I was recently interviewed by Ben Reeves, ahead of the Wisdom in Education Summit to be held in May at Wesley College in Melbourne. At the conference, which aims to explore collaborative practices that enhance student learning, I will be speaking on collaboration that makes transformational professional learning possible. Other speakers include Andy Hargreaves, Summer Howarth, Tracey Ezard and Selena Fisk.
A snippet of the interview appears below.
This is the part where we talked about collaboration that might be transformational, rather than collaboration done as unthinking practice of being together as a group, or as a practice of feeling good rather than really doing good work together.
Ben: What makes collaboration a type of transformative learning, rather than merely a group meeting; or feeling good in a team; or perhaps least desirably, a toxic team environment?
Me: What is often called ‘collaboration’ doesn’t necessarily involve or incite learning, let alone that which is transformational. Putting a group of people in a room together does not mean collaboration is happening. Feeling good, enjoying doing something in a group, or experiencing something fun or memorable together, also doesn’t mean learning, growth or effective practice is happening. Politely agreeing with each other is another way that being in a team or group becomes about compliance and forced harmony, a kind of pretend collegiality where members nod or remain silent, waiting for a meeting to be over or avoiding conflict at all costs.
Our best and most transformational collaborative work comes when a group can engage respectfully in productive conflict with one another, using data analysis and dialogue to find a solution to a shared problem for which they take collective responsibility. High-functioning groups are those who can gracefully and robustly challenge one another within an environment of trust and psychological safety, while adhering to agreed norms of behaviour, using skills of effective collaboration, and employing deliberate collaborative structures.
So often in schools, teachers or leaders get together in meetings, teams or committees. However, these crucibles of apparent collaboration have no guarantee of actually allowing effective collaboration to occur. Sometimes we seem to be meeting because there is a meeting in the calendar, because it’s ‘what we do’, or because we’re expected to meet. How do we make meetings, team work or professional collaboration effective or even transformational? As I indicate in the response above, true collaboration requires skills, norms and intentionality.
In my book Transformational Professional Learning: Making a Difference in Schools I spend a chapter discussing collaborative professional learning and collaboration as a vehicle for learning. In it, I explore examples such as professional learning communities and lesson study. On his recent trip to Australia, Michael Fullan pointed to the key takeaways from that chapter. In my book I outline them like this:
- Professional collaboration can benefit students and teachers, but needs to be deliberately designed around research-based principles and practices. Putting educators in a room together is not enough!
- Professional collaboration should be based on the clear shared purpose of improving outcomes for students, by developing teachers in meaningful and sustained ways.
- Key to collaborative professional learning are relationships, norms, protocols, processes, and data analysis that allow productive conflict, collective responsibility, and peer accountability. Getting along, enjoying the process, or patting each other on the back, does not equal collaboration.
- Examples of effective collaborative professional learning modes include professional learning communities, observation and reflection processes (such as instructional rounds and lesson study), moderation marking meetings, less formal peer observation, collaboration over curriculum planning, and interrogation of research literature in journal or book clubs.
- Within school and between school collaboration should be considered.
Michael summarised these points in the following slide.
You can read the interview in its entirety on LinkedIn here. In addition to collaboration, Ben asked me about pracademia, praxis, identity and transformation.