Matthew Lynch

Matthew Lynch published in Education Leadership, Matthew Lynch

Influence of Transformational Leadership on Behavior and Performance

Transformational leadership is a widespread, influential style of leadership that creates a high level of effectiveness in most organizations. This success can credited to certain leader behaviors that influence logic and motivation in their followers. Transformational leaders tap into the values, beliefs, and ideals of followers toward a higher vision. This is the most crucial part of leadership in fostering effectiveness.

Their inspiration helps followers discover new means of problem-solving. Much research has been carried out on followers’ reactions toward transformational leadership. It is common to find such tenets as trust, personal confidence, job satisfaction, identification, a feeling of belonging, and fairness being emphasized as indicators of the success of a transformational leader.

Another approach to transformational leadership has been the examination of followers’ feelings about themselves, based on input to their assigned jobs or groups. It makes sense to gauge the success of leadership by its effects on the behavior of targeted followers. In the school setting, it is crucial that students, parents, staff, and other interested groups feel that their leadership values their input, and that they are responsible for the success of the school in their individual capacities.

Perhaps the most important mechanism for gauging the benefits of transformational leadership is a critical examination of individual performance, rather than finding out their feelings toward leadership. In contrast to other styles, the rationale for transformational leadership is results-based.

A transformational leader should be able to bring out these characteristics in their followers:

• Identity: followers should be able to complete whole tasks while still adding value to them.
• Variety: a transformational leader should evoke an array of results by encouraging the use of different skills by followers.
• Autonomy: the leader allows for personal growth and freedom at work.
• Feedback: the tools of analysis by which the leader assesses the performance of the entire establishment, and helps to decide what needs to be corrected.

In a school, it is important that all students and staff, being the direct followers of school leadership, acquire these characteristics from the transformational leader.Though these characteristics may involve the feelings of followers, their intended purpose is to bring about a higher level of cooperative performance. Using the above characteristics, researchers are able to analyze the influence of transformational leadership on performance and behavior. The integration of all these aspects brings out the total synergy created by transformational leadership and a motivated following.

Transformational leaders enable followers to see organizational goals as being similar to their own goals and interests. this introduces a higher level of responsibility in followers, resulting in better performance. The use of intellectual stimulation through new styles of problem solving and a higher tolerance for individual freedom instills autonomy and variety, which are often characteristics of good performance. Through inspirational motivation and charismatic influence, followers are more likely to feel that their roles in the organizational setting are significant.

In a school setting, commitment to the school motto by students and staff can have a direct influence to their overall performance, be it academically or in extra-curricular activities. For example, if a school’s motto states “excellence through discipline,” anyone who takes this line to heart would try to succeed while maintaining a disciplined order. The link between commitment to the motto and success is obvious.

At Excellence Elementary School in Smalltown, USA, the students and staff recite an affirmation every morning at breakfast. “I am Somebody. I am capable and lovable . . . I can do anything when I try,” they chant. This emphasis on individual accountability and performance has had a dramatic effect on the school, which had been struggling.

The affirmation served as a foundation stone for the changes the school was starting to implement under new leadership. Teachers based art, music, and writing assignments on the new affirmation. Suddenly, children and teachers alike felt responsible for their actions, and were assured of their important role in the school. This is transformational leadership at its best: the leader sets off a process that allows staff and students to take ownership of the school.

References

Transformational leadership is a theory of leadership that was developed by James Burns (1978), and has been written about by many other scholars since then. To read more of James Burns’ work on transformational leadership and other topics, click here to visit his Amazon.com page.

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Matthew Lynch published in Ask An Expert, First Year Teachers, Matthew Lynch, Teachers

New Teacher Tip: Time Management – Organizing your Cabinet

There is so much paperwork that a teacher needs to do within a few weeks of starting a new school year. In fact, your cabinets may look as if though they have been hit by a tornado. Your cabinets are most likely overflowing with folders, teaching materials, handmade cards from students, wads of paper, pencils and other stationery, all of which seem to be appearing on their own. Remember that the bigger the mess, the more time it will take you to rummage through and find what you are looking for, which may cause you to lose precious minutes. Use these tips to keep your cabinet organized and in order:

  • Create a designated place for your material. All folders should be marked and kept in one place. There should also be a separate place for personal belongings.
  • Highlight all original copies of master sheets with a yellow colored highlighter, to tell you that this is the master, preventing you from giving it away or losing it.
    Label all your files and folders, and mark the worksheets based on the folder that they need to go into. Once you have identified the specific folders that each worksheet goes into, you can ask a student or volunteer to help you with the filing.
  • Many times there are some sessions in a year that require more material than others. If you feel that material from one session is crowding your cabinet, try putting all the relevant teaching material into one box. Remember to label it and store it in a cabinet in the classroom. You can then find all the required material ready for use when the time comes.

Every three months go through everything in your cabinet and ask these questions

Do I really need this?

  • What specific purpose will I use it for?
  • Should I keep it in my cabinet?
  • Is this a duplicate of something that I already have?
  • Is it outdated or can it come in handy even now?
  • Is it relevant to my current assignment or will I only need it later?

Don’t clutter your cabinet just because you do not have the heart to throw some things away. When you discard items, put them in a carton labeled as ‘free’ and let everyone know that they can dig around to see if they can use anything. Something that you discard may be useful to someone else.

Check out all our posts for First Year Teachers here. 

 

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Matthew Lynch published in Equity, Higher Education, list, Matthew Lynch

4 Reasons Why We Need More Minority Instructors in Schools and Colleges

The number of minority students enrolled in U.S. schools and colleges is growing at a rapid rate, yet student enrollment is not matched by minority teacher representation.

In this article, I will discuss four reasons it is important to have more minority instructors in our schools and colleges.

1. The numbers don’t match up.

In K-12 schools, black and Hispanic students are two to three times more common than teachers of the same ethnicity. The gap is typically the widest in areas of the country with high percentages of students of color. Meanwhile, nearly 82 percent of public school teachers are white.

In colleges, the numbers are even more dismal. A report from the National Center for Education Statistics found that full-time faculty on college campuses heavily favors white candidates (at just over 1 million) over black (not even 100,000), Asian (86,000) and Hispanic (under 60,000) faculty. These numbers may not mean much out of context however, so let’s take a closer look at why they matter.
While nearly 30 percent of undergraduate students around the nation are considered minorities, just over 12 percent of full-time faculty are minorities. That number drops to around 9 percent for full-time professors of color. Though half of all undergraduate students are women, roughly one-third of full-time professors are women. In 1940, the number of women faculty was at 25 percent, showing just how slowly this particular minority group is climbing. The numbers are going in the right direction, but not quickly enough.

2. Minority students will perform better. Students will perform better when they can identify with and relate to their teachers. Minority teachers are in a position to put a stop to negative stereotypes and act as role models and mentors for students of color. Teachers who can relate to their students’ backgrounds usually are better able to look past biases of their abilities.

Even the research seems to support this point, as a study in Economics of Education Reviews tells us minority students perform better with minority teachers.

3. Minority instructors will influence the culture of the school in the long run. As far as colleges are concerned, yes, it is important to have diversity in student populations but those groups are temporary college residents. Faculty members have the long-term ability to shape the campus culture and make it more in sync with the rest of the real world. This idea can apply to K-12 schools as well.

4. Non-minority students can benefit. Increasing the number of teachers of color will help students who are not of color too. Putting minority teachers in front of children who are not minorities could prevent stereotyping and promote acceptance of diversity and equity.

The education gap is a serious obstacle our country faces – and I think that the “diversity gap” is a major part of our struggle. The education gap is staggering and it is hindering our country socially and economically. We have to find ways to get more instructors of color in our schools. Students perform better when they can relate to their teachers, and teachers who can relate to their students are less likely to have a preconceived idea of how each student will perform.

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Matthew Lynch published in Education Leadership, Matthew Lynch

Leadership Practices That Directly Influence Teachers’ Emotions

The emotions of teachers are an often ignored, but very important part of a school’s learning climate. With each decision or policy they put in place, school leaders have an effect on the emotions of their teachers. Leadership practices that have emotional consequences reflect four sets of “core practices” for effective leadership. These practices form a major part of what most successful school leaders do, in many different organizational and cultural contexts. Due to their transformational bias to leadership, these core practices involve:

1. Direction-setting – The practices of school leaders geared at building an inclusive sense of purpose in the school, and a grasp of the specific goals often leads to success, and broader school purposes are also accomplished. Most successful school leaders set higher expectations for their own performance as well as those of their teaching staff and students.

2. Focusing on helping teachers improve professionalism – The development of teachers’ capacities includes most of the principal practices that influence teachers’ feelings. These practices include: being genuinely friendly, considerate, supportive, attentive to teachers’ ideas, and mindful of teachers’ welfare. School leaders who provide individualized consideration and learning opportunities build the teachers’ need to accomplish their own goals as well as those of the school. Success in building capacity is also achieved by reducing distractions to instructional work, as well as modeling values and practices that are aligned with the teachers’ core purpose.

3. Redesigning the organization – This entails building a culture that is supportive and collaborative in teaching and learning, and creating and sustaining school structures that complement such a culture. In this context, successful principals nurture productive relationships with parents and the entire community, to influence future policies and prevent situations that might affect the school.

4. Managing the instructional program – This aspect of leadership basically requires instructional knowledge. It includes efforts by school leaders to ensure that their schools have highly competent staff, to observe the progress of students and the school improvement, to monitor teachers’ instructional practices, and to provide supportive, helpful feedback to their staff.

Based on the extensive research carried out in both educational and non-school contexts, it is evident that emotionally responsive practices are closely associated with social assessment abilities. These abilities enable one to appreciate the emotional states of others, find out what those states entail in complex social situations, respond in helpful ways , and manage one’s own emotions.

Transformational leaders are known for their emotional capabilities and are prepared to include it in their professional life, despite the fact that it may involve breaking the traditions of professional culture and norms to maintain and repair relationships. They realize that building trusting relationships is vital for a cooperative culture.

One common element in both emotional intelligence and social appraisal skills is the understanding of others’ emotional experience. Empathy is used to sense what people are feeling, and look at things from their point of view. However, there is a risk involved when a leader assumes that he or she knows what followers are feeling. Such a belief is often mistaken, since it is easy to misinterpret others’ feelings. This is because we often try to imagine how we would feel in their situation.

Engaging in respectful and thoughtful conversations is important for finding out if what we have “sensed” is accurate. In light of the evidence provided, it is clear that leaders who have emotional wisdom avoid assumptions about what others are feeling. Instead, they commit themselves to building emotional meaning with relevant parties. These leaders also recognize the importance of emotion in professional discussions, private reflection, and strategic analysis of situations. This kind of collaborative consideration of emotions is a step ahead of present leadership practice, emerging as the key element for nurturing learning communities in the true sense of emotional leadership..

Emotional leadership is said to be “future” leadership, because the research in schools exploring the particular connection between leaders’ success and their social appraisal skills is still in its early stages. However, evidence from the non-school settings show that these skills do make a significant contribution to leadership success. Nevertheless, the magnitude of contribution varies in strength based on the job description. When they seek to understand and respect the emotions of their followers, leaders are bound to experience positive results. Followers feel validated and appreciated when their feelings are not pushed aside, leading to a more positive, productive working environment for everyone.

 

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Matthew Lynch published in Education Leadership, Matthew Lynch

The 4 Dimensions of a Positive School Culture

As today’s school leaders seek to acquire the skills and knowledge that are necessary for effectiveness in current educational institutions, they should realize that there are no simple answers or shortcuts to achieving leadership excellence. The most important task is to find the right combination of qualities and characteristics that will consistently provide the leader with the skills and knowledge required to succeed on a regular basis. To that end, there are four dimensions that are essential to creating a positive school culture – optimism, respect, trust and intentionality.

  1. Optimism

Optimism is the belief that people have untapped potential for growth and development. The optimistic leader is an individual who is capable of reframing problematic situations as opportunities and considering the impossible to be merely difficult. School staff are pushed towards success by a leader who is both encouraging and enthusiastic, qualities that are vital for effective leadership. When an administrator is enthusiastic and positive, spirit becomes contagious and spreads. Attitude is contagious! When leadership remains positive at all times and is constantly communicating visions for the school that are uplifting and visionary, they are building a positive school environment.

Optimism does not, however, mean that negative behaviors aren’t dealt with. Administrators should never be afraid to confront negative issues, but rather should face them head on and attempt to turn negative attitudes and behaviors into positive ones. This is the core of optimistic school leadership. One good rule to implement is “Praise in public, constructive criticism in private.” This allows leaders to continue to pursue optimistic leadership while confronting and engaging problems in a constructive and productive way. It is undeniable optimism contributes tremendously to increase members’ desire to work while assuring excellence and success.

  1. Respect

Respect is the recognition that every person is an individual of worth. The value of respect in the area of leadership is basic to organizational effectiveness. It denotes the simple belief that people have worth and value and should therefore be treated as such. When respect is a central pillar to school culture, it represents school leadership recognizing the fact that all individuals are valuable and therefore must be respected. This creates not only an inviting and inclusive school culture, but also fosters diversity and offers every individual within the school setting the opportunity to flourish. so as to create an inviting and inclusive workplace where diversity is seen as the norm and every individual has an opportunity to flourish. Respect is commonly identified as a critical element of overall leadership effectiveness. When a school principal shows respect for his or her staff, a positive atmosphere is created that brings about excellence and satisfaction within the school. Respect is absolutely pivotal to the successful acquisition of effective leadership.

  1. Trust

Trust is the possession of confidence in the abilities, integrity, and responsibilities of ourselves and others. Trust is a crucial component of effective leadership. Trust nurtures all of the other dimensions of effective leadership. Trust is an important value, and it contributes directly to the success of an organization. On the other hand, lack of trust is a barrier to cohesive teamwork and efforts. Trust is at the heart of any functioning cohesive team. In its absence, teamwork is all but impossible. Therefore, building trust is quite a critical element that any successful leader should have.

  1. Intention

Intention is a decision to purposely act in a certain way so as to achieve and carry out a set goal. It is having knowledge of what we intend to bring about as well as how we intend it to happen, thus giving clarity and direction to our work. Intentionality is the ability of individuals to intertwine their inner consciousness and perceptions with their actions. It is simply having an end in sight. The ability to be purposeful and focused is a very significant aspect of building a positive school culture. Leaders of effective schools are more distinctly purposeful in their vision and mission than are the leaders of less effective schools. Thus the leaders of effective schools are more likely to believe strongly in the aspect of intentionality than the less effective school leaders. Everything that an administrator does must be with clear intent. If you don’t know where you’re going you’re never going to get there. As a leader it is critical that everything is done with purpose. As with the other characteristics, intentionality is a key element that school leaders should adhere to in their desire to bring about effectiveness, long-lasting change, and excellence in their schools through a positive school culture.

These four dimensions of a positive school aim to include all interested stakeholders in the journey towards student success. The messages of optimism, respect, trust and intentionality are sometimes transmitted by interpersonal action, but are mostly disseminated through the institution’s policies, programs, practices, and physical environments.

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Matthew Lynch published in EdTech & Innovation, Matthew Lynch

Educational Technologies and Concepts that Every Teacher Should Know: Part V

Click here to read all the posts in this series. 

During this five-part series, I’ve been talking about education technologies and concepts that every teacher should know about. Today I’m going to wrap up the series with several additional technologies and concepts.

Student-led planning. When special education students reach high school, they are being called upon more and more to have input into their individual learning plans. This is to prepare these students for more independence in adulthood. It also gives teachers more insight into the methods these students favor when it comes to learning. Instead of dictating what and how special education students should learn, student-led input helps chart the course toward academic and life skills.

Holography. Holography was just science fiction a few years ago, but it’s now becoming a reality in some fields, such as medicine. This imaging technique, which allows one to see a 3-D view of an image, has yet to become a part of everyday classroom activities. Holography introduced in classroom activities would change entirely how some subjects are taught. Biology, physics, astronomy, and chemistry could be taught on an entirely different level (S. H. Kim & Bagaka, 2005).

Time-management tools. These tools are variations on calendar software. They can be used to schedule your appointments, or you may want to take advantage of more complex features. Some tools can be viewed online, affording access for more than one student at a time. A teacher can arrange appointments or make a note of due dates for assignments so that all students in a class can keep track of such details. Most of these tools allow the option to put some information in private mode, too, so the administrator can choose which calendars people can see and which cannot. Most of these tools include a feature allowing teachers to arrange meetings and groups.

Virtual reality. Experiential education has been used as an instructional method for years. Field trips have always served to introduce students to real-world issues, to supplement learning by helping students get a fresh perspective on what they have learned in books. Technology using virtual reality, however, has introduced new levels of experiential education. Virtual 3-D worlds allow students and teachers to visit places otherwise impossible to visit without it. They can go to space, deserts, or foreign countries without physically traveling there.

Natural user interfaces. In its simplest definition, a natural user interface (NUI) uses the body’s movements to achieve certain outcomes. In the consumer market, examples of NUIs include the Nintendo® WiiTM, Xbox KinectTM, and the iPhone virtual assistant, Siri. The potential in the field of K–12 education is still being realized but will certainly lead to developments in the next half-decade. Students who are blind, deaf, or have physical disabilities or autism can better learn through use of this still evolving technology.

We are living in the midst of a tremendous upheaval in the fields of technology and communication. Advances in technology have influenced every aspect of modern life and are having an enormous impact on education. Technology can promote student engagement, immerse students in real-world issues, enhance discussions and workshops, and facilitate formative assessment.

Students today are often digital natives, very familiar with technology. But there’s a significant digital divide between students with access to technology and students, mostly from lower socioeconomic backgrounds, who don’t have the same level, range, and consistency of access.

The new technological advances can be helpful, but there are some associated problems. Students may spend too much time using their devices and the Internet includes information that may be harmful as well as helpful. Without clear parameters, teachers may become overly focused on technology to the detriment of information transfer.

Although there are pros and cons to most forms of technology and most technology-related education concepts, there is so much to look forward to in the 2014-2015 calendar year when it comes to K-12 classrooms. The concepts and technologies that I have discussed will allow educators to better prepare students for the rest of their academic careers and for lifelong success.

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

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Matthew Lynch published in list, Matthew Lynch, Policy & Reform

3 Unusual Statistics about the U.S. Educational System

As a former public school educator, and someone who watches public school policy closely, I believe the K-12 system here in America is on its way up. I see improvements as schools raise accountability standards, offer more social services, and focus more intently on high school graduation and college prep. Our schools are better preparing students academically and for productive lives.

But it is not that simple. The statistics and research I’ve reviewed over the past few years show mixed results when it comes to the educational system. I will discuss three unusual—even contradictory—facts in this article.

  1. Parents with children in the public school system are happy with the education system…but the general public is not.

Nearly half of American adults are pleased with the operation of the K-12 public school system in the nation. A recently released Gallup poll finds that 48 percent of Americans say they are “somewhat” or “completely” satisfied with the public K-12 system in the U.S. The poll has been conducted since 1999 and that highest satisfaction rating in this category was 53 percent in 2004.

Respondents with children who are actually in the public school system currently showed higher levels of satisfaction (57 percent) with the system than adults as a collective group. Parents who answered how satisfied they were with just their oldest child’s education were at almost 75 percent.

The fact that many parents in the poll responded positively to public schools and members of the general public responded negatively was labeled an “optimism gap” by the Gallup poll staff.

The results of this poll tell me two things: One, American confidence in the public school system has a ways to go to reassure the general population that it is doing its job; and two, that those who actually interact with the public schools are less influenced by things like news stories when it comes to shaping their personal opinions.

  1. 80 percent of students are graduating high school…yet less than half of these students are ready for what’s next.

The U.S. Education Department reports that the high school graduation rate is at an all-time high at 80 percent.  Four out of five students are successful in studies completion and graduate within four years. While these statistics sound like a reason for a standing ovation, they are overshadowed by the crisis that is sweeping the United States. While 80 percent of high school seniors receive a diploma, less than half of those are able to proficiently read or complete math problems.

The problem is that students are being passed on to the next grade when they should be held back, and then they are unable to complete grade-level work and keep up with their classmates.

The National Assessment of Educational Progress (NAEP), the largest standardized test administered in the United States, reports that fewer than 40 percent of graduating seniors have mastered reading and math and are poorly equipped for college and real world life.  These students who are passed to the next grade are at a serious disadvantage and have an increased chance of falling behind and dropping out of college.

  1. We spend trillions of dollars on education…but we have not seen any improvement in public schools since 2009.

The latest National Assessment of Educational Progress has some shocking news: since 2009, there has been no improvement in math and reading performance among our nation’s high school seniors.  Despite the trillions of dollars we have hurdled into our schools, our students aren’t better off in those subjects.

How can that be? It seems to me that the problem lies in that we simply teach to the test.  We train thousands of students to learn a few of the “core” subjects so they score well on tests – but that doesn’t really make the students better educated. Higher test scores in any subject does not mean these young adults are smarter. Think about the utterly essential part of success: learning how to write well.  This is a prime example of a subject that no multiple-choice test can measure.

To really learn, students must have the thirst to drink from the fountain of knowledge.  They must feel compelled to understand problems and have the urge to find the solution, even if that means they answer incorrectly.  Yes, the core subjects are important for students to learn – but let’s not forget about literature, music and the arts – and the other subjects that help teach students to explore.

What the latest National Assessment of Educational Progress tells us is alarming. How have ten years passed, and these trillions of dollars not rendered any improvement in math and reading performance among high school seniors?

There are some schools out there that are taking a better approach at teaching today’s diverse student population but so much more needs to be done. What public education needs is the ability to implement more practical models of teaching to guide students instead of following master plans devised to ensure students test well.

 

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Matthew Lynch published in Education Leadership, Matthew Lynch

Grading Obama’s Education Policy

A couple of weeks ago, a friend and I were discussing President Obama’s performance in the area of education — more specifically P-20 education, which begins in preschool and ends with graduate school. As is usually the case when we debate matters of education politics, the debate became quite contentious and in the end we had to agree to disagree. In response to that debate, I decided to write an opinion piece, assessing Obama’s education record. Toward the end of the article, I will issue a letter grade (A-F) denoting my assessment of the president’s level of performance in education policy.

Let me begin by saying that throughout Obama’s political career, he has continually preached the need for America to invest in education. To put it in his own words, “Countries that out-educate us today will out-compete us tomorrow.” The core of his plans for education has been to provide all students with the same opportunity to reach high levels of proficiency. In the past, disadvantaged students were not provided the same educational pathways as other students. They were not held to the same high standards as their classmates; their lower achievement outcomes were readily accepted.

The president has continually invested in and supported early childhood education. Why? Because he knows that it lays the foundation for future academic success. In a 2007 speech in Manchester, New Hampshire, Obama said, “For every $1 we invest in these programs, we get $10 back in reduced welfare rolls, fewer health care costs, and less crime.” When he became president, he put his money where his mouth was, figuratively speaking.

The American Recovery Act allocated $5 billion for early childhood programs, and $77 billion for reforms to support elementary and secondary education. On top of this, his administration provided $500 million for the Race to the Top-Early Learning Challenge. It is unprecedented for a president to show such passion and commitment towards early childhood education, while simultaneously articulating such a profound understanding of its importance.

In 2010, President Obama established Promise Neighborhood Grants to support plans that implement cradle-to-career services that are intended to improve the educational attainment and healthy development of children. The program endeavors to provide youth in Promise Neighborhoods with effective schools and well-built networks of parental and community support that will prepare them to receive an exceptional education and effectively transition to college and a career. Patterned after Geoffrey Canada’s Harlem Children’s Zone, Promise Neighborhoods are a “promising” reinvention of an existing educational innovation.

Obama’s education reform magnum opus, Race to the Top, sustains successful teachers and principals in school districts across the nation, and has led to the adoption of common K-12 teaching standards. In this competition, states receive points for fulfilling certain criteria, such as performance-based standards for teachers and principals, showing fidelity to nationwide standards, encouraging charter schools, etc. Critics argue that high-stakes testing is untrustworthy, and I am inclined to agree. If there was a component that required contestants to create alternative assessments or value added systems to replace high stakes testing, “Race to the Top” would be as advertised.

In terms of outreach to the Hispanic community, the president’s actions have been unprecedented. President Obama did an excellent job of ensuring that the Hispanic community was included in attempts to advance educational opportunities for the entire nation. In addition, he restructured the White House Initiative on Educational Excellence for Hispanics to advance educational opportunities at the P-20 level. Also, President Obama is dedicated to giving students who aren’t yet American citizens an opportunity to gain their citizenship.

In terms of college access and loans, President Obama has made higher education more affordable by doubling financial support for Pell Grants, growing the number of recipients from 6 million to 9 million since 2008. How did he do it? Obama accomplished this mostly by cutting out the intermediary from the college-loan program, which in turn freed billions of taxpayer dollars.

Beginning in 2014, first-time borrowers will only have to pay 10 percent or less of their disposable income towards loan repayments. The law also stipulates that after 20 years, any remaining loans will be forgiven. If they make their payments on time, public servants (teachers, police officers, servicemen, etc.) will have their student loans forgiven after 10 years. Also, the president increased funding for land-grant colleges. The aforementioned measures constituted the largest reform of student aid in 40 years.

Solely on his P-20 record, I will have to give President Obama a B+. The Obama administration’s education agenda began in the midst of one of the worst economic downturns since the Great Depression. Since his inauguration, President Obama and Arne Duncan aggressively tackled education reform in P-20 education. What President Obama and Arne Duncan have been able to accomplish in less than four years is nothing short of amazing.

There is room for improvement, especially when students are still tested using antiquated assessment measures. More importantly than this, NCLB still exists in its original state and has not been amended. However, I decided to stick with my B+, because these issues cannot be laid at the president’s doorstep. Throughout his first term, President Obama has entreated Congress to amend NCLB, and he has been met with opposition and hostility.

Under Obama’s watch, the U. S. education system is experiencing something that it hasn’t experienced in ages — genuine progress. Although we have many more miles to go, we have to remember that Rome was not built in a day. The issues that continuously plague our public education system took decades to get that way and will probably take several more decades to fix. If President Obama is to engender true school reform in America, he has to bear in mind that school reform is a unicorn of sorts — an imaginary, magical creature conjured up by our subconscious desire to make sense of things. The truth of the matter is that school reform, as most people envision it, does not exist.

President Obama knows that you do not need to wait for something to be broken in order to fix it. That’s why our president always looks for opportunities to improve upon current processes, making things incrementally better as time passes. He has brilliantly applied the process of continuous improvement to our educational system; constantly striving to make things better, reevaluating how he does things, looking at the results he achieves, and taking steps to improve things incrementally. He has earned his B+.

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Matthew Lynch published in EdTech & Innovation, Matthew Lynch, OpEducation

What’s Wrong with MOOCs and Why Aren’t They Working?

Note: The following guest piece comes to us courtesy of Harman Singh, CEO of WizIQ. He founded the company in 2006, which has evolved to be the first and only online global education marketplace to offer live instructor-led learning. His career as a visionary e-learning innovator spans more than 13 years. Singh has successfully leveraged technology to replicate the classroom experience online making it more accessible, for both students and teachers. Singh has directed the company’s growth, while developing and creating WizIQ’s vision and business strategy.

As technology advances, we have more access to information. One technology, Massive Open Online Courses (better known as MOOCs) is beginning to change the way we look at education. These online courses are free and filled with information on just about anything you want to learn – from project management skills to learning a new language. And because MOOCs are free, access is open to anyone with a computer.

Just as learners have open access to MOOCs, instructors from schools and universities to a variety of education providers, and practically anyone with a skill to share can host a MOOC. The emergence of MOOCs has the potential to inevitably change the way we receive our education.

Just how prevalent are MOOCs? There are hundreds of MOOCs globally, some from even established universities such as Harvard and Stanford. MOOCs fill a void for learners who lack the time – and/or dollars – to physically attend a course featuring high-quality content. Needless to say, MOOCs are regarded as a game-changer in online education.

But are they really changing the game in learning?

Why MOOCs Aren’t Working Right Now

In the future, MOOCs have the potential to completely transform education. However, as of right now, don’t expect to see universities shutting down as a result, as some experts have begun projecting. Despite the recent rapid rise in MOOCs, this format continues to be an evolving model, and one that isn’t quite established yet.

Despite the seemingly unlimited access to free information through MOOCs, a 2012-2013 study conducted by MIT and Harvard revealed an overwhelming 95 percent of students dropped their online courses before completion, a rate substantially higher than traditional education’s dropout rates. While some students have expressed satisfaction taking MOOCs, others give various reasons for dropping them. Among the most common reason cited behind this dropout rate: there is no live teacher engagement.

Currently, just 10 percent of MOOC registrants complete their courses. Why – if all the materials are free and available with the click of a mouse? MOOCs are structured using a series of pre-recorded video-based, self-paced classes offered to students for free. There are no live instructors to help facilitate the classes, lectures or content. There is also no straight-and-narrow path from beginning-to-end and the format does not encourage the exchange of different thoughts and ideas among learners. The lack of live instructor involvement also means no follow-up with the student, or any assurance along the way that the student’s learning trajectory is heading in the right direction. At the course’s conclusion, only the learner can determine if he or she was successful.

The modern MOOC – without live and interactive teacher engagement – is essentially an Internet version of a book. That said, there is tremendous potential for the MOOC to evolve in a major way. To reduce dropout rates, the MOOC must be structured around live teacher engagement.

Some online learning platforms are now taking notice of this need for student-teacher engagement. At WizIQ, for example, our platform is an open marketplace where anyone can offer a MOOC, but we are integrating actual teacher engagement into the MOOC, filling a need within the online education sector.

Still Plenty of Room – and Time – For Growth

With the potential evolution for more online courses to include live instructor interaction, MOOCs can have a significant impact in higher education. Economics alone provides a huge advantage for MOOCs. According to a Deloitte study: “Massive Open Online Courses (MOOCs): Not Disrupted Yet, But The Future Looks Bright,” in 2003, the total amount of student debt in the U.S. had reached more than $200 billion. Just nine years later, that debt ballooned to $1 trillion. In that same study, since 2000, the tuition cost in colleges has increased by 72 percent, whereas earnings for people ages 25-30 have decreased by 15 percent. Looking at this information, it’s obvious that economics are on the side of MOOCs.

Some colleges have partnered with companies to develop programs and pipelines that meet the student’s current and future needs. This type of partnership could also help students enter the workforce fresh out of graduation. If, somehow, MOOCs are able to establish similar partnerships with companies and provide better opportunities for students to find work, there is a real incentive for people not to go to college and just register for MOOCs. This shift will not occur anytime soon, however, because the social pressure to go to college and get a degree still exists. Such pressure results in the ongoing issue of student debt in our country. When this pressure no longer exists, and when economics play a larger role in determining how students receive their education, it is at that point when MOOCs could potentially replace higher education as we know it.

In addition to its potential in higher education, MOOCs that feature instructor engagement will also benefit those taking courses to enrich their lives. Classes like learning an instrument, a foreign language or how to cook would be enhanced by the presence of a live instructor, who can exchange feedback with the student on whether or not the assignments are being done properly. Programming courses on WizIQ, for example, allow students access to remote, virtual labs with live lab instructors to run programs practicing real world scenarios. This method is far more efficient than learning from a video-based course, or trying to understand course lessons on YouTube.

Where Will MOOCs Be Just Two Years From Now?

Within the next two years, MOOCs will quickly evolve from lacking teacher engagement to having a lot of teacher engagement. Right now, it’s essentially a model where computers are teaching students. This model is simply not sustainable in the long run without live student-teacher engagement. Teachers are the key that unlocks learning in these courses. They help students resolve issues and problems.

Will the biggest change in online education moving forward be putting live teachers at the center of the MOOC (not just on video)? We will know the answer very soon.

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Matthew Lynch published in EdTech & Innovation, Matthew Lynch

The Future of K-12 Assessment

Many educators view standardized testing as a necessary evil of the improvement process. More cynical educators view it as a completely useless process that is never a true indicator of what students actually know. Proponents of K-12 assessments say that without them, there is no adequate way to enforce educator accountability.

Love it or hate it, K-12 standardized testing is not going away. It is just changing.

The No Child Left Behind Act uses standardized testing results to determine progress and outline areas for improvement in K-12 schools. This standards-based approach to education reform has often been attacked for its disconnection with what kids should really know and what they are simply required to regurgitate for the sake of a test.

The Gordon Commission on the Future of Assessment in Education released a report in March that outlined steps needed to make K-12 assessments vehicles “providing timely and valuable information” to both students and educators. Among the recommendations made by the 30-member commission was a permanent council to evaluate standardized testing be created. The report also calls for a 10-year research study intended to strengthen “the capacity of the U.S. assessment enterprise.” The Gordon Commission Report admits that the assessments of the future are not yet in existence but that their creation needs to begin now.

Commission chairman Dr. Edmund W. Gordon said:

“Technologies have empowered individuals in multiple ways — enabling them to express themselves, gather information easily, make informed choices, and organize themselves into networks for a variety of purposes. New assessments — both external and internal to classroom use — must fit into this landscape of the future.”

Based on the report, and what we know as educators, what do future standardized tests need to include to be successful in an increasingly digital classroom?

  • More assessment of HOW to obtain knowledge. Dr. Gordon touched on this point when he mentioned access to information and networking. There is more information available than can ever possibly be processed, so the way that this and future generations of students make informed decisions matters more than ever. Assessments of the future will need to ask more questions about the how of knowledge and not just focus on the what.
  • Higher levels of digital access. All facets of education are being impacted by the rapid evolution of technology and assessments are not immune. Not only should educators be able to tap into digital resources for assessment preparation, but students should be able to take assessments using the technology that makes them most comfortable. Filling in bubbles with number two pencils needs to become an assessment relic, replaced by convenient, streamlined technology options.
  • More critical thinking options. This goes hand-in-hand with how to obtain knowledge, but takes it a step further. Everyone can agree that applied knowledge is crucial to the learning process so standardized tests need to do better when measuring it. Every child needs to be able to articulate what he or she knows, not just repeat it.

Assessments in K-12 learning are sure to change in the next five years, and beyond, in order to adapt to changing classrooms. There will never be a perfect formula for assessment, but educators should never tire trying to make standardized testing as applicable and helpful as possible.

What changes would you like to see in K-12 assessments?

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