Pedagogue Blog

Matthew Lynch published in EdTech & Innovation, Teachers

Without teacher guidance, all the tech in the world will be quite useless

**The Edvocate is pleased to publish guest posts as way to fuel important conversations surrounding P-20 education in America. The opinions contained within guest posts are those of the authors and do not necessarily reflect the official opinion of The Edvocate or Dr. Matthew Lynch.**

Kentaro Toyama, University of Michigan

A couple of years ago, I taught an afterschool class at a Seattle nonprofit, the Technology Access Foundation (TAF), which provides STEM education (science, technology, engineering, math) to children from less-privileged backgrounds. My students were 8-11 years old, and it was the first time that I had taught elementary school students.

The curriculum devised by TAF’s staff involves hands-on interaction with laptops to explore programming, robotics and audio editing. With a PhD in computer science and a range of experience teaching older students, I thought it would be easy.

It was anything but.

To allow students a lot of interaction with their devices, I avoided lectures and instead had the students work on their own while I went from table to table to help them individually. My hope was to give the children a chance to learn at their own pace.

The students, however, had other ideas. The minute I turned my attention to one, the others started playing video games. However nutritious the syllabus, they were drawn to the cognitive candy of flashy graphics and sound effects.

The problem I faced at TAF was a small version of the conundrum that confronts parents and schools everywhere: how do we prepare children for a technological world while avoiding the distractions of technology?

Diversions in India

I first encountered this problem about a decade ago in India. At the time, I was the head of a research team at Microsoft Research in Bangalore. My group explored ways in which computing technology could support poor communities. Education was one of our focuses.

Many Indian government schools boasted computer labs, but given limited funds, they often had no more than five or six PCs. With class sizes of 40 or more, this inevitably meant that crowds of children would huddle around each machine, with most of them unable to access the mouse or keyboard.

We tried an innovation in which a single PC was outfitted with multiple mice, each with an attendant cursor on screen. This customized educational software, called MultiPoint, allowed several students to interact simultaneously.

MultiPoint was a hit with students. A controlled trial showed that for some exercises, students could learn as much when they were sitting five to a PC as when they had a PC all to themselves.

A Technology Access Foundation student sneaking in a video game during an afterschool programming class.
Kentaro Toyama, CC BY

However, when we tried to take the idea to other schools, we were stymied.

One problem we often encountered was that teachers would be overwhelmed with the mechanics of the technology. Without a dedicated IT staff or significant training themselves, they’d spend the first 15-20 minutes of a 50-minute class fiddling with the PCs to set them up.

Whatever the technology’s potential, in actuality, time was diverted from learning.

Technology’s law of amplification

Similar things happened in dozens of other projects we ran in education, agriculture, healthcare and so on. Despite our best efforts at good design, computing technology did not, in and of itself, lower costs, improve pedagogy, or make organizations more efficient.

Teachers didn’t improve just by using digital content; administrators didn’t become better managers through clever gadgets; and budgets didn’t grow with the use of supposedly cost-saving machines.

Anurag Behar, CEO of a nonprofit we worked with, put it succinctly:

“At its best, the fascination with [digital technology] as a solution distracts from the real issues.”

Contrary to Silicon Valley hype, machines don’t add a fixed benefit wherever they’re used. Instead, technology amplifies underlying human forces – the unproductive ones as much as the beneficial ones. My book, Geek Heresy: Rescuing Social Change from the Cult of Technology, explains in detail why technology by itself doesn’t solve deep social problems.

Other researchers have found a similar pattern. University of California, Irvine, researcher, Mark Warschauer, along with colleagues Michele Knobel and Leeann Stone, sums up this challenge in his paper:

Placing computers and internet connections in [low-income] schools, in and of itself, does little to address the serious educational challenges faced by these schools. To the extent that an emphasis on provision of equipment draws attention away from other important resources and interventions, such an emphasis can in fact be counterproductive.

In other words, while digital tools can augment the efforts of a well-run learning environment, they harm dysfunctional schools by distracting them from their goals.

The amplification principle also applies at the individual level.

Children have both a drive to learn and an affinity for quick rewards – digital aids amplify both. Few people would imagine that children left in a room with an encyclopedia and enticing toys (even educational ones) could, on their own, summit the intellectual mountain that is a K-12 education.

Handing students a computing device and expecting them to teach themselves is the virtual equivalent of being left in such a room. Rigorous research by economists Robert Fairlie and Jonathan Robinson finds that laptops provided free to students result in no educational gains of any kind.

In other words, while technology can amplify good pedagogy, there is no way around quality adult guidance for real learning.

People first, technology second

At TAF, I was lucky to have a good manager and several terrific teachers as role models. They recommended that I set some rules. For example, I asked students to close their screens any time I was doing a demonstration. I prohibited free time with the laptops if they came early, so that they wouldn’t start off with games. And anyone caught playing video games during class was sent to my manager for a few words of discipline.

Implementing these rules was a challenge at first, but young children are mercifully responsive to firm adult direction. Within a couple of classes, the students got used to the new class culture, and they started focusing on the learning activities.

What I learned was that even in a class about computers, maximizing screen time wasn’t the goal. The first requirement is the proper mindset – focused motivation in students and capable adult supervision.

If technology amplifies human forces, then a good outcome with technology requires that the right human forces be in place first.

Read all of our posts about EdTech and Innovation by clicking here. 

The Conversation___________

Kentaro Toyama is Associate Professor, Technology and Global Development at University of Michigan.

This article was originally published on The Conversation.

Read the original article.

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Matthew Lynch published in HBCU's, Higher Education

Are new student amenities boosting the cost of tuition?

As described by insidehighered.com, new student amenities such as lazy rivers are “bad for optics” when talking about the cost of college. The article explores the notion of luxury amenities on college campuses driving up the cost of tuition.

Because New Jersey Governor Chris Christie and Massachusetts Senator Elizabeth Warren have criticized these high-priced student enhancements, they may be unfairly correlating these spending projects with the cost of tuition.

With student loan debt spiraling out of control and tuition continuing to spike, both lawmakers believe that these types of amenities aren’t needed.

But according to insidehighered.com’s article, tuition isn’t rising because of a lazy river. The price of higher education is going up due to cuts in state budgets.

“These lazy rivers are not the reason why student debt is soaring seemingly out of control. The big problem that higher education faces today, at the public side, is cuts in state spending,” said Professor of Economics at the College of William and Mary, David Feldman to insidehighered.com.

This certainly is an interesting antecedent when looking at college costs. As mentioned earlier, adding lazy rivers and climbing walls is “bad for optics” when discussing how colleges charge students for their education. In this case, LSU is in the process of upgrading its student recreational facilities by installing a lazy river and other amenities.

While tuition isn’t impacted by the cost of the upgrade, which is $85 million, student fees were effected. That decision to increase student fees was granted by the school’s student government, not leadership brass.

If anything, this just seems like a popular talking point for politicians gearing up for the 2016 election season. The cost of college and student loan debt will be hot butting topics for voters nationwide, and to hinge “lazy river” and “rock climbing wall” onto the rising cost of college will simply add fodder to the conversation.

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Matthew Lynch published in Education Leadership, Matthew Lynch

Entrepreneurial Leadership: What Schools Can Learn from Business Leaders

The U.S. education system is becoming increasingly modernized. Efforts in the business world to improve leadership were ignored by school administrators for a long time, but this is beginning to change.. Researchers are scrambling to propose models that would steer the education sector to new heights. Most of the efforts to improve leadership have sprung from the fact that now, more than ever, there is increasing pressure on school leaders from the government, communities, and various highly placed observers, all of whom are concerned about the state of education in America. This is especially true in light of reports that have found American education lacking when compared with other developed countries.

One of the new ventures being considered as a leadership solution is entrepreneurial leadership. One aspect of entrepreneurs that stands out is their positive influence on creativity and economic growth, both of which are commodities in high demand globally. School leaders can draw valuable lessons from entrepreneurs when it comes to being innovative, motivated, and goal-oriented.

Many studies have been dedicated to entrepreneurial leadership in the business sense, especially for small enterprises, but few have linked it to school leadership. Perhaps this is due to the fact that school leadership has traditionally been seen as separate, likely because the success of a school is not measured in dollars. However, among many other similarities, schools and businesses share an emphasis on obvious, measurable results.

The entrepreneur’s drive has been the main focus of many research studies. Schumpeter describes this drive as “the will to conquer,” “the dream and the will to found a private kingdom,” and “the joy of creating and of getting things done.” While these developments accurately describe an entrepreneur’s desire to succeed, they do not explain where the so-called “Schumpeterian entrepreneurial endowments” come from. This will be the basis for our focus on entrepreneurial leadership.

Recently, researchers have recognized that entrepreneurs do not successfully build new ventures without possessing effective leadership behavior traits. A good example of this is the requirement that business founders create a vision for their firm, and inspire or influence others to see and understand their dreams. This is a good trait for attracting employees and acquiring the necessary resources for growing their ventures.

Entrepreneurs have to set the initial goals in a way that rewards workers. They need to show leadership because they are founders of their ventures; there are no established standard operating procedures or tried and true strategies that they can fall back on when starting from scratch. This is the main difference between entrepreneurs and corporate managers, since the latter often have more well-defined goals, objectives, structures, and work procedures to guide them. This may be an advantage to entrepreneurs, since the problem of substitutes and/or blockers of leadership that are usually associated with the larger and more established organizations are less of an issue.

Though the importance of leadership in entrepreneurship has been established, there has been a lack of research on the forms of leadership behavior that are required, and which prove most effective. Additionally, much of the entrepreneurship literature on this kind of leadership has been one-sided, focusing mainly on empowering leadership behaviors. The failure to include the conditions caused by other behaviors, such as directive leadership, may be harmful to any entrepreneur. More specific research is needed to explore the benefits of entrepreneurial leadership for schools; after all, an educational breakthrough could be just around the corner.

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Matthew Lynch published in Ask An Expert, Matthew Lynch, Policy & Reform, Teachers

Lessons from Educators on the Big Screen: Part I

The factor that ultimately determines how successful students will become academically is the teacher(s) that they are assigned to. The qualities of good teachers are varied; some are effective using kindness, while others set a high bar for their students and never waver. Each teacher will have to find his or her way through the everyday practice of being in a classroom, and no two teachers will educate in the same way. Like all aspects of our lives, including love and relationships, Americans grow up watching teachers on the big screen. Movies that celebrate strong teachers inspire the next generation, particularly when it comes to underpriviledged schools.

As I began to research this series, I pondered an interesting idea: what if all teachers in America were “required” to watch and thoroughly discuss the movies on my list? With one exception, all these movies deal with rebellious and underprivileged youth in urban schools and economically depressed family backgrounds.
What these movies have in common are teachers who rise to the occasion and whose methods are unorthodox. They are all unconventional in their methods, but they are all – or become – dedicated and compassionate and completely concerned with the welfare their students – as opposed to principals, fellow teachers or even school boards.

In To Sir, with Love (1967): Mark Thackeray (Sidney Poitier), an engineer by trade, comes to teach a class in the East End of London, full of obnoxious and unruly and underprivileged white students. He wins them over once he abandons the posture of the “typical” teacher and begins to level with them. He teaches them that to have respect for others, they first have to learn to respect themselves. In the end, what was to be a temporary job becomes his vocation. Everything we see in this movie is worthy of emulation by all teachers everywhere.

Up the Down Staircase (1967): In this classic, a young idealistic woman, Sylvia Barrett (Sandy Dennis) starts teaching in a “problem” school in an urban setting — a really rough neighborhood. At first she is naïve and her students laugh at her. But slowly she begins to think about what kind of “kids” her students are, and begins to see them not as enemies, but as young people who need her help to get out of the cycle they are in. Eventually she breaks through to them, not so much by breaking the rules, but through compassion and understanding. Once again, it’s the quality of the teacher that makes the difference and her dedication to her profession (which, once more, becomes permanent).

Teachers (1984): This is another one where we have yet another underprivileged school in a tough neighborhood. Here, the hero is Alex Jurel (played by Nick Nolte), but the most interesting and memorable feature of this movie involves another character (Herbert Gower) played by Richard Mulligan. When a mental institution tours the school, Herbert detaches himself from the inmates and takes over a history class. His first act as authority figure in the classroom is to pick up the textbook, look at it, frown, and walk to the window and toss it out, to the surprise and delight of the entire class. By the time he is found out and taken back to the mental institution, he has managed to transform the whole idea of teaching history. As he is led by attendants from the mental institution through the crowded corridor of the school, the teacher played by Nick Nolte salutes him in an obvious sign of respect. Perhaps all good teachers should be a little crazy? Not a bad idea.

Dead Poets Society (1989): This is the exception to the underpriviledged rule. Here we are not in an inner-city school, but in a privileged private school for boys. John Keating (Robin Williams), an alumnus of Welton Academy in Vermont, comes back to his alma mater as an English teacher. His first act of business is to invoke the carpe diem theme and thereby to encourage his students to live in the present and to love poetry. His asking them to tear out the introductory pages from the textbook is another brilliant move. He calls that kind of “literary” claptrap “excrement.”

This is another brilliant teacher who breaks the rules, and that’s really the secret of his success. In the end, he is betrayed – both by the administration and one of his own students. He is made the scapegoat for the suicide of a student whose egomaniacal and rigid father drove him to it, but Keating’s teaching ends up being blamed for it. The real tragedy of this story is that a clearly brilliant and unconventional teacher is booted out for all the wrong reasons. When after his departure things get back to “normal,” things also return to being hollow and insipid.

In all of these movies, the teachers begin as outsiders to their students, and end up becoming peers (and in some cases, an outsider to other teachers and administrators). The teachers take their eyes off the curriculum to look at what their students really need to learn, even if that means tearing pages out of textbooks, or throwing them out the window.

In the next post, I will take a look at a few more movies that feature teachers and their inspiring tales in the classroom. What would you add to my list?

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Matthew Lynch published in Equity, Higher Education, Matthew Lynch

Diverse Conversations: Learning to Lead

Many administrators in higher education rise from the faculty. However, when a faculty member is promoted to an administrative position, becoming a director, department chair, or deans, perhaps, it can be quite a challenge to master the art of leading.

To get some insight into how new administrators can learn to effectively manage and lead, I recently sat down with Dean Amy Hillman of the W. P. Carey School of Business at Arizona State University to talk about promoting for within and some of the strategies that work best in an educational setting.

Q: First, tell me some of the key reasons for and benefits of promoting from within, selecting administrators from established faculty members?

A: Making this choice is similar to a private business choosing whether to bring in an outside manager or CEO, or to promote an insider. There are advantages to both. When significant trajectory change is needed, often an outsider is best because he or she can see the organization anew and shake things up. However, if a radical course change is not needed, then there are a lot of reasons to look inside. First, insiders know the organization. This advantage cannot be overemphasized. Insiders know the culture, generally the way things work, and have insights into the faculty, staff and students. Second, promoting from within in any organization provides career advancement for key faculty who want to grow into administration. Retention of top faculty talent as administrators is more effective and less costly than losing top faculty to take administrative jobs at other universities. Finally, while insiders know the organization, the organization also knows them. They have a personal network and have already established some social capital that will help them succeed in their new post.

Q: What is the most important benefit, in your experience, when it comes to promoting a faculty member to an administrative position?

A: Continuity of the elements of the organization that are its strengths, without sacrificing the benefits of change.

Q: When you promote a faculty member to an administrative position, you essentially start up a transitional phase for them and for the university or department they are going to lead. In your experience, what are some of the most important features of this transitional phase?

A: Setting clear direction is important for any department or unit, but it can’t be done without the new leader getting into the new role and having some time to assess the best path forward. Early in the transition, it’s important to listen to all the stakeholders while learning the full scope of the new responsibilities. After people feel heard, they are much more inclined to follow direction from new leaders.

Q: What, would you say, is the biggest challenge for new administrators going through this transitional phase?

A: When you’ve worked somewhere as a faculty member for a long time, it’s pretty easy to think you know a lot about the school, but an administrative job opens your eyes to all sorts of things you didn’t know about. The toughest challenge is learning the new responsibilities, while reframing your view of the organization.

Q: The W. P. Carey School of Business has promoted from within on a number of occasions and done so quite successfully. What are some of the strategies you have found to be most effective for managing this important transitional process?

A: Having multiple mentors is great. For example, new department chairs have peer chairs in other disciplines, who are more seasoned. Also, staff within their units have rich history that is invaluable. Supervisors and peers at other universities can also be a great source of advice.

Q: What steps does the W. P. Carey School of Business take to support administrators when they are transitioning from a faculty position to a leadership position?

A: We reduce expectations and workload in teaching and research to allow focus on the administrative position. We have more frequent meetings with the new administrator’s supervisors and team members early in the transition, and we always talk about how to improve, whether they’ve been in the job for days, months or years. Finally, discussing the transition back to faculty is also important.

Q: Which supports has the W. P. Carey School of Business found to be most effective?

A: Mentoring.

Q: Lastly, what are your top recommendations for a faculty member who is shifting into an administrative position? What can they do to make the transition successful from the start?

A: Recognize that you may be an expert in your field, but you may not know much about the administrative role in the organization and may need management coaching. Being open to feedback, asking questions and, in general, humility are a great start.

And that concludes my interview with Dean Amy Hillman of the W. P. Carey School of Business at Arizona State University. Thank you for these great insights and for all that you do to support our leaders in higher education.

 

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Matthew Lynch published in EdTech & Innovation, Matthew Lynch

Smart Seating Charts: The Key to Better Student Performance?

Teachers have long known that not every student is perfectly suited to traditional classroom setups, but with budgets tight, doling out individual attention is not always a reality. What if there was a way to make the traditional classroom setting work better for everyone though?

Research has found that classroom seating arrangements have a great impact on student performance and behavior.  A study done by Angela Hammang at Montana State University found that when carefully crafted seating charts were in effect, teachers were twice as successful reaching students and that the attainment of lower ability students was doubled. In her research, Hammang experimented by moving students around in different seating charts to help them find their optimal place, in this case it was a biology classroom, based on learning styles and personalities. She also looked at groupings by gender and past grade performances. In all cases, the students performed at a higher level when the teacher assigned seating in a calculated manner. Students on the underachieving end of the spectrum showed the most improvement when classroom seating was developed with thought, and not simply assigned based on the alphabet or another random manner.

It’s clear that finding the right classroom seating assignment benefits students and educators, but how can it be accomplished without asking too much of the teacher’s time? How can the guesswork be removed?

A Simple Solution to Classroom Seating

Duncan Wilson has 16 years’ experience as a teacher who was looking for a way to streamline classroom practices to make the most of the time he spent with his students. He met software engineer Gintautas Sasnauskas a few years ago, and together they formed Edukey Education Ltd in 2011 to put the technology behind some of Wilson’s ideas. His first project? Software that guides educators through the process of assigning classroom seating based on reasonable conclusions about the students. ClassCharts is available to all teachers for free and allows for collaboration between classrooms and among teachers. It gives students the best chance at success, no matter what classroom they are in. Since the software became available in 2013, more than 70,000 teachers have signed up and more than 2.5 million students are in the system.

The software was developed based on the following truths that Wilson experienced in front of the blackboard:

  • Positive student behavior is necessary for an optimal classroom experience for the children in it.
  • Students’ personalities and how they interact with each other impacts their learning potential. Grouping students with complementary personalities leads to higher levels of achievement.
  • Tracking student behavior, and sharing that information with other educators and administrators, allows for better resources and intervention.
  • Teachers who are familiar with the names of all their students improve the self-esteem of those children and can better assign praise when it is due.

Aside from the “warm and fuzzy” feelings between teachers and students, and students and their peers, that intuitive seating charts provide, there are some practical implications too. There is more data than ever available on students and provided to educators – so much so that it can all be overwhelming and useless without the right implementation.

ClassCharts uses data rich information to present teachers with the key data that they need to make informed seating decisions and to tackle behavior issues. When integrated between classrooms, teachers can see how the behavior of their students ranks other places and together educators can create plans to guide students toward higher achievement.  Schools that upgrade from the free version to the whole-school option give administrators and other school leaders the opportunity to see which students may need the help of extra learning resources. There are even options for informing parents of behavior issues, negative or positive, to keep them abreast to how their children are performing at school.

A New-Fashioned Approach

Most teachers have probably implemented seating charts at one point or another, and perhaps have put some of the ClassCharts concepts into play. It quickly becomes clear to a teacher when two particular students will not be productive near each other or when a certain student would fare better at the front of the classroom. The technology behind ClassCharts goes far beyond the seating basics though, and even calculates factors like students who receive free lunch, or have special education needs. The priorities of an individual school are also taken into consideration when ClassCharts creates a seating chart. All of the variables that a teacher would normally have to weigh are simply input and processed. Simple. And effective.

It’s interesting how something that seems as simple as a seating chart has such complicated implications for student achievement. With smart seating chart implementation, though, students can perform at a higher level and teachers can enjoy the good behavior that accompanies it.

Do you feel like seating charts positively or negatively impact your classrooms?

Take time to look at www.classcharts.com. I promise that you will not be disappointed.

Read all of our posts about EdTech and Innovation by clicking here. 

 

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Matthew Lynch published in EdTech & Innovation, Matthew Lynch

Early Learning, Environmental Lessons and STEM Prioritization: Trends in K-12 Education for 2014, Part III

This week I’ve been talking about the trends I foresee making a big impact in K-12 classrooms in 2014. Already I’ve looked at the BYOD movement, cloud technology, personalized learning, school branding and online learning as they relate to the coming year in K-12 education. Today I’m going to wrap up the series with three more trends on the 2014 horizon in classrooms across the country. I invite you to add in your thoughts and any other trends you feel should be on my list in the comment section.

My final three trends in K-12 education for 2014 are:

Early education emphasis: Optional preschool is quickly becoming a thing of the past. Research shows that students who start the formal education experience, even one year earlier than Kindergarten, fare better long term in their academic careers. Thirty eight states offer free, voluntary preschool learning programs and nearly 1.6 million low-income families receive assistance from the federal Child Care Development Fund to pursue early childhood education. That fund is just one portion of President Obama’s $75 billion plan to expand early childhood learning in order to give American student a stronger foundation going into Kindergarten. I expect that in the next decade, our terminology will change from K-12 to PK-12 when we talk about student benchmarks. This year, more states will lobby for pre-K funding and more families, from low- to high-income, will seek out early learning options to set their kids up for academic success.

Outdoor/environmental learning: In short, more schools are looking for ways to get students and teachers outside. We are in an era of experiential learning, so environmental education fits the bill for many students. Lessons in this field teach children an appreciation of the earth and of its resources that the human population is quickly depleting. A better, hands-on understanding of nature also helps with science comprehension and gives students practical learning experiences.
Research has also found that teaching outside, even for short stints, improves student attitudes, attendance and overall health. In many schools teachers have always had the freedom to take students outside if they deemed it lesson-appropriate. Look for more official outdoor-teaching policies in the coming year, though, that encourage teachers to incorporate outdoor and environmental learning in all subjects.

Strengthening STEM education: A greater focus on science, technology, engineering and math (STEM) learning has been a “trend” for at least the better part of a decade. Still, there are so many areas for improvement of STEM learning processes in K-12 classrooms and 2014 will see strides toward better delivery of these subjects to all students. This is another area where President Obama has weighed in, calling for more emphasis on STEM learning that is reflected in federal education spending.

Specifically, teachers are looking for innovative ways to deliver STEM material (mobile technology is just one way, virtual science labs are another) and more stringent benchmarks are being created at the local, state and federal level. It is no longer enough for American students to just get by in comparison to each other in STEM subjects; global competition is proving that students in the U.S. need more focus in these subjects to lead the worldwide marketplace as adults. This year, expect teachers as early as pre-K to start putting as much emphasis on STEM learning as reading and letter formation.

There is so much to look forward to in the 2014 calendar year when it comes to K-12 classrooms. These trends are just a sampling of what educators will seek out to better prepare students for the rest of their academic careers and for lifelong success.

What trends for 2014 in K-12 education would you add to my list?

Read all of our posts about EdTech and Innovation by clicking here. 

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Matthew Lynch published in Higher Education

Infograph: How to stop procrastinating and deal with exam stress

Infograph provided by StopProcrastinatingapp.com

It’s that time of year when students are in the midst of cramming for final exams. Trying to recall all that you have learned over the past year is only half the battle. New research from productivity website  Stop Procrastinating has found that 64% of students believe that exam stress and anxiety is affecting them so much that it will lower their performance and affect their grades.

The poll of 2,000 undergraduates heading into their final exams found that 66% of students believe their stress levels are greater than in the past due to modern day problems, such as the difficult jobs market. They cited stress over the ways a lower grade could affect the rest of their lives, closing doors to opportunities and missing out on jobs.

The survey found that procrastination was a major cause of stress. Students today have more opportunities for distraction with the rise of the internet, smart phones and social media. Forty-five percent said they wasted time on the internet or social media instead of studying.

There is good news, however. The survey also found the strategies and solutions that students find most effective. From using an internet blocker when revising, to taking more exercise or breaking down studying into bite sized-chunks, students are finding ways to cope and succeed.

The full survey and effective strategies can be viewed below in the Exam Stress Infographic, or viewed online at www.stopprocrastinatingapp.com/exam-stress.

 

Exam Stress
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Matthew Lynch published in Education Leadership, Matthew Lynch, Policy & Reform

Implementing and Sustaining School Reform

It is obviously hard to institute sustainable school reform when much of the reform undertaken in schools is the result of constant policymaking and changes mandated by incoming district administrations or temporary measures. Sustainability does, though, require changes to happen, as a “lack of change” speaks more of conservatism than reform. Essentially, sustainability means that improvements should be ongoing.

The evolution of transportation provides an instructive example. Transportation did not stop with the invention of the wheel. In the intervening centuries, transportation mediums were being developed, refined, and improved upon until they evolved into the industry we know today. The process has not stopped, nor should it. Innovation is always taking place, which means improvements are occurring. Our schools should emulate this type of process—school improvement should never end.

Let us consider five key points to sustaining school reform. The first of these is a substantial level of commitment, which stems from the belief that change is possible. There is, in fact, a great deal of power to be found in belief. Belief is what gives disadvantaged people the will to try to succeed and minorities the will to prosper. Conversely, the lack of belief can impede the success of reform efforts, regardless of how promising the proposed content of the reform may be.

If the will is not there, reform will not happen. Belief is just as important in school reform as in any other areas of life. If support, belief, and commitment are missing, then schools can paper over the gaps in the short term, but without the commitment of staff and faculty, the reforms lack stability. The likelihood of successful reform is, therefore, dependent on faculty and staff members embracing the implementation process of reform and sticking to it.

Reforms that originate outside of schools (e.g., reforms initiated at the district level) are by no means doomed to fail. Even so, district or other administrators need to make special efforts to assist teachers and other school staff in developing a feeling of ownership of the project in order to foster commitment and a belief in the efficacy of the reform.

Sustainable reform depends on the development of capacity. As our knowledge of cognitive science grows, we learn more about the ways individuals take in and process information. This knowledge has led to greater focus on how effective learning environments are built. Schools and districts are somewhat restricted in how they operate due to political, financial, and practical concerns, but they can still use their increasing knowledge to develop practices relevant to student learning needs and to structure learning environments to more effectively support these needs.

One absolutely vital aspect needed to sustain school reform is the time to accomplish it. It is a commonly reported issue that one of the most challenging issues schools and districts face is the need for time to plan and implement reform that would lead to improvements. No matter how successful the leadership of a school happens to be, leaders only have the same number of hours in a day as everyone else. Nonetheless, they likely have more demands on their time, which places them under pressure to maximize how their overcommitted time is used.

This issue often separates effective from ineffective leaders: the best ones will make much better use of their time, and have more control over it. Naturally, they will still come up against obstacles they can’t change, but they also have strict time management processes and will constantly evaluate how effective they have been in their use of time.

Sometimes the result of leader’s evaluation of time use will help them realize they are stretched too thinly.  Effective leaders are able to delegate some of their leadership responsibilities to other staff members who can perform those functions with support.  They also make sure that all the activities they undertake – particularly those relating to reform – will be structured around teaching and learning. Effective leaders will also make sure that their processes are efficient and that their actions will always work to further the goals of the school.

The actions of effective leaders may leave some staff or stakeholders feeling a little neglected or angry that they have not been given sufficient time with their leader. Ultimately, however, nothing comes without a cost, and it’s a case of weighing the benefits of spending time on reform against the costs of not focusing on other duties. The aim is to minimize the cost of actions while maximizing their benefit. This means that good planning and implementation are vital in order to manage time effectively.

 

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Matthew Lynch published in EdTech & Innovation, Higher Education, Teachers

Getting the most out of student blogging assignments

**The Edvocate is pleased to publish guest posts as way to fuel important conversations surrounding P-20 education in America. The opinions contained within guest posts are those of the authors and do not necessarily reflect the official opinion of The Edvocate or Dr. Matthew Lynch.**

Guest Post by Elaine Hirsch

Examining Instructional Blogging Efforts and Lessons Learned.

As instructional blogging made its way into classrooms, student feedback has helped teachers structure methods to use blogs effectively, from elementary classrooms to online PhD programs. A mix of positive and negative feedback has helped illustrate how blogs are useful and how instructors can identify and improve upon challenges that might arise with their usage.

In his article, “Instructional Blogging: Promoting Interactivity, Student-Centered Learning, and Peer Input,” Stuart Glogoff relays student feedback after the use of instructional blogs in one of his classes. One student reported that reading about new subjects via the blogging format was enjoyable; she found that researching the topics to post on the class blog was helpful to her overall learning experience. The student, however, complained that, “the posts were few and far between.” She expressed further disappointment over the fact that none of her posts received comments, a complaint echoed amongst other students who took the survey

In order to make instructional blogging more effective, Glogoff gave blogging assignments that required each student to post entries and comment a certain number of times on the work of others. Afterward, students reported general increases in their sense of community. They also reported greater satisfaction with the overall blogging experience. Others said the entire blogging and peer-reviewing process not only helped them understand the course material but also provided a better avenue for helping each other learn through conversation.

Dr. John Freed, a professor at Brandman University, assigned students in his Communications 372 class the task of creating individual blogs accessible to all other participating students. Along with Dr. Freed, each student in the class subscribed to his or her classmates’ blogs. The class shared its ideas and participated in online discussions via the individual blogs. Students learned how to document and present their accomplishments, work electronically, and instantly place their achievements within a global context. In their end-of-term evaluations students reported the blogs did help them accomplish their course objectives.

According to Dr. Freed, many of his students expressed appreciation that the blogs not only helped them learn the class materials in a new way, but also they liked that the blogs made class materials more readily accessible. Some reported the blogs facilitated learning from one another, and helped them learn new electronic media skills that could be applied in other settings. The only negative feedback he received was from students previously inexperienced with blogging and who therefore had problems learning to navigate the interface, causing them to fall behind on their work.

In a study conducted by Michele D. Dickey of Miami University students who had participated in instructional blogging assignments reported a lessening sense of social isolation and an increase in social camaraderie. One student reported her interactions via blogging with other students in the class instilled the idea that she was part of a community composed of her classmates.

In the same study, one student revealed mixed feelings about assigned blogging. She reported feeling that the friendliness that took place during blog discussions wasn’t genuine. She also reported a sense of cronyism: other members of the blogging group had become exclusive friends and ignored her posts. As a result, she didn’t feel her attempts to start conversations were successful. She also expressed that the sense of community often expressed in the postings didn’t fairly represent the actual class, but instead represented the group dynamics of the online community.

Using blogging as an online educational workspace can expand the realm of learning beyond the physical constraints of the classroom. For many students, it provides a whole new method of learning. The crucial element for instructors is to listen carefully to how students express their experiences and to draw on this information to improve instructional blog use for future classes.

This post originally appeared on  the Emerging EdTech page, and was republished with permission.

Read all of our posts about EdTech and Innovation by clicking here. 

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Elaine Hirsch is kind of a jack-of-all-interests, from education and history to medicine and videogames. This makes it difficult to choose just one life path, so she is currently working as a writer for various education-related sites and writing about all these things instead.

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Matthew Lynch published in Matthew Lynch, Policy & Reform

Still a Stretch: Why Race to the Top Spending is Stunted

One of the education issues that President Obama has been the most vocal in reforming is America’s need to lead the world in number of college graduates. His administration’s Race to the Top initiative has already earmarked $4 billion for 19 states (serving 22 million K-12 students) to reform public education programs to improve technology, raise teacher accountability and heighten learning standards. Another 34 states have modified their laws to better reach these goals, and 48 states total have developed career and college-ready standards.

It all sounds good in a condensed summary, but upon closer review, Race to the Top has not had the intended impact. As the grant period comes to a close this summer, it is clear that reform has fallen short – particularly when it comes to student performance. A few areas that have not lived up to Race to the Top goals include:

College enrollment. While graduation rates are above target, the number of high school graduates enrolling in college or some other form of post-secondary learning has actually decreased. Proficiency on standardized testing nationwide has not risen as quickly as promised, either. There are exceptions, of course. North Carolina secured $400 million in 2010 to be used to advance public education through technology, teacher training and evaluation, changes in classroom standards and a focus on low-performing schools. The state still has about 25 million unspent dollars of the grant and is asking to extend the program by one more year. In 2013, the U.S. department of Education praised N.C’s progress.

Unused vouchers. In order to attract better teachers, Race to the Top grants are allowed to be used for vouchers created to lure high-performing teachers to low-performing schools. These vouchers have a relative amount of freedom-for-use attached, with vouchers being allowed to pay students loans, tuition, housing and other options. Unfortunately, many of these vouchers has gone unused by the districts. In 2012, only 35 of 106 schools eligible to receive bonuses for improved student performance received the extra $1,500 per teacher.

Poverty still too big a player. Many of the states receiving funding were targeted that way because of higher-than-average low-income students, or those living in poverty conditions that impacted their educations. The fact that Race to the Top does not address overemphasis on standardized testing and teacher accountability is a problem, according to people like Elaine Weiss of Broader, Bolder Approach to Education. Weiss’ group calls for better focus on poverty and the issues that accompany it, especially in urban classrooms, and believes that without that specialized attention in Race to the Top grants, the true problem of K-12 Americans becoming college graduates will never be addressed.

To be fair, the biggest grant-funded Race to the Top changes are largely unseen – at least so far. They are invisible to the general public. Some things are simply not cut-and-dry, or able to be seen in the short term. Some of the grant money that has been distributed has paid for summer institutes for teachers and principals where they were trained in the new Common Core standards.

Technology improvements like building Cloud infrastructures are still in infancy and have not truly been realized just yet. It is also too soon to see what positive changes recruiting high-quality personnel will have. In North Carolina, principals at underperforming schools have been replaced with better candidates to the tune of 87 percent. Race to the Top is not a failure; it has just not turned out to be the golden child of promise of its intention.

As the grant period comes to a close, it will be interesting to see if these issues are debugged and if more money is allocated.

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Matthew Lynch published in Policy & Reform

Meeting the National Need for Master’s Level Social Workers Requires Innovative Programs

A guest post by Ken Berrick

 The U.S. Department of Labor estimates that social worker positions will rise nearly 20 percent by 2022. While much of this demand will be for geriatric social workers to meet the needs of aging baby boomers, new child and family social workers are urgently needed to address the effects of child poverty, family homelessness, parental addiction, and child abuse and neglect. For children and adolescents who witness or experience violence in their neighborhoods, schools and homes, social workers are often the first and only responders available to ease their suffering and ameliorate the long-term, deleterious impacts of multiple and repeated traumas.

In California, where one out of every four children lives in poverty, there is a critical need for more clinical social workers who are trained and experienced to effectively treat child traumatic stress and its lasting effects. In addition to master’s level social workers with strong clinical skills, California requires a mental health workforce that reflects the state’s increasing ethnic and cultural diversity. Bilingual and bicultural mental health professionals continue to be in very short supply, and the demand for services among immigrant and other cultural minority populations is significant and growing.

The dilemma facing Seneca and other nonprofit, mental health/social service providers is the fact that most high-quality Master of Social Work (MSW) programs are accessible only to young people who have both the extensive time (two years) and financial resources (tens of thousands of dollars) required to complete one of those programs. This burden undoubtedly serves to limit the pool of potential social workers and mental health professionals, often at the expense of a culturally and linguistically diverse workforce.

Three years ago, we began to explore an innovative solution to address this situation by approaching a number of social work graduate schools to discuss the possibility of bringing an MSW degree program inside a multiservice provider agency for the first time in the field. Each year, we hire hundreds of talented young adults, many of whom are individuals of color, to fill the bachelor’s level youth counselor positions in our school- and community-based mental health programs. Because many of these young people have already amassed substantial student debt and must financially support not only themselves but other family members, enrollment and completion of an MSW degree program is well beyond their reach.

Our idea, therefore, was to create MSW program opportunities where bachelor’s level staff could continue to earn their regular salary, plus receive significant financial aid, while they worked toward attaining a graduate degree in social work. These MSW programs would not only enhance the diversity, skills and expertise of our clinical staff, but encourage talented young adults to make a longer-term commitment to a social services career.

Through partnerships with the University of Southern California (USC), the University of California, Berkeley (UCB), and any other accredited MSW program in which our staff are currently enrolled, Seneca now offers three options for its employees to obtain their Master of Social Work while earning either full-time wages and benefits or a stipend for field placement within a Seneca program.

The first option, developed in partnership with the USC School of Social Work, is the seven-semester Seneca MSW@USC program. This option enables our employees to earn a top-tier MSW using USC’s online learning platform, while they gain real-world social work experience in one of Seneca’s mental health programs. Seneca MSW@USC students continue to be paid as full-time employees while receiving substantial tuition assistance from both USC and Seneca. The program is also available on an advanced standing basis for individuals who hold a Bachelor of Social Work (BSW) degree, but are not currently employed by Seneca. This accelerated, four-semester alternative enables students to complete their MSW in just 35 units (as opposed to the traditional 60 units), for a little over half the cost of a standard USC MSW degree.

The second option, developed in partnership with the UCB School of Social Welfare, enables staff who have been accepted by that school’s full-time MSW program to complete their field placements at Seneca. These Seneca employees will have the ability to earn current wages while completing their MSW field practicum, along with the opportunity to work additional paid hours and/or complete a summer fellowship at Seneca while earning UCB credits. Having the option for Independent Study credit will serve to help students complete their fieldwork at Seneca.

Finally, Seneca offers a third option for agency staff who are enrolled in another MSW program and may want to complete their fieldwork at Seneca. We work with any student/employee to advocate with their school to identify first- and second-year field placement opportunities in Seneca programs. For Bay Area and Central Coast students, Seneca stipends are available for first- and second-year field placements, along with competitive hourly wages for additional paid work in a Seneca program.

Not only do these options allow Seneca to recruit and retain social workers who reflect our diverse client populations, but they support dedicated practitioners who otherwise may not have the opportunity to reach their clinical and professional potential. All Seneca MSW student/employees receive extensive training and practice in the agency’s clinical practice model, Unconditional Care, which is designed to meet the service needs of children, youth and families who struggle with the most profound emotional, psychological and financial challenges. Training and intensive supervision in Unconditional Care, which applies attachment theory and learning theory within the context of culture and social ecology, enables MSW graduates to achieve a deeper and broader level of clinical expertise.

Going forward, we hope that all the options through partnerships with USC, UCB, and other Bay Area and Central Coast schools of social work will serve as a model for other institutions of higher learning to consider, or they may spur different innovative ideas from other nonprofit, mental health/social service providers for recruiting and retaining master’s level social workers during the coming decade.

Ken Berrick is Chief Executive Officer of Seneca Family of Agencies based in Oakland, California (www.senecacenter.org).

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