Consolidation is not a dirty word

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Running off the Term 4 cliff

In Australia it is currently nearing the end of Term 4. We are a few weeks away from the end of the school year. Often at this time of year I see the exhaustion on my colleagues’ faces, the weariness in their bones. I used to look forward to Term 4 as a time when I assumed the work in schools would wind down. The sun would be shining with the promise of summer, and slowly I would be able to find slivers of time to luxuriate in thorough planning for the year beyond. In reality, finishing the school year as a teacher or school leader is like running full pelt off a cliff. You run as fast as you can until you realise that the year has ended and given way beneath you. But you are still running. Many schools are on an innovation trajectory that leaves casualties in its wake. The desire to be on the cutting edge sometimes leaves us bleeding. As Andy Hargreaves, Shaneé Washington and Michael O’Connor point out in their chapter in the upcoming Flip the System Australia book, there can be no student wellbeing without teacher wellbeing. They point out that wellbeing initiatives like yoga and meditation add-ons don’t fix the underlying factors eroding teacher wellbeing and morale.

We are in the here and now and then

The end of Term 4 is always a strange time in schools. We are finishing off one year (marking, reporting, preparing for final events), but we are simultaneously planning for the following year (writing course programs, organising staff days, finalising staffing, deciding on strategic foci). We are at once in the present, the future, and betwixt the two.

Education loves the future

In education we are always looking to the future. We are constantly reflecting on where our students are now, where they need to or could be, and how we can help them get there. We strategically plan innovations with the short and the very long term in mind. How will we assess the knowledge and skills we are teaching? What will our students need to know in the world into which they will eventually graduate? On what 21st century skills and capabilities should we be focusing? How might artificial intelligence, automation and data science change education and what do we need to know and do about it? What is the ‘next big thing’ in education?

Competition and short-term thinking

Ever since I started teaching almost twenty years ago I have been in the eye of this future-focused vortex and the relentless cycles of change that are propelled by it. It doesn’t help that education is hyper-focused on competition, or that schools and teachers are pitted against one another. Or that the media constantly runs fear mongering stories about the decline of [insert latest media education trend or most recent high stakes test or particular school sector]. Or that our political cycle perpetuates short termism, making education a card to be played in exchange for votes, rather than a long term priority deserving of deliberate, well-resourced action.

Focus on doing the last big thing properly

The phrase that is currently guiding my own strategic planning for 2019 is from Dylan Wiliam. He says it regularly, and it can be found on page 118 of his most recent book, Creating the schools our children need: What we’re doing now won’t help much (and what we can do instead). It is this:

We need to stop looking for the next big thing and instead focus on doing the last big thing properly.

I am focusing my 2019—and by ‘my’ I mean my portfolio of work including professional learning, pedagogy and research at my school—on consolidation. Embedment. Going deeper. Strengthening and enriching the work we are doing. Doing things better and more thoroughly. Spending time in deliberate practice followed by thoughtful reflection and refinement.

Doing even better things

A declaration at the beginning of the school year that ‘this year, we are going to consolidate’ may incite sighs of relief from teachers. What? they may think, Nothing new this year? I don’t believe it! Consolidation is a challenge in education, when there is so much more we could always be doing. At the beginning of this year, I was intentional about what I could let go of in order to do those things that really mattered to me. It is important in education that we decide where our efforts are best placed, and then work to do those things really well. We need to seriously consider what we can stop doing, or do differently, in order to pursue what it really worthwhile. Let’s do really good things well, not ‘all the things’ badly and in a state of blind panic.

The work of consolidation

Consolidation doesn’t mean there is no work to do. It doesn’t mean standing still or stagnating. It means doing better what we are already doing now. It means connecting in with one another to learn from each other, celebrate, challenge and share our expertise. It means continuing to develop shared understandings and shared practices, and looking back occasionally to remind ourselves of how far we have come.

Consolidation in 2019. Can it be done? Watch this space.

Redefining school leadership

Job descriptions for school leaders often encompass a range of strategic, relational and operational work, but the work of school leaders also involves enacting policy and performing for school communities and for governing bodies. The performative aspects of school leadership are often driven by data, testing and league tables. In Australia at around this time of year, schools receive their NAPLAN results, and around December of each year, these results become public on the MySchool website. Schools often publish reports on their NAPLAN data, drawing conclusions and setting goals around it. This is one example of how public data and high stakes testing is part of a school leader’s job. Other examples are the league tables of schools published at the beginning of each year around Year 12 student performance in tertiary entrance subjects.

In a previous blog post on resisting performativity, I wrote:

In a world that values metrics over stories and test scores over empathy, it takes courage to hold the line on egalitarianism, advocating for individuals with difficult circumstances, or mining richer seams of data than the popular ones of NAPLAN, PISA, TIMSS, tertiary entrance examination scores, and an ever-increasing litany of tests. It can be daring and dangerous to advocate for an education that does more than pander to market perception, external measures and competitive league tables.

Leading is political. As Amanda Heffernan (2018a, 2018b) reveals, principals can deliberately choose to accept or resist policy. School leaders can navigate the conflicting demands of the audit and performance culture by exercising autonomy (Gobby, Keddie, & Blackmore, 2017). In an upcoming chapter in Flip the System Australia, principal Rebecca Cody (2019) calls this ‘riding two wild horses’. She argues that school leaders can and must simultaneously pursue academic excellence (including as measured by public metrics), and a holistic education for each child.

While the seductive cliché of the charismatic central hero persists—from recruitment to media to memes—the more I investigate the theory and practice of school leadership, the more I see it as a constant navigation of tensions. Accountability and autonomy. Individual and wider group or organisation. Bottom line and greater good. This is why it is so important that schools have a clear idea of who and why they are. Values, shared vision, and strong culture can anchor decision making.

I have written before, on this blog and in a book chapter (Netolicky, 2018b), about challenging leadership tropes. Last month, a new academic paper of mine was published in the Journal of Educational Administration and History. This paper is to form part of a special issue on metaphors for educational leadership. The special issue will explore metaphors for school leadership including the punk rock principal, the Robinson Crusoe colonist leader, middle leaders as spies, and head teacher as storyteller.

My article—‘Redefining leadership in schools: the Cheshire Cat as unconventional metaphor’—uses the (as the title suggests) unusual metaphor of the Cheshire Cat to explore school leadership. This metaphor emerged from interviews with 11 Western Australian school leaders.

The crazy subterranean world of Wonderland—with its non-sense and word games—is actually a pretty good mirror to hold up to the world of education. The Cheshire Cat is a complex and mutable character, but is also highly deliberate in controlling its visibility and invisibility. It is the only character in Alice’s Adventures in Wonderland that listens to Alice and helps her through a combination of listening, mentoring, travelling alongside her, a sense of humour, and sometimes stepping back to allow her to make her own decisions. It supports and trusts Alice. The use of this metaphor as emblematic of school leadership challenges traditional notions of leader as charismatic visionary hero leading the troops, or captain steering the ship. This leader is in control, but makes decisions from the perspective of what will have the best outcome or serve others (each student, staff, and the school community). The Cheshire Cat provides a creative reimagining of the school leader as someone who makes careful decisions about how to best serve their communities, how to foster trust, and how to distribute power and agency, including when to appear and disappear, when to step forward and step back, when to direct and when to empower.

The conclusion of my article reads:

It is important that … this article’s Cheshire Cat metaphor not become a new idealised version of leadership, a trope that perpetuates the dark shadow of leadership …. Rather, the Cheshire Cat can be a way into embracing and grappling with the complexities and nuances of leadership in schools. When the Cheshire Cat says to Alice, ‘we’re all mad here’ (Carroll [1865] 2014, 67), it reflects the nonsensical world of Wonderland. The notion of madness is resonant with the current topsy turvy land of education, in which the work of schools, school leaders, and teachers, is reduced to and driven by quantifiable data, measurable outcomes, and carefully monitored accountabilities (Ball 2016; Heffernan 2018b). When the Cat ‘explains the rules of the game, or rather the absence thereof’ (Nikolajeva 2009, 258) to Alice, it is akin to a Head of Department or senior leader helping their staff through the often absurd maze of judgement mechanisms operating in schools and education systems. The Cat can provide a frame for thinking about the slipperiness and complexity of the school leader’s work, the ways school leaders switch between ways of being and responding, and the tensions that school leaders constantly navigate.

… This article proposes a new way of thinking about the school leader through the unusual and lyrical metaphor of the Cheshire Cat. The inclusion of middle school leaders’ voices alongside executive school leader voices moves the conceptualisation of school leadership away from a focus on the principal and towards a more holistic view of leadership in schools. The stories of these leaders provide insights into school leaders’ perceptions of themselves as leaders, and their private processes of decision making. These leader stories, and the metaphor of the Cheshire Cat, challenge the notion of school leadership as an archetypal story of a central figure, showing that school leadership can instead be quiet, subtle, fluid, and even deliberately invisible. (Netolicky, 2018a, p.13)

References

Cody, R. (2019). Riding two wild horses: leading Australian schools in an era of
accountability. In D. M. Netolicky, J. Andrews, & C. Paterson (Eds.), Flip the System Australia: What Mattes in Education, 198- 203.

Gobby, B., Keddie, A., & Blackmore, J. (2018). Professionalism and competing responsibilities: moderating competitive performativity in school autonomy reform. Journal of Educational Administration and History50(3), 159-173.

Heffernan, A. (2018a). The influence of school context on school improvement policy enactment: An Australian case study. International Journal of Leadership in Education, 1-12.

Heffernan, A. (2018b). The principal and school improvement: Theorising discourse, policy, and practice. Singapore: Springer.

Netolicky, D. M. (2018a). Redefining leadership in schools: the Cheshire Cat as unconventional metaphor. Journal of Educational Administration and History, 1-16.

Netolicky, D. M. (2018b). The visible-invisible school leader: Redefining heroism and offering alternate metaphors for educational leadership. In O. Efthimiou, S. T. Allison & Z. E. Franco (Eds.), Heroism and wellbeing in the 21st century: Applied and emerging perspectives. New York: Routledge.

Teaching boys: Part 2

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I have reached an age where not only am I a mother myself, but my high school students seem to see me as, or seek me out as, a motherly figure (a great reminder that I am aging!). In my previous post on teaching boys, I explained my own context and suggested that:

  • Boys need a safe and trusting environment with high support and high challenge;
  • Boys respond to engaging curriculum content; and
  • Boys benefit from regular, tangible feedback.

In this follow up post, I explore a more complex issue in boys’ schooling: gender.

Single sex boys’ schools in particular are often associated with cultures of hypermasculinity that outwardly privilege characteristics of male behaviour such as stoicism, hardness and solidarity (Hickey & Mooney, 2017). Schools and teachers can play a part in what kinds of behaviours and successes are normalised and rewarded within the school environment. Those working in schools can ask themselves questions about how gender is normalised. Are boys encouraged to be alpha competitors or are quieter achievement and ways of being also noticed and rewarded? Is the catchphrase ‘boys will be boys’ or ‘he was just joking’ used to dismiss put-downs of others or the objectification of women? Is strength and success measured by sporting prowess and outward expressions of courage or by a range of possible successes in multiple arenas? What does ‘courage’ mean to the school community? Are multiple ways of ‘being a man’ celebrated and held up as exemplars?

Keddie and Mills (2007)–after the #MeToo movement was launched by Tarana Burke but well before it was popularised by going viral on Twitter in 2017–argued that boys’ education must resist cultures that are misogynistic and homophobic. In this blog post, my point about boys’ education is that our boys need to be exposed to, and accepted in their enacting of, a range of behaviours and ways of being good men. To apply Drago-Severson’s holding environment (discussed in Part 1) to this conversation, boys need to feel ‘held’ by school environments that have a “keen awareness for individual needs and differences, and a willingness to honour and see those in our care for who they are and who they are becoming” (Drago-Severson, 2012, p. 47).

Boys need to be around a range of masculinities and femininities, with both men and women teaching boys and leading in boys’ schools

Schools (and indeed families) need to present boys with multiple examples of and ways to be a boy and a young man; and offer them different ways to express ways of being that are traditionally more masculine, as well as those that might be stereotypically considered more feminine.

A common argument in this space is that boys need male role models, and schools need male teachers. However, the promotion of male teachers serving as role models has been critiqued as obsolete, overly simplistic, and based on 1950s thinking (Moreau & Brownhill, 2017). Moreau and Brownhill worry that the ‘male teachers = role models for boys’ belief sells men/masculinities as a solution to teaching boys, and positions women/femininities as a problem in the teaching of boys. This, they argue, reinforces unhelpful gender binaries by perpetuating the existence of the belief that there are irreducible gender differences.

Lingard and Mills (1998) suggest that expectations around masculinity have influenced boys doing a more limited range of subjects that girls in the post-compulsory years of schooling, as they tend not to study humanities, languages and social sciences in the same numbers as girls. They reject a ‘battle of the sexes’ approach to issues in boys’ education, and argue that more equal gender relations can help alleviate the disadvantages some boys experience through dominant school practices of masculinity. Hickey and Mooney (2017) explore the strategic inclusion of female teachers in all-boys schools in order to nurture gender equity and guard against destructive aspects of masculine cultures. The boys that I teach have a ‘village’ of (female and male) teachers and school leaders around them to create the holding environment necessary for them to thrive and succeed in ways most appropriate to their age, stage, needs, idiosyncrasies, and circumstances.

As a mother of boys and a woman working in a boys’ school, I can see the importance of boys having role models that are both male/masculine and female/feminine. In our home, my husband and I provide our children with different types of role modelling and support. We feel it is important that our boys see me in professional and leadership spaces, in addition to nurturing and emotionally-supportive roles, and baker of their birthday cakes. It is equally important to us that they see my husband as open about his feelings, respectful of the women in his life, and capable of running our household, as well as in more traditional roles like rough-and-tumble-play specialist, sporting enthusiast, and boss. Like any family we have divisions of labour, but we make deliberate decisions about how the choices we make at home set examples for our children, as what they see us doing is likely to influence their own lives, relationships, and approach to parenting.

Hope and persistence

Keddie and Mills (2007) write that a recipe list of ‘how to’s or ‘don’t do’s is not the way to think about boys’ education.

“A ‘tips for teachers’ approach—so apparent in many of the current assortment of ‘boys’ books—will not work. Instead what we have found is that teachers who make a difference for boys do so within a framework that involves long-term persistence and that does not sink into despair over a failure on the part of some boys to change. They remain hopeful that change is possible. Their practices of persistence and hope mean that they seek to broaden the limited options currently open to boys, are concerned with the ways in which boys’ behaviours affect each other and girls, reject deficit models of boys through having high expectations of them, both academically and socially, and acknowledge the ways in which gender is affected by matters of class, race and ethnicity.” (Keddie and Mills, 2007, p.3)

Teaching boys is really about being consistent and persistent, while assuming the best of our boys and supporting them through sometimes bumpy journeys and sometimes questionable choices (especially as their prefrontal cortex—the decision-making part of the brain—is under construction for a long time, continuing to develop into adulthood).

We need to believe in our boys; expect high standards and high achievement (that will look different for each boy and his individual situation); and support them emotionally, academically, and socially. As I said in my last post, we need to approach our boys with the stance that we are seeking to understand them and their world. They need to know that we are in their corner, even and especially when they aren’t at their best, or when they are trying on identities that might expose them to vulnerability or ridicule.

 

References

Drago-Severson, E. (2012). Helping educators grow: Strategies and practices for leadership development. Cambridge, MA: Harvard Education.

Hickey, C., & Mooney, A. (2018). Challenging the pervasiveness of hypermasculinity and heteronormativity in an all-boys’ school. The Australian Educational Researcher45(2), 237-253.

Keddie, A., & Mills, M. (2007). Teaching boys: Developing classroom practices that work. Allen and Unwin: Sydney.

Lingard, B., & Mills, M. (1998). Introductory essay: issues in boys’ education. Change (Sydney, NSW)1(2), 1.

Moreau, M. P., & Brownhill, S. (2017). Teachers and educational policies: Negotiating discourses of male role modelling. Teaching and Teacher Education67, 370-377.

Teaching boys: Part 1

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Boys’ education, including issues in boys’ achievement in schooling, is a field of its own. Education policy and media narratives since the 1990s have emphasised boys’ underachievement in schooling (Moreau & Brownhill, 2017). Hickey and Mooney (2017) note that there has been a ‘crisis of masculinity’ discourse in education, with media and policy fuelling social and moral panic about ‘failing boys’ and ‘poor boys’ and boys as ‘the new disadvantaged’.

I have taught in all-boys high school classrooms for the last 10 years (having before that taught at girls’ schools and co-ed schools). I am a parent of two primary-school-age sons. I’m married to a man. Even our cat is male.

I often try not to be drawn into conversations about girls’ education and boys’ education because every student comes to school with individual needs, regardless of gender. There are differences within boys and amongst girls. My own two children are examples of the differences between boys. Knowing each child—the ‘whole child’ as we often say in teaching—is about looking beyond generalisations and stereotypes, to the individual.

But there are also differences between genders. Boys’ and girls’ brains develop differently and are impacted on by different hormones, leading to differences in developmental stages, and neurological differences in adulthood.

In this post, and in the follow up post, I do some thinking around what is we need to be mindful of in the education of boys in particular. These are reflections, not an exhaustive recipe list or set of ‘how to’ tick boxes. I offer them with the caveat that each school context, each classroom, each teacher, and each child, is unique, and that my thinking continues to evolve.

Boys need a safe and trusting environment with high support and high challenge

The notion of a holding environment was first introduced by psychoanalyst Donald Winnicott in 1960. It continues to be a central tenant of psychoanalysis and has been adopted in arenas including social work and education. It was initially based in the idea that a mother creates a safe, secure environment in which her child feels physically and emotionally ‘held’. Developmental psychologist and professor of adult learning, Ellie Drago-Severson, has used this concept extensively in her work around schools and school leadership. In educational contexts, a holding environment can be an organisational or classroom environment which offers high support and high challenge in order to foster growth. High expectations are important. In our daily work, teachers of boys need to create a safe, connected environment for our students so that they feel ‘held’, supported, and ready to be challenged to be the best they can be.

Relationships are key to boys’ learning. The relationship of each teacher with each boy is key to their readiness and capacity for learning in the classroom. Boys who feel a sense of belonging at school, and who feel supported, cared for, understood, and really ‘seen’ by their teachers, are boys who are ready to learn and to reach their potential. In boys’ education, learning, teaching, and curriculum cannot be de-coupled from relationships, wellbeing, and high levels of pastoral care.

I would add that, in my experience, boys are often more vulnerable than they appear externally, but are sometimes expected not to show, share, or act upon that vulnerability. We need to treat our boys with compassion and an approach that seeks to understand what they are experiencing and how they are feeling, as well as one that helps them find effective strategies for learning and living.

Boys respond to engaging curriculum content

‘Engagement’ is a buzzword in education, one often taken to mean ‘enjoyment’, ‘motivation’, or ‘visible participation’, rather than cognitive engagement in a task. Student engagement in the classroom is emotional, behavioural, and cognitive. This doesn’t mean compliance or constant hand-raising to answer questions; it can be quieter, more subtle, and hard to observe. (Is the child looking out of the window thinking about a maths problem or daydreaming? Are they engaged in learning or are they distracted?)

Yet, while engagement can be hard to see in action, teachers spend a lot of time thinking about it and reflecting on whether it happened. In Australia, English is a compulsory subject to Year 12, so there are students in English classes who don’t have an interest in or aptitude for English, but have to be there anyway. As English teachers, my colleagues and I spend a lot of time thinking about what texts will engage the boys we teach.

Engaging, relevant content can develop boys’ enjoyment, engagement, and curiosity in not only the course material, but also the world around them and their place in it. In English, this includes finding texts that are relevant and interesting, accessible, and thought-provoking. It means constantly mining real-world texts, current events, and topical media and political debates. It also means ensuring that boys encounter texts that challenge their own assumptions and the ways in which power operates in society and in their own lives. For instance, this year my Year 11 Literature class studied The Handmaid’s Tale and the genre of feminist dystopias, and my Year 12 English class often analyses speeches made by politicians as and when they happen.

Boys benefit from regular, tangible feedback

Many boys seem to enjoy competition and quantifiable measures of their success. This is something that the world of video games does so well through points, numbers, badges, rankings, and levels. Through video games, boys can get external and regular rewards for their success, and immediate feedback about where they went wrong, as well as the chance to try again. Getting dressed in the morning at our house is often a race between my husband and our sons, usually as part of an imagined game-type scenario, complete with sports-game-type commentary and good-natured subterfuge.

Feedback to students can have an emotional impact, as well as an influence on learning. Timely and effective feedback that students have the opportunity to respond to, is crucial to improving learning. It also allows teachers to adjust their teaching to most effectively respond to what students know, understand and can do. In classrooms this can be through non-verbals and verbal feedback, either to the class, a group, or an individual. Technologies, such as Kahoot! and Socrative quizzes, online discussion forums, OneNote Class Notebooks, and digital feedback, can add variety and immediacy to the ways in which student receive feedback on their learning. Written comments on assessments are important, as long as students understand them and act upon them.

………

As I wrote this post it became super long, so you can find Part 2 of my thinking around teaching boys in the next post.

References

Drago-Severson, E. (2012). Helping educators grow: Strategies and practices for leadership development. Cambridge, MA: Harvard Education.

Hickey, C., & Mooney, A. (2018). Challenging the pervasiveness of hypermasculinity and heteronormativity in an all-boys’ school. The Australian Educational Researcher45(2), 237-253.

Moreau, M. P., & Brownhill, S. (2017). Teachers and educational policies: Negotiating discourses of male role modelling. Teaching and Teacher Education67, 370-377.

Opt-in interest groups for teacher professional learning

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I wrote earlier this year about the individualised professional learning pathways model that my school is trialing this year. Teachers and leaders are now able to have more voice and choice in the internal process of professional learning in which they engage. Where before staff were allocated a school-based development process (such as coaching) based on their place in a three-to-four year cycle, we have in 2018 opened up a range of new options and each staff member negotiates with their line manager the one most appropriate to their career stage, interest and development needs.

One of these options is what we are terming ‘Professional Learning Groups’. These groups have been opted into by staff from PK to 12, from various faculties, and in a variety of roles including teachers, leaders and staff from libraries or co-curricular arenas. This year, of our 140-odd teaching staff, 40 chose to be involved in one of these groups, so each group includes about ten people. The following groups were on offer.

  • Teaching best practice
      • Members of this group have a particular interest in teasing out classroom teaching. From evidence-based methods to transfer to ensuring that they are able to ‘reach’ all students in their classes, they have come with a desire to focus on their core business as teachers: teaching!
  • Pedagogies of learning spaces
      • This group is made up of a range of teachers and leaders working in various learning spaces across the school, some of which are newly refurbished and some of which are well-established. There has so far been vibrant discussion and sharing of the practices, challenges, and benefits of co-teaching and teaching in open or flexible spaces.
  • ICT for teaching and learning
      • Members of this group have a range of expertise and needs surrounding the use of technologies for teaching and learning. They have so far been very interested in one another’s expertise and also in the targets each person is setting for themselves, and challenges each is facing. They have been able to offer one another advice.
  • Post-graduate study
      • My idea for this group came about when I was doing my PhD. Working in a school while moonlighting as a post-graduate student can be incredibly isolating as you rush from work to study. There are often few people with whom teachers and leaders can discuss their study, especially when it involves self-directed research. This group is as much about solidarity, support, recognition and acknowledgement of those engaged in further study as it is about research methods or dissertation writing.

As the recent Gonski 2.0 report surfaced, teachers would like time to talk about and collaborate around teaching. Groups like these can provide this opportunity. While from the outset I had a loose idea of what these groups would do—such engage in scholarly literature, reflect and workshop problems of practice together, share practice, visit one another’s classrooms, collaborate in online spaces—I am facilitating them in a way that allows the group’s interests and needs to lead the way the group operates. This means employing structures for collaboration and coaching-style language, but in a way that is open to the groups operating in ways that are unexpected or taking directions that are surprising. These are not groups at which I am the expert at the helm or the instructor filling colleagues with my knowledge. They are groups of expert practitioners whose value is in the rich expertise around the table, and the potential of professional conversation and collaboration about our daily work.

Each person has come to each group with a particular intention, and we fleshed these out in our first meetings. The opt-in nature of the groups has meant that staff have generally arrived with enthusiasm for being involved; they have chosen this pathway for themselves. As my leadership role is PK-12, and in a previous role I coached classroom teachers across the school around their classroom practice, I get to see the potential symbiosis between disparate areas of the school (like the co-teaching in Year 3 and in Year 11 Physics, literacy approaches from PK-12, common strategies for behaviour management and developing classroom culture or addressing students with particular learning needs), but many staff do not have the opportunity to see the connections between themselves and others in the organisation. How might a Year 12 Design and Technology teacher know that their design thinking process mirrors that of the Pre-Primary classroom? The luxury of spending time with colleagues who share similar interests and challenges cannot be underestimated, especially in the environment of a PK-12 school where so often we can be siloed in our year level or faculty teams. So far there seem real benefits to those from vastly different areas of the school workshopping similar challenges and goals, ones they may not have known they shared with colleagues until coming together.

Teachers and school leaders need professional learning opportunities that are at once self-chosen and self-directed, but also collaborative and supported. Often internal expertise goes unrecognised and untapped in schools. Looking outside and borrowing others’ practice has its benefits, but schools can and should consider the expertise of those within their own walls, rather than looking tirelessly to external ‘experts’. Teachers are experts in their own classrooms. School leaders are experts in their own school contexts. They deserve to be recognised as such, and to be given time and permission to deeply and collectively engage in the core aspects of their work.

Choosing the (digital) pedagogical tool fit for the learning

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The list of digital technologies that might be used for teaching and learning is extensive. It includes: LMSs (Learning Management Systems); MOOCs (Massive Open Online Courses); BYOD (bring your own device); BYOT (bring your own technology); BYOC (bring your own connectivity); makerspaces; robotics; digital portfolios; online discussion forums; blogging platforms; wikis, microblogging; back channels; audio recording and music making; image and video editing; creation of infographics, slideshows, and presentations; digital storytelling; social media; collaboration tools; mobile apps; game-based learning and environments; coding and computer programming; augmented and virtual realities; technologies for creating physical or virtual 3D models; gesture-based computing; learning analytics and statistical analysis software; online authoring tools; wearable technology; affective computing; rubric generators; quizzes; online response systems such as polls and surveys; video conferencing; cloud computing; and student feedback tools such as Turnitin, GradeMark, and PeerMark.

E-learning technologies are sometimes defined as asynchronous (any-time) or synchronous (real-time). Flipped learning is that in which traditional teacher instruction is delivered between classes via online video or presentation technologies, and class time is used for application and collaboration. Blended learning melds traditional classroom pedagogies with online learning tools and environments. Rhizomatic learning, a loose appropriation of Deleuze and Guattari’s rhizome in an educational context, is non-linear and not predetermined (Cormier, 2008; Koutropoulos, 2017) and heutagogical learning is self-determined (Hase & Kenyon, 2000, 2007; Netolicky, 2016). Beetham (2013a) describes e-learning as learner-centred experience that allows learners more control over the time, place, and pace of their learning and the opportunity to connect with learning communities worldwide, much like the experience of many teachers who use social media for networking and learning.

I’ve been doing some reading since I recently posted my initial thoughts about digital pedagogy and I am reassured that scholars tend to agree that pedagogy should drive the use of technologies, rather than technologies driving the way teaching and learning happens, or as an end in themselves. Digital technologies and methods are mostly seen as part of a teacher’s arsenal of tools for teaching curriculum content, skills, and understandings.

Laurillard (2013) states that, while the scope and style of pedagogy changes as technology changes, no one has yet shown that we need to change our understanding of how students learn. Higgins (2014), however, argues that technology has changed what we learn and how we learn.

The changing digital technology landscape has led to educators attempting to personalise and gamify learning, to construct open online learning environments and self-directed learning opportunities, to leverage students’ personal mobile devices for learning, and to utilise technologies to facilitate processes such as analysis, collaboration, communication, and creation. Dichev and Dicheva (2017), however, found that even though gamification in education is a growing phenomenon, practice has outpaced research and we do not know enough about how to effectively gamify education or even whether gamifying education is beneficial. Additionally, online learning such as that via MOOCs can be overwhelming and confusing to those without highly-evolved skills in managing their connectivity (Beetham, 2013b). This brings into question the equity of technologies. Who has access? Who dominates? Who becomes lost in the system or excluded from it?

Many authors note that teachers should not assume that because students are surrounded by technology they are savvy, confident, ethical, or safe users of it. Safe, ethical use of technology needs to be guided and explicitly taught, as do skills such as online collaboration and evaluating the quality of available information. Students need the skills and aptitudes to sustain engagement with digital learning, especially if it is self-directed and self-paced.

Most proponents of digital learning base their use of technologies on traditional pedagogy. Good pedagogical design, traditional or digital, ensures that there is alignment between the curriculum we teach, the teaching methods we use, the learning environment we choose, and the assessment procedures we adopt (Biggs, 1999). Importantly, a role remains for teachers as expert designers of learning (Laurillard, 2013; Selwyn, 2016) who establish learning tasks, supportive environments for learning, and conducive forms of social classroom relations. Hunter (2015) suggests the following questions to teachers:

  • Where is the pedagogy?
  • What is the content?
  • How is your choice or the students’ choice of particular technology tools going to enhance learning?

So, we need to start with the desired learning outcomes. Curriculum design comes before pedagogy, which comes before technology. Then we choose the pedagogical tool fit for the learning purpose.

It cannot be assumed, however, that teachers, even those who are tech-savvy, know how to best use technologies for pedagogical purposes. Lei (2009) found that although pre-service teachers are often digital natives who use technology extensively for themselves, they lack the knowledge, skills, and experiences to integrate technology into classrooms to help them teach and to help their students learn, even when they recognise the importance of doing so. Teachers can leverage digital technologies within a pedagogical frame, but only when we have the knowledge and understanding of available technologies and their pedagogical potential.

References

Beetham, H. (2013a). Designing for active learning in technology-rich contexts. In H. Beetham & R. Sharpe (Eds.) Rethinking pedagogy for a digital age: Designing for 21st century learning (2nd ed.), pp.31-48. Abingdon, England: Routledge.

Beetham, H. (2013b). Designing for learning in an uncertain future. In H. Beetham & R. Sharpe (Eds.) Rethinking pedagogy for a digital age: Designing for 21st century learning (2nd ed.), pp.258-281. Abingdon, England: Routledge.

Biggs, J. (1999). Teaching for quality learning at university. Buckingham: Society for Research in Higher Education and Open University Press.

Cormier, D. (2008). Rhizomatic education: Community as curriculum. Innovate 4(5).

Dichev, C., & Dicheva, D. (2017). Gamifying education: what is known, what is believed and what remains uncertain: a critical review. International Journal of Educational Technology in Higher Education14(1).

Hase, S., & Kenyon, C. (2000). From andragogy to heutagogyultiBASE In-Site, 5(3), 1-10.

Hase, S., & Kenyon, C. (2007). Heutagogy: A child of complexity theory. Complicity: An international journal of complexity and education4(1).

Higgins, S. (2014). Critical thinking for 21st-century education: A cyber-tooth curriculum? Prospects44(4), 559-574.

Hunter, J. (2015). Technology integration and high possibility classrooms: Building from TPACK. Abingdon, England: Routledge.

Koutropoulos, A. (2017). Rhizomes of the classroom: Enabling the learners to become curriculum. In S. P. Ferris & H. Wilder (Eds.), Unplugging the classroom: Teaching with technologies to promote students’ lifelong learning, pp.103-118. Cambridge, MA: Chandos Publishing.

Laurillard, D. (2013). Forward to the second edition. In H. Beetham & R. Sharpe (Eds.) Rethinking pedagogy for a digital age: Designing for 21st century learning (2nd ed.), pp.xvi-xviii. Abingdon, England: Routledge.

Lei, J. (2009). Digital natives as preservice teachers: What technology preparation is needed? Journal of Computing in Teacher Education, 25(3), 87-97.

Netolicky, D. M. (2016). Rethinking professional learning for teachers and school leaders. Journal of Professional Capital and Community, 1(4), 270-285.

Selwyn, N. (2016). Education and technology: Key issues and debates. London: Bloomsbury Publishing.

Taking time to take stock

seeing the wood from the trees (source: pixabay.com)

It is the last day of term. The last day of first semester in Australia. And for me the last day of the first semester of full-time work in seven years, since the birth of my first child.

I spent much of the day pondering a couple of coaching style questions:

  1. As you reflect on the last six months in your role at work, what are some celebrations?; and
  2. Fast forward to the end of the year. What are the things you ideally see as having been achieved, and of what might you need to be mindful in order to get there?

Today I posed these to a couple of people with whom I work closely, and also to myself. These questions are a deliberate tool for looking back and looking forward. They use the aspects of mediative questions recommended by Cognitive Coaching:

  • Plural forms (What are some celebrations …?);
  • Positive presuppositions – the assumption that the person has been successful and has the capacity to reflect on their success (As you reflect …);
  • Tentative language (Of what might you need to be mindful …?); and
  • Open-ended (What are the …?, rather than, Have you …?).

Asking these questions on the last day of first semester was a mechanism for pausing to take stock. Schools move at a cracking pace, and those working in schools are often racing to keep up. Stopping to look back over our shoulder at how far we have come, and in what direction, can help us to realise what we have (or perhaps haven’t) achieved. It can help to anchor us in reality, to consider possibilities, and to re-orient us as we move into the future. I remember doing this from time to time during my PhD: looking back, wondering how I’d come so far, and remembering that it was just by taking one little step at a time.

My own reflections were around a shift in perceptions of my role between the beginning of the year and now. Mine is a new role to the school—Dean of Research and Pedagogy—and in January it felt a bit nebulous. A fuzzy outline of a role. A job description yet to come to life.

I initially spent a lot of time teasing out the crux of what this role was about; its strategy, its deliverables, and how I might gauge my progress in fulfilling its mandate. Looking back at my initial strategic and operational planning is gratifying; most of it has come to life, becoming breath in my work and in the life of the school, on which I can now build.

One of the indicators of how my role has evolved in this short time is the increasing list of those from across the school—from the classroom to the boardroom—who are approaching me for support in their area. I’m especially pleased at some of the unexpected impacts of my work.

Reflecting takes time, but it’s time worth carving out. I was recently reminded that my one word for 2017 was meant to be ‘nourish’. I have lost track of that along the way this year, but am hoping to regain some capacity for nourishment in this coming week when I’m with my family on a South-East Asian island for some time together and some time out.