits of mind, those attitudes and approaches to learning, which must be rehearsed while rethinking ideas afresh.

Second, how a school or classroom provides a ‘safe and supporting environment’ asks of schools to design its culture – for example, how is risk-taking and failure viewed in the school? What are the attitudes toward failure? How does a school honor its students’ interests, strengths, prior learning? These are but a few considerations when we think of how safe and supportive a school might be.

Third, how students learn how to construct and use questions is a key part of design.

Fourth, how students are explicitly taught to use a repertoire of learning approaches is important in creating a culture of confident inquirers who feel safe to take intellectual risks and pursue personally- significant inquiries.

Some design considerations

To sum up the ideas above, we find that the design of learning experiences needs to consider:

  • How assessment aligns with instruction and instructional intentions.
  • How learning engagements provide authentic contexts for learning.
  • How students gain meaning from their learning experiences.
  • How to create learning experiences so that students arrive at large, powerful ideas (such as concepts and statements of inquiry).
  • How learning experiences are designed to draw out dispositions and approaches to learning and how these become visible to students in those experiences.
  • How to design a safe and supportive learning environment.
  • How to honor prior learning, interests, strengths of students.
  • How students learn how to use questions to pursue their own learning.
  • How to explicitly teach approaches to learning and build a confident self-directed learner.

If we take the patterns within these considerations, we find that these correspond to principles we must turn into practice so that our students experience a coherent, relevant, and challenging program in which each one grows and achieves.

We find that the systems of curriculum and instruction link to systems for assessment. We discover that social emotional learning is built in to the structures that support academic goals. We might also realize that collaboration and reflection are keys to this holistic implementation of a well-designed learning experience.

Making connections between systems

In their book about Coca ColaDesign to Grow: How Coca-Cola Learned to Combine Scale and Agility” (2015, p. 27), Butler and Tischler write, “Problems don’t exist in isolation. You can’t solve one without affecting another. This is where design creates value that’s hard to see or quantify, in that, by connecting things more smoothly, the entire experience improves.”

Essential takeaways seem to be that design is about making connections and that effective design makes for a coherent and meaningful experience.

From this we arrive at some essential questions in our program design. A few might be:

  • What connections can we make explicit between how we plan, how we learn and teach, and how we assess?
  • What connections can we make explicit between the soft skills and the academic ones?
  • What connections can we create between the resources in our environment and the perceptions of safety and support?
  • What connections can we facilitate between the students’ lives, the world and the classroom inquiries?

The fresh thinking that we need as we design learning experiences is mirrored by the fresh thinking we would like our students to do as they experience these.

What connections are you making between your learning and your students’? How might both these experiences gain meaning and transfer?

Just as a restaurant must make connections to make the dining experience a pleasant one, we are tasked with making connections between systems in our schools to make the experience one that our students will savor.

 

References

Butler, D. and Tischler, L. Design to Grow: How Coca-Cola learned to combine scale and agility; (And how you can too). USA: Penguin.

Wiggins, G. and McTighe, J. (2007). Schooling by Design; Mission, action and achievement. Alexandria, VA: ASCD.

Photo by Carl Heinrich Bloch [Public domain], via Wikimedia Commons.

 

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The Learner in Charge

Learning is scalable.

The fractal of how we learn transfers into smaller versions of the full design—such as the specific process of learning how to write from personal significance, with a personalized process, seeking our own audiences and feedback to get better at writing. These patterns also transfer into larger-scale systems predicated on assumptions that people have the capacity for self-directedness. Approaches to learning, for example, could be a system-wide approach to using metacognitive strategies.

By Jon Sullivan [Public domain], via Wikimedia Commons

Romanesco broccoli fractals By Jon Sullivan [Public domain], via Wikimedia Commons

Because learning is scalable, we can infer patterns in the larger expression of a fractal, say a culture of self-directedness, from the iterations of behavior in smaller sections of the fractal, like individual self-directedness. In other words, individuals together behaving in certain ways make up the concerted behavior of a whole community.

So how do we enact a culture of self-directed learning?

We might begin with what’s happening with the individual learner.

In their collaborative work The Art and Science of Portraiture, Sara Lawrence- Lightfoot and Jessica Hoffman Davis (1997) engage in a dialog on the value of a self-portrait as a form of learning process and product.

They suggest that the creation of a self-portrait “is an intentionally generous and eclectic process that begins by searching for what is good and healthy and assumes that the expression of goodness will always be laced with imperfections.” If we ask ‘what is good?’ we are “likely to absorb a very different reality than one who is on a mission to discover the sources of failure” (Laurence-Lightfoot & Davis, 1997, p. 9).

The generosity of this developmental self-portrait hinges, it seems, upon the assumptions that people want to seek what is good and start this inquiry from a stance of positive intentions and aspirations. Considering assumptions about self-development consider that “Not only do portraits seek to capture the origins and expression of goodness, they are also concerned with documenting how the subjects or actors in the setting define goodness” (Laurence-Lightfoot & Davis, 1997, p. 9).

The process might be more concrete if we thought about the self-portrait as a portfolio.

In developing a documentation of learning and achievement, which is the basis for a portfolio, the learner becomes participant in this inquiry and dialog on What is good, how do we find it, and what expressions might be exemplars of this search and its discoveries?

The portfolio becomes an ever-transforming map of growth. As the learner curates his or her own documentation of growth, the reflective nature of constructing this self-portrait facilitates and sustains the inquiry. This is a pattern of the self-directness that we consider a significant cornerstone of transformational learning.

How does this individual pattern influence the larger patterns in the places where we facilitate learning?

Lawrence-Lightfoot and Davis (1997) suggest that the self-portrait is a conversation. In this sense they are also “acts of intervention” (Laurence-Lightfoot & Davis, 1997, p. 11) in that within the process of creating self-portraits we engage others in conversations about what is good; we engage in acts of transformation; we provoke thinking and reflection. “This is provocative work that can disturb the natural rhythms of social reality and encounter” (Laurence-Lightfoot & Davis, 1997, p. 11).

In her book The Good High School; Portraits of Character and Culture Lawrence-Lightfoot (1983) suggests that the actors within a school context “create conversations and find shared meanings, the significance of the voice of teachers, and the crucial importance of local context as well as the commitment of a scholar to truth and solidarity” (in Laurence-Lightfoot & Davis, 1997, p. 11).

The conversations about what is good propels our inquiries into constructions of criteria for best practice within the contexts of our schools. In these co-constructions; we seek our mentors and teachers in our peers and in our networks; and we revisit again and again a common ownership of learning.

We influence the story of our school’s focus on learning.

From conversations and patterns of self-directedness emerges a narrative. The resulting narrative tells the story of the landscape of transformation for the individual as well as the group. Together, our portraits of growth collectively “document the human behavior and experience in context.” (Laurence-Lightfoot & Davis, 1997, p. 11).

So it may follow that culture is influenced by individuals creating portraits of best practice.

In the conversation between practitioners, we find a similar idea to Eudora Welty’s distinction between the storyteller and the one who listens to a story. Lawrence-Lightfoot and Davis (1997, p. 12) suggest that “The latter is a much more active, engaged position in which one searches for the story, seeks it out, is central to its creation.”

In this inductive inquiry, we may recognize the “persistent irony” that “as one moves closer to the unique characteristic of a person or a place, one discovers the universal” (Lawrence-Lightfoot and Davis, 1997, p. 14).

Discoveries of the universal within the personal suggest that learning is scalable. Individuals in self-directedness make up the human landscape of a self-directed organization. By putting the learner in charge of his or her learning, we cultivate resonance within our selves and our organizations.

 

References

Lawrence-Lightfoot S. & Hoffman Davis, J. (1997). The Art and Science of Portraiture. San Francisco: Jossey-Bass.

Lawrence-Lightfoot, S. (1983). The Good High School; Portraits of Character and Culture. NY: Basic Books.

Photo By Becks – Windvane, CC BY 2.0, https://commons.wikimedia.org/w/index.php?curid=25740347

Photo Romanesco broccoli fractals By Jon Sullivan [Public domain], via Wikimedia Commons.

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Summative Season and the Self-Directed Learner

It is summative season once again. IB Exams are in progress. Summative teacher evaluations are due. Report cards are on the horizon, and schools are scrambling to get the last bits of data that will inform the next academic year’s instructional goals, both for children and adults.

During this summative season, when we are reflecting on the actions that have been enacted and continue to be until the last day of school, do we ever consider how much of what we do actually builds a culture of self-directedness?

In the Twitter chat on self-directed learning, collaborating minds raised the following points.

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The views from the Twitterchat on Self-Directed Learning suggest what Costa, Garmston and Zimmerman pose as a guiding principle of self-directed learning, that “the gates of learning are only opened from within and that motivation to learn or change cannot be externally coerced” (2014, p. xvi in Powell & Kusuma-Powell, 2015).

I left the Twitterchat with more questions.

If schools want self-directed individuals, how do we reconcile the reliance on external assessments of learning with our aim to promote self-directed learning? When the assessments of learning are significantly anchored to someone outside of the self, how do we shift learners toward internal motivation?

Asking these questions in their latest book Teacher Self-Supervision; Why teacher evaluation has failed and what we can do about it (John Catt, 2015), Powell and Kusuma-Powell present schools with the task of examining our assumptions about self-directedness and how the adult learning structures as they exist might use a lot more reflection.

Assumptions guiding teacher evaluation

Powell and Kusuma-Powell (2015) suggest the following assumptions guiding current practices in teacher evaluation:

  1. External feedback systems gives teachers ways to improve instruction and hence student learning.
  2. Student learning is like an algebraic algorithm and deficits can be addressed technically as in the equation, if x then y must follow.
  3. Schools can be operated like factories.
  4. Relationships, especially trusting relationships, are not significant aspects of schools as learning organizations.
  5. External rewards and punishments are necessary to coerce teachers to be better at facilitating learning.
  6. Teachers need to be praised and affirmed by someone else all the time.
  7. Principals and supervisors are the best source of knowledge about teaching and learning.
  8. One principal can mentor 40 or 50 teachers at a time and be effective at it.
  9. Compliance is more important than personal investment.
  10. If you cannot reduce something to an algorithm or a quantity, it does not exist.

The above assumptions, if they guide teacher evaluation, direct us to a culture wherein:

  • Teachers are infantilized.
  • Internal motivation is not a resource for school development.
  • We waste a lot of time, and we do not guarantee that teachers learn how to facilitate learning better for our students.

Patterns are the best teacher, suggests Wellman (2013). If school patterns of behavior hinge upon the premise that the adults in the school learn best with external coercion, how will those adults facilitate self-directedness in themselves and in their students?

We need a new set of assumptions if our schools are to create cultures of self-directedness. What if we created our schools based on these assumptions?

  • That each person, including teachers, learn best when they are motivated internally.
  • That each person has the capacity to self-assess, self-monitor and self-modify.

And what if we created systems in our schools, which honor and respect the learner within each individual?

References

Garmston, R. & Wellman, B. (2013). The Adaptive School: A sourcebook for developing collaborative groups. NY: Rowman and Littlefield.

Powell, W. & Kusuma-Powell, O. (2015). Teacher Self-Supervision; Why teacher evaluation has failed and what we can do about it. Melton, Woodbridge: John Catt.

Photo Credit: Toutes direction By Dyon Joël (Own work) [Public domain], via Wikimedia Commons.

By Luis Miguel Bugallo Sánchez (Lmbuga Commons)(Lmbuga Galipedia) [GFDL (http://www.gnu.org/copyleft/fdl.html) or CC BY-SA 4.0-3.0-2.5-2.0-1.0 (http://creativecommons.org/licenses/by-sa/4.0-3.0-2.5-2.0-1.0)], via Wikimedia Commons

Polarity: Rigor and Inclusion

There are some ‘problems’ that surface every year in schools. One of these is the tug-of-war between being rigorous and inclusive. Sometimes, we think that the solution to every issue is to become more rigorous: raise the standards and the engagement and achievement will follow. Other times, we think that the solution to every issue is to be inclusive; if we offer enough personalized learning, everyone is happy and the issues disappear.

But with many of these ‘problems,’ we realize that one-sided solutions do not work very well. If we are too inclusive in the sense that we offer personalized solutions for everyone, we begin to question whether our criteria for success are relative and hence not able to be guaranteed in a consistent way. If we are too rigorous, we could potentially alienate so many students that we end up with an unhappy school.

The problem is that we treat these ‘problems’ as problems even though they are not. Barry Johnson (1996) suggests that there are tensions in organizations, which are not actually problems, but polarities. Polarities are conditions that co-exist, which cannot be solved by focusing on one to the detriment of focusing on the other. Rigor and inclusion for instance, must co-exist in a school in order for the school to guarantee the leaving credential but also to allow each individual to have access to the learning and the capacity to successfully learn.

By Luis Miguel Bugallo Sánchez (Lmbuga Commons)(Lmbuga Galipedia) [GFDL (http://www.gnu.org/copyleft/fdl.html) or CC BY-SA 4.0-3.0-2.5-2.0-1.0 (http://creativecommons.org/licenses/by-sa/4.0-3.0-2.5-2.0-1.0)], via Wikimedia CommonsBy Luis Miguel Bugallo Sánchez (Lmbuga Commons)(Lmbuga Galipedia) via Wikimedia Commons

Johnson suggests that polarities are unsolvable, and that they are better off managed in their co-existence. “Polarities to be managed are sets of opposites that can’t function well independently; they require both-and thinking. Because the two sides of a polarity are interdependent, you cannot choose one as a solution and neglect the other,” writes Carolyn McKanders (in Garmston and Wellman, 2013).

A faculty mapped the polarity between rigor and inclusion and learned the upsides and downsides of focusing on one to the neglect of the other.

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Polarity Map® is © 2016 by Polarity Partnerships, LLC, All Rights Reserved.

Here is an application.

While reviewing the assessment policy this year, the group dialogued on the goal to be both inclusive and rigorous. The faculty wanted students to have multiple access points to learning and multiple ways to show they had learned. They also wanted students to engage in the rigorous program and to achieve at the highest levels for which they possessed the knowledge, understanding, skills and attitudes to do so. The school wanted to be both rigorous and inclusive.

One of the solutions to become more rigorous was to revise the policy so that students:
• Invested in their own learning every day
• Became conversant in the criteria for success
• Used approaches to learning they had learned to perform well on each summative assessment

In order to foster rigor, teachers decided that students had to:
• Show up every day ready to learn
• Learned and used self-management skills to keep track of their learning
• Reflected on approaches to learning—how ATL skills worked, how to get better at them, and how to evaluate them so they might decide which to use for what tasks

The faculty also had to provide action plans for how to become more inclusive. Being inclusive meant finding approaches for students to have personal entry points to learning. It also meant designing assessments, which had personal significance to the student; had multiple ways to express understanding; and called upon a repertoire of skill sets which may differ from student to student.

Solutions to become more rigorous and inclusive at the same time meant that teachers had to inquire into powerful questions such as:
• How do we motivate students to invest personally in the learning?
• How do we empower students to follow personal trajectories into units of inquiry?
• How do we inspire students to make connections?

Questions such as these fueled teachers’ reflective practices. They began to ask, what needs to happen, to inspire personal investment and self-directedness in the students? What needs to happen to provide an environment where risk-taking and inquiry are at the heart of learning? And what can we do to encourage students to unlearn unproductive habits like coming to school late and being absent, and to learn ways to become curious, inspired and motivated to be better at who they are? How do we create the belief that we are here for important reasons and that the learning we do is relevant?

The inquiry goes on. The value of the polarity mapping for this faculty was not in finding answers that stop inquiry, but in providing the spark that allowed the adults in the school to find relevance in the inquiry process itself. By deciding to map the polarity between rigor and inclusion, the teachers began an inquiry, which has launched a journey of school improvement with leadership from the classroom.

When polarities are present, as they are in every organization, they can become resources instead of problems. Harnessing the cognitive conflict, which resides in polarity management is an adaptive response to the recurrent issues that revisit a school unceasingly. Through inquiry and collaboration, these issues can become inquiries that can revitalize a community of learners.

To learn more about polarities and managing them, visit these resources:
Garmston, R. and Wellman, B. (2013). The Adaptive School; A sourcebook for developing collaborative groups, 2nd Ed. NY: Rowman and Littlefield.

Johnson, B. (1996). Polarity Management. Amherst, MA: HRD Press, Inc.

Polarity Map® is © 2016 by Polarity Partnerships, LLC, All Rights Reserved. For more information on resources, please see www.polarityresources.com.

Photo Credit: Photo of Child By Luis Miguel Bugallo Sánchez (Lmbuga Commons)(Lmbuga Galipedia) [GFDL (http://www.gnu.org/copyleft/fdl.html) or CC BY-SA 4.0-3.0-2.5-2.0-1.0 (http://creativecommons.org/licenses/by-sa/4.0-3.0-2.5-2.0-1.0)%5D, via Wikimedia Commons

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Thank you for reading The Learner’s Toolbox. We are passionate about self-directed learning. Join us on Twitter for a chat on Self-Directed Learning on May 12 1600 UTC by following the hashtag #sdlchat. Co-hosted by @alohalavina and @EricDemore.SDL_graphic_small

Photo By Brocken Inaglory. The image was edited by user: Alvesgaspar - Own work, CC BY-SA 3.0.

An Inquiry into Time, Thought and Identity

Metacognition within perceptions of time and self mediates attention. As an approach to learning skill, metacognition involves knowledge of cognition, which allows a person to actively control thinking during the thinking process. Hence it is often defined as “thinking about thinking.” Approaches to learning such as ways to monitor understanding, evaluating process and progress of learning, and making decisions about use of time are metacognitive approaches (Livingston, 1997). When a learner is able to control thinking using different strategies or approaches, he or she is able to adjust, evaluate and readjust a myriad of factors surrounding the environment and process of learning he or she uses to improve learning. Metacognition supports self-regulation by allowing the learner to practice targeted attention (Goleman, 2013) to factors such as the learning environment, process, time, and personal investments in these.

Strategies allow for the abstraction of metacognition to become concrete, practical approaches. An example would be while reading actively, the reader uses questions as self-tests for comprehension and monitors the effectiveness of the strategy in terms of the learning objective (comprehension). The strategy of using questions is a cognitive move, while the strategy of monitoring its effectiveness is metacognitive (Livingston, 1997). Learners practicing metacognition while learning develop and use feedback systems to self-direct learning.

Cognitive Strategy Instruction (CSI) is a tool that is worth mentioning in instruction about thinking. A simple way of expressing this tool is to ask students to think of “How do I do this and why am I doing it this way?” The how is the cognitive move, while the why involves finding approaches to monitoring the thinking. CSI is based on the Self-Regulated Strategy Development (SRSD) model used in teaching writing. In the SRSD model, students who are producing text are asked to perform the following explicit cognitive and metacognitive moves (Council for Exceptional Children, 2009):

  • Self-monitoring as a goal is set and a process designed for students to make the process visible
  • Self-instruction as the students discuss the process and decisions made, use a checklist, use a visible guide for the writing process
  • Self-reinforcement can involve self-talk, use of additional reading or research to keep the flow of the process going
  • Metacognition through modeling think- or read-alouds
  • Self-assessment through a checklist or cue cards, or ways to use questions to evaluate own performance, such as developing a rationale for writer’s choices

An interesting idea in the inquiry towards nurturing agile thinkers is the effects on perceptions of time on how learners learn. Time to think is a requirement for effective self-directed learning.

Being busy without time for reflection creates a mental environment of ceaseless action without deep thought. With this condition, how might we allow for insight, solution design, and making connections?

Photo By Brocken Inaglory. The image was edited by user: Alvesgaspar - Own work, CC BY-SA 3.0.

Photo By Brocken Inaglory. The image was edited by user: Alvesgaspar – Own work, CC BY-SA 3.0.

We know that engagement in immediate tasks at hand allow for the possibility of flow: concentration which stretches thinking and capacity. Time for self-reflection is crucial for tasks that ask students to find personal relevance through metacognition. When we think about our thinking, the expansion of our awareness involves knowing how much time to invest in a task and why. Because we become more aware of time constraints, we might also become more aware of changing craftsmanship –whether it is allowing more time or less time—as a function of what we know, understand and can do.

Time is a perception that can change the ways we know, understand and can do. It is a moment of optimistic intersections between all the things we are and the significance of our aspirations for what we must inquire into and rehearse. As time becomes less an external construct and more of an internal one for the learner, he or she allows for time to engage the self, binding identity to the task at hand.

Because the perception of time makes it relative to self, time can protract or extend as necessary within the perceptions of the learner. Challenges like open-ended tasks then allow us to perceive how we have significantly crafted use of time, and how we learn through strategies including metacognition.

Using Reflection

In lesson design involving approaches to learning like metacognitive strategies and use of time during tasks, it might be useful to use reflection as opportunities to develop both. When we stop to record a moment of learning, we step out of engagement in cognition to think about it and how it affects the time available.

This is the ‘trick’ of metacognition—to be able to step out of engagement to reflect on it, to integrate the moment itself and its experience with the reflective thinking as we take action and document its significance.

References
Council for Exceptional Children (2009). A focus on self-regulated strategy development for writing. Retrieved from http://s3.amazonaws.com/cmi-teaching-ld/alerts/3/uploaded_files/original_alert17writingSSRD.pdf?1301000388 on May 7, 2016.

Goleman, D. (2013). Focus; The hidden driver of excellence. NY: Harper Collins.

Livingston, J. A. (1997). “Metacognition; An overview.” Retrieved from http://gse.buffalo.edu/fas/shuell/cep564/metacog.htm on May 6, 2016.


Thank you for reading The Learner’s Toolbox. We are passionate about self-directed learning. Join us on Twitter for a chat on Self-Directed Learning on May 12 1600 UTC by following the hashtag #sdlchat. Co-hosted by @alohalavina and @EricDemore.SDL_graphic_small