Matthew Lynch

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

Ask An Expert: Using Data to Guide School Reform Efforts

Question: I am a new principal who is being asked to lead a major school reform using data as a guide. I have participated in this type of reform effort before as teacher, but I played a very small part. Any thoughts on how I can use data to lead this major reform effort? Antonio J.

Answer: Antonio, something tells me that you will be ok. Here is my advice. Student performance depends on the existence of an modern, well organized system at district level. Any model focused on increasing the academic performance of students must involve every segment of the district, from the custodians to the school board. Most districts know exactly what their students need, and their district-wide curriculum and reform should reflect those needs. The district needs to make sure the developed curriculum aligns with the standards set by national and state entities.

Districts that show continuous positive results often base their decisions on data alone, as opposed to relying on observations and data together. Schools should regularly evaluate the pros and cons of instructional programs and realize that standardized tests should make up only a piece of the assessment puzzle, not the entirety. Continuously monitoring the progress of the school’s student body will allow the task force to alter the reform plan as needed.

Successful schools also take measures to institute checks and balances, to ensure the decision-making process is fairly distributed among a variety of reform participants. Superintendents are charged with the duty of ensuring that improvement efforts are carried out in a positive manner and meet the needs of the students.

The team leader’s job is to ensure teachers have all of the tools needed to foster the academic performance of students.
Districts all over the country recognize accountability as the key to the school’s improvement process. Everyone is expected to give their best effort, or face the consequences. To ensure that staff and faculty members are able to perform at optimal levels, the school district must provide them with high-quality professional development.

Successfully implementing and sustaining school reform is possible. It may not be easy, but with a big effort, the use of all resources, and the expertise of professionals, school reform can be successful. The level of success the school is able to achieve will be based on the school’s situation. Whatever the obstacles, the leaders’ decisions need to be resolute to foster academic achievement.

In order to complete the process of school reform, restructuring efforts must be monitored and measured. The process of evaluation can be completed in-house, or the leader can hire outside consultants to perform the task. If the task force is willing to evaluate the success of the school’s reform, they must first develop a plan for evaluation.

The team’s evaluation plan should have been created before the reform was started. Performance goals that were created at the beginning of the process should be used to guide the evaluation process. The team will need to decide who will collect, study, and interpret the data. In order to avoid biased results, it may be in the best interest of the school to hire an outside consultant to provide a more objective assessment of the reform efforts. The team will also use the results to determine whether or not the reform efforts were effective.

The results may indicate that the reform was not successful. In this case, the best solution is to build upon the small successes and learn from mistakes. Another reform could then be put in place, or the unsuccessful reform changed to better suit the needs of the school. School restructuring is a long-term process, occurring on a continuous cycle. Keep in mind that not every restructuring effort bears fruit. Even the best schools have to continue to work in the restructuring process.

 

 

 

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

3 Ways Technology Can Fix Education

As the use of technology becomes more and more prevalent in schools, concerns have popped up about its ubiquity in schools. Some will even go as far as to say that technology will ruin education in America.

For better or worse, the various educational technologies are here to stay. In fact, they can and have made an impact on K-12 education today. Here are three areas in which technology can actually improve the quality of education in our country:

  1. High school graduation rates. We have recently experienced the highest graduation rate the country has seen since 1974. Educators are collectively working harder to help students make it to the high school finish line and get prepared for college and the workforce. There is a lot of credit to be handed out for the successful graduation rates around the country (of course, there are still plenty of areas for improvement) but I think one shining area deserves a lot of the praise: technology.

The website DropoutPrevention.org singles out technology as a leader in high school graduation upsurge. The site states:
“Educational technology is needed for a variety of reasons. It provides an alternative method of learning for those who struggle to learn using traditional methods.

Technology can be used to address multiple intelligences and also to provide authentic learning experiences for students.”
In other words, technology has made it possible for students who fall off the traditional path to jump back on and finish what they spent most of their childhood working towards. This may be in the form of taking remote classes from home, remedial classes in on-campus computer labs or even by enrolling in full-time online schools, public or private.

Having in-classroom technology more directly impacts the graduation rate by providing customized learning experiences. A student who needs extra help on a particular topic need not hold up the entire class, or feel embarrassed asking for that help, when there are computer modules and tablet apps available for individual learning experiences. Teachers who spot a trouble area with a particular student can gear that teen towards more exercises to master the topic. Of course technology is not the magic wand to fix all problems, but it does allow for more flexibility of the learning process which in turn makes it easier for a wider group of students to stay in classrooms until the end of the K-12 journey.

  1. Students with disabilities. In 2011, 22 percent of non-institutionalized adults with disabilities had less than a high school education. If this statistic was applied to the general population, my suspicion is that there would be an outcry to reform K-12 education to have better graduation results. But for students with disabilities, there is no shock or outrage and that is something that has to change. The key to improving the educational experience for students with disabilities is better accommodations in schools and continued improvements in assistive technology.

Assistive technology in K-12 classrooms, by definition, is designed to “improve the functional capabilities of a child with a disability.” While the word “technology” automatically conjures up images of cutting-edge electronics, some assistive technology is possible with just simple accommodations. Whether high-tech or simple in design, assistive technology has the ability to transform the learning experiences for the children who benefit.

Here is a look at strides being made in just a couple of common assistive technology areas:

Alternative input devices: These tools are designed to allow students with disabilities to use computers and related technology easily. Some alternative input devices include touch screens, modified keyboards and joysticks that direct a cursor through use of body parts like chins, hands or feet. Some up-and-coming technology in this area is sip-and-puff systems, developed by companies like Microsoft, to perform computer functions through the simple process of inhaling and exhaling. On-screen keyboards are another area of input technology that is providing K-12 learners with disabilities better use of computers and mobile devices for learning.

Sensory enhancers: Depending on the disability, children may need to learn differently than their peers. Instead of ABCs and numbers first, a child with language hindrances may benefit from bright pictures or colors to learn new concepts. Sensory enhancers may include voice analyzers, augmentative communication tools or speech synthesizers. With the rapid growth of technology in the classroom, these basic tools of assistive technology are seeing great strides.

  1. Urban students and the education achievement gap. Students in urban schools tend to have stereotypes attached to them. Rather than see these students as individual learners, many urban kids and their schools are often thrown into the “lost cause” category. Problems like deteriorating buildings and overcrowding often become too overwhelming for reformers.

In a 2009 article in the Harvard Political Review, writers Tiffany Wen and Jyoti Jasrasaria discuss the “myths of urban education.” The article points out that many people are quick to label urban schools as lost causes without actually investigating individual issues or how they can be resolved.

As with all aspects of K-12 improvement, finding the answers to higher achievement for urban students is a complicated process. I believe that technology can work to teacher and student advantages though. The implications of mobile technology in K-12 classrooms are still being realized but one thing is certain: more individualized learning is now possible. In cases where overcrowding is detrimental to learning experiences, mobile technology can serve as a placeholder teacher in terms of directing students and keeping them engaged in learning when the physical teacher is unavailable.

At its core, the American educational system is about democratization of knowledge for all students, regardless of their circumstances. Advancements in technology are making this more and more possible.

 

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Matthew Lynch published in EdTech & Innovation, Matthew Lynch

K-12 Technology: Benefits and Drawbacks

The late Reverend Martin Luther King Jr. once famously said, “Change does not roll in on the wheels of inevitability, but comes through continuous struggle.” Though he was speaking about the road to true equality for all people, I have often attributed this quote to the role of education in America, particularly public education for K-12 students. Despite the quickness with which our society has become accustomed to having everything, all at once, educational reform and progression is still a slow-turning gear in the great machine of time.

The truth is that the face of K-12 education is in a constant state of change. Educators that have been in the field for several decades may notice that the speed at which changes in methodology and student population are taking place is on a high-speed course compared to the past. Many factors play into this but none as strongly as technological advancements. The Internet, wireless devices and improvements in communication all heighten the immediacy of information both within and without the classroom.

This is both a blessing and a curse, of course. It is really too soon to tell if the first Internet-raised generations will fare better or worse in life and succeed on a global scale. The assumption is that technology equals improvement and I would argue that overall, it is a true statement. More access to information and a shrinking world can only lead to beneficial results for K-12 students. The children graduating from high school in the next decade will have a broader view of the world than ever before and that is thanks to traditional geographic boundaries becoming non-issues in communication, workforce and learning. I take no issue with the actual technology. It is great. Where I see existing and potential problems is in the indirect effects of technology on the comprehension habits of our youngest learners.

You have to look at the overall influence of rapidly advancing technology to realize how it is also an obstacle to K-12 classrooms. In its broadest sense, technology has totally transformed the way that our children view life. A recent study by Common Sense Media for children age eight or younger found that 72 percent have computer access at home. Television use is almost universal, with 98 percent of children in this age group having at least one at home and 10 percent reporting that theirs is kept on all the time.

While television consumption by children is nothing new, programs targeted toward toddlers and even infants are on the rise.  Consider cable and satellite television staple Baby First TV. The channel plays continuous programming aimed at infants and toddlers that is commercial free. I bring this up not to spark a debate about whether this type of television viewing is helpful or hurtful to developing youngsters; I mention it as an example of just how ingrained screen culture has become in the lives of our kids. The journal Pediatrics found that between the ages of birth and six, kids watch an hour-and-a-half television per day. These measurements do not even address indirect exposure, which puts the amount of time a television plays in the background at four hours per day for kids under the age of two. Love it or hate it, screen culture is a foundational element of the contemporary American childhood.

As a result, our kids arrive at Kindergarten with an advanced idea of instant gratification. They know that any game, program or form of communication is available at the touch of a button. This easy access to everything translates to the way that these children are programmed for learning, especially when moments of frustration arise. There is not a “quick fix” solution for everything but most children have limited firsthand experience with waiting. It has always been very difficult to keep the attention of students, particularly in the elementary set, but advancements like smartphones, tablets and Web sites directed at young learners have complicated this truth even more. Teachers and administrators today must find ways to keep students interested but not completely abandon tried-and-true methodology. Thus the great problem with technology takes its toll on K-12 classrooms across the nation.

Phrases like “hitting the books” may soon be non-existent as budgets for e-readers slowly chip away at the book budgets for school libraries. An electronic book has a lot of appeal: it is cheaper to manufacture, lighter to carry and even manages to reduce the carbon footprint of the student. Since students are so comfortable with touchscreen methods, it stands to reason that reading may actually come more easily when learned through an electronic device. The problem again is not that the technology harms the actual learning mechanics, but it leads to another issue altogether.

When was the last time you bought or borrowed a book, electronic or hard copy, just to admire the rhetoric? Have you ever found yourself reading simply because you enjoy grammar? Most of us would have different responses to why we read for leisure. Special interest. Excitement. Chance to escape reality. People that love to read have an interactive relationship with the material. Cracking open a fresh book is an experience unlike any others and is a reserved, special moment. Kids that are introduced to literature in the same way that they learn math problems, or have video calls with grandparents, or play non-educational games do not have the same reverence for reading because it is nothing special.

I’ve heard the argument that it is not the delivery method but the content that matters in getting kids excited about reading but I’m not sure I’m biting. Again, this is an issue that is still too young to have definitive answers. It is just one area of the indirect impact of rapidly advancing technology that keeps me up at night.

So what then is the answer? If technology is embraced by some and rejected by others, how can K-12 students be expected to know the right way to learn? It seems that the answers are about as clear as mud. I believe that technology has provided the swift kick that K-12 education has needed for decades to make the sweeping adjustments required to reach contemporary students and inspire education. I am just not sure yet which traditional teaching elements deserve to be clung to and which ones are meant to for the curb. The debate of how to best prepare our children for a lifetime of achievement is one that I believe deserves constant fueling in order to give K-12 students the best shot at academic, and life, success.

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Matthew Lynch published in EdTech & Innovation, Education Leadership, Matthew Lynch

Beyond Principals: Leadership Assessment Tools for All Educators

As the end of the school year approaches, plans are already being made for the fall in schools throughout the nation. Much-needed summer improvements will take place, along with retiring teachers cleaning out their classrooms and new ones coming in. For areas that observe the traditional “summers off” school calendar, those months are still busy ones on schools grounds. Along with the physical maintenance of schools during the time when students aren’t on the premises, what if schools did some non-physical improvements too?

Two education college professors from The University of Wisconsin-Madison and a consultant from the Wisconsin Center for Educational Products and Services have developed a survey-based system that calculates areas of strengths and weaknesses in schools, and creates an action plan for improvement. The Comprehensive Assessment of Leadership for Learning, or CALL, does not single any particular educators but rather takes a snapshot of what is happening as a whole entity. It is a smart assessment tool to implement at the end of the year and then brainstorm actionable steps on improvement when school is back in session.

The survey and results-delivery system were born of necessity. More than ever, schools are in need of transformational leadership that creates learning opportunities for students but also prepares them for the real-world economy. The pressure has never been greater, particularly as Common Core Standards and other state-based ones heighten accountability for teachers, administrators and other instructional staff. The belief used to be that principals were responsible for all the leadership roles within a particular school but that theory is starting to fade. While principals certainly need solid leadership traits, distributing those responsibilities can actually lead to stronger school systems that are able to better support student bodies.

The problem with existing leadership assessment tools is that they only evaluate people on an individual basis, instead of looking at how school personnel can work together to achieve maximum effectiveness. CALL was developed with funds from the U.S. Department of Education and tested in more than 150 schools containing thousands of educators. The survey itself has over 100 questions and takes around 40 minutes to complete and is thorough in its approach, thereby making it more of an “activity” than a “survey.” It has five main areas of concentration, including:

  • Focus on learning. Essentially, this portion looks at the way school leaders practice what they preach. Do school leaders do classroom visits, and engage with students? Do they participate in the team-building and leadership programs that they design for others? Collaboration and staff buy-in to school learning initiatives is an integral part of this portion of the survey.
  • Monitoring teaching and learning. School leaders should be able to not only make sense of their student performance, but know how to communicate it to teachers. Monitoring of school successes does not need to mean constant micromanagement; rather, leaders should understand the scope of their students’ strengths and weaknesses and know how to empower improvements.
  • Building nested learning communities. While educators are ultimately responsible for their own teaching successes, school leaders must provide the support and resources to make effective teaching possible. Leaders should have ways to measure teacher/student performance and be willing to put improvement plans in place.
  • Acquiring and allocating resources. Time spent on whole-school, grade-level and subject-matter reflection is just one aspect analyzed in this part of the survey. If external leaders are part of a school’s leadership and decision-making process, then they are asked to give input on this section. The school’s communication with its community through things like social media, and email, are also assessed in this portion. How are schools making the best use of their resources?
  • Maintaining a safe and effective learning environment. Above all, schools must be safe places for students, teachers and administrators. This starts with the basics, like cleanliness, and extends to factors like schools as safe havens for the students who may be struggling. The safety of students and their perception of being in a “safe” place do make a difference in learning effectiveness and this portion of the survey analyzes ways in which schools can maximize that fact.

It really is true that “it takes a village” and understanding how each educator in a school can best contribute to its success leads to stronger student outcomes, and stronger schools. By implementing the in-depth CALL survey, schools can see exactly HOW to get where need to be when it comes to school leaders.

If you are interested in learning more, you can register to join a free webinar on CALL. The webinar will discuss the theory behind CALL as well as provide a demonstration of the CALL automated data feedback report system.

This is a great opportunity for schools to obtain data on leadership effectiveness in order to support school leaders’ professional growth and school improvement.

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Matthew Lynch published in Education Leadership, Matthew Lynch

The 4 Attributes of Transformational Leadership

Leadership – it’s not just giving orders. The role of school administration is about more than just making schedules and disciplining children. Transformational leadership offers administrators the opportunity to drive organizational change and to create strong schools by fostering a culture of learning and growth in educators that then gives children an environment in which to grow.

It’s not difficult to see how Transformational Leadership would fit well into the school setting, as its attributes line up perfectly with the goals of education. In fact, when transformational leadership is applied to school setting the results are quite remarkable. So what are the attributes of transformational leadership, and how can administrators go about implementing them?

1.    Idealized/Charismatic influence

A leader must be able to inspire the people who they are leading. How? Through language, etiquette, mannerisms and lifestyle. Those being led must have great amount of trust in their leader in order to allow themselves to be guided. Living by example is essential, because just as this model demands that educators look beyond self interest, by extension the leader must look beyond their own self interest as well. High levels of integrity and moral values are absolutely essential.

In order for leadership to be transformational, a charismatic leader has to spread out responsibility and to take it on without compromising. That means that their followers must follow because they are committed to the cause and confident in their leader’s ability to get things done. Charisma isn’t some ethereal quality that’s limited to politicians and movie stars – in the real world it is derived from respect and a visible projection of responsibility. The other point here is that followers will follow other followers. If a leader is able to distribute tasks and have those tasks completed effectively by subordinates, then others will latch onto that and naturally follow. In effect a leader can grow their charisma by utilizing their resources effectively.

2.    Inspirational Motivation

The top goal of a transformational leader is to get the full support of everyone involved, all with an eye for the common goal. The best way to do this is to be open and honest about challenges. When people feel that their leader is willing to face known issues rather than brushing them aside, they become invested. The aim is to develop that sense of belonging within the school culture, which then supports everyone involved.

Transformational Leadership takes the compartments out of the school. Rather than teachers being focused only on what’s going on in their classrooms, their vision becomes expanded to see how their relationships with others in the school affects the outcomes of students. There is an investment in the success of other teachers, who are all working toward the same goal of brightening young minds. The core of transformational leadership is employee commitment, which then creates opportunities for the goals of the entire school environment to be achieved.

  1. Intellectual Stimulation

Education is at it’s core about getting those neurons to fire. Leaders who encourage their employees to stay rational in the face of emotional challenges that come with the educational setting are creating an environment that will have less conflict and more growth. Innovation and hard work are encouraged through intellectual pursuits like problems solving. Just as keeping students intellectually engaged in the classroom keeps them on track, so too does keeping teachers intellectually engaged keep them on track.

It’s so important that there is an understanding that education is about growth. Any good teacher will tell you that teachers learn as much from their students as their students learn from them. There is an organic understanding among educators that teaching and learning are partners. Educators cannot help their children to grow if they are not growing themselves, and in fact educators want to grow. Educational leaders should use this desire for growth to keep their followers actively engaged.

  1. Individualized Consideration

Creating relationships is essential, and that means two-way communication. Followers who feel heard and valued are much more invested in the process and interested in pursuing the larger, organizational goals. Not to mention this individualized process allows leaders to then know the strengths of the people within the organization, so as to better structure the group for success. In a school setting, this translates to interactions beyond the mandatory observations and meetings. Administrators who seek connection with their staff in smaller, more regular ways are able to build trust and a sense of shared service that leads to a better and more productive relationship overall.

Best practice for a transformational leader is to have opportunities to work with individuals on a one-on-one basis in at least some form. While in large settings this might be more of a challenge, nonetheless it is the individualized communication that creates the right environment for transformational leadership. There are myriad ways to make this happen, without having to pile on undue stress or time commitments. Transformational leaders employ creative means to create those relationships.

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 list, Matthew Lynch, Policy & Reform

8 More Reasons the U.S. Education System is Failing

In the first part of this series, I discussed 10 reasons the U.S. education system is still struggling to return to its glory days. In thinking about the future of education in this great nation, we are inspired by innovation. At the same time, K-12 institutions seem notoriously slow to adapt to the new practices and technologies that are constantly emerging. This is not only a disservice to students, but also problematic for the economy at large. Better access to top-notch education starts before Kindergarten – not after a high school diploma has been earned. In the final part of my series, I continue to examine the problems hindering the U.S. education system from being all that it can be.

  1. We still do not know how to handle high school dropouts. It seems that every time the issue of high school dropouts is discussed, it all centers on money. U.S. Census Statistics tell us that 38 percent of high school dropouts fall below the poverty line, compared with 18 percent of total households in every demographic. Dropouts are also 40 percent more likely to rent their residences and spend $450 less per month on housing costs than the overall population. Only around 60 percent of dropouts own vehicles and they spend over $300 less on entertainment annually than average Americans. It’s clear that a high school diploma is in fact the ticket to higher earnings, at least on a collective level. The negative financial ramifications of dropping out of high school cannot be denied, but the way they are over-emphasized seems like a worn-out tactic to me. Instead of focusing on students as earners, we really need to value them as learners so that we can encourage them to finish their high school education.
  2. We have not achieved education equity. Equity in education has long been an ideal. It’s an ideal celebrated in a variety of contexts, too. Even the Founding Fathers celebrated education as an ideal – something to which every citizen ought to be entitled. Unfortunately, though, the practice of equity in education has been less than effective. Equity, in the end, is a difficult ideal to maintain and many strategies attempting to maintain it have fallen far short in the implementation. To achieve equity, school systems need to have an approach for analyzing findings about recommended shifts in learning approaches and objectives. These approaches should also help teachers and administrators understand not what they have to avoid but what it is that they can do to achieve optimal equity moving forward.
  3. Technology brings a whole new dimension to cheating. Academic dishonesty is nothing new. As long as there have been homework assignments and tests, there have been cheaters. The way that cheating looks has changed over time, though. Technology has made it easier than ever. Perhaps the most interesting caveat of modern-day cheating in U.S. classrooms is that students often do not think they have done anything wrong. Schools must develop anti-cheating policies that include technology and those policies must be updated consistently. Teachers must stay vigilant, too, when it comes to what their students are doing in classrooms and how technology could be playing a negative role in the learning process. Parents must also talk to their kids about the appropriate ways to find academic answers and alert them to unethical behaviors that may seem innocent in their own eyes.
  4. We still struggle with making teacher tenure benefit both students and teachers. One of the most contested points of teacher contracts is the issue of tenure. Hardline education reformers argue that tenure protects underperforming teachers, which ends up punishing the students. Teachers unions challenge (among other reasons) that with the ever-changing landscape of K-12 education, including evaluation systems, tenure is necessary to protect the jobs of excellent teachers who could otherwise be ousted unfairly. It can often be a sticking point – and one that can lead to costly time out of classrooms, as recently seen in large school systems like New York City and Chicago. Now, I’m not suggesting that teachers just “give up” but I would support adjusting the expectations for tenure. It seems an appropriate step in the right direction for teachers in all types of schools. That energy then can be redirected towards realistic and helpful stipulations in teachers’ contracts that benefit the entire industry.
  5. More of our schools need to consider year-round schooling. Does it work? The traditional school year, with roughly three months of vacation days every summer, was first implemented when America was an agricultural society. The time off was not implemented to accommodate contemporary concerns, like children needing “down time” to decompress and “be kids.” The system was born out of economic necessity. In fact, the first schools that went against the summers-off version of the academic calendar were in urban areas that did not revolve around the agricultural calendar, like Chicago and New York, as early as the mid-1800s. It was much later, however, that the idea as a whole gained momentum. Overall, year-round schooling seems to show a slight advantage academically to students enrolled, but the numbers of students are not high enough to really get a good read on it at this point. What does seem clear, however, is that at-risk students do far better without a long summer break, and other students are not harmed by the year-round schedule.
  6. We are still wrestling the achievement gap. Earlier this month, the U.S. Department of Education released student performance data in its National Assessment for Educational Progress report. The data is compiled every two years and it assesses reading and math achievements for fourth and eighth graders. This particular report also outlines differences between students based on racial and socioeconomic demographics. The data points to the places in the U.S. that still struggle with inequality in student opportunity and performance, otherwise known as the achievement gap. The achievement gap will likely always exist in some capacity, in much the same way that the U.S. high school dropout rate will likely never make it down to zero. This doesn’t mean it is a lost cause, of course. Every student who succeeds, from any demographic, is another victory in K-12 education and it benefits society as a whole. Better recognition by every educator, parent and citizen of the true problem that exists is a start; actionable programs are the next step.
  7. We need to consider how school security measures affect students. In theory, parents and educators would do anything to keep students safe, whether those students are pre-Kindergartners or wrapping up a college career. Nothing is too outlandish or over-the-top when it comes to protecting our kids and young adults. Metal detectors, security cameras, more police presence in school hallways, gated campuses – they all work toward the end goal of sheltering students and their educators, protecting some of the most vulnerable of our citizens. Emotions aside, though, how much does school security really increase actual safety? Do school security efforts actually hinder the learning experience? It sounds good to taut the virtues of tighter policies on school campuses but is it all just empty rhetoric? Given the fact that state spending per student is lower than at the start of the recession, how much should schools shell out on security costs? Perhaps the best investment we can make to safeguard our students and educators is in personal vigilance. Perhaps less reliance on so-called safety measures would lead to higher alertness.
  8. We need to make assistive technology more available for students with disabilities. A key to improving the educational experience for students with disabilities is better accommodations in schools and continued improvements in assistive technology. Assistive technology in K-12 classrooms, by definition, is designed to “improve the functional capabilities of a child with a disability.” While the word “technology” automatically conjures up images of cutting-edge electronics, some assistive technology is possible with just simple accommodations. Whether high-tech or simple in design, assistive technology has the ability to transform the learning experiences for the children who benefit. Assistive technology is important for providing a sound education for K-12 students with disabilities but benefits the greater good of the country, too. Nearly one-fourth of a specific student population is not being properly served and with so many technological advances, that is a number I believe can drop. Assistive technology in simple and complex platforms has the ability to lift the entire educational experience and provide a better life foundation for K-12 students with disabilities.

As you may have now noticed, public education underachievement is not the result of one problem. It is a collection of influences that undercut the cultural importance of broad-based knowledge. To reach better outcomes, we must peel back the layers of policy and perception to their cores. I hope you have enjoyed this careful analysis of the present state of K-12 public education in America and its problems and issues. The changes suggested will benefit future generations of students and citizens.

Click here to read all our posts concerning the Achievement Gap.

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Matthew Lynch published in Education Leadership, Higher Education, Matthew Lynch

Reasons for the Emergence of Distributed Leadership

Two explanations have been offered for the emergence of distributed leadership. The first is the failure of the “charismatic hero” associated with transformational leadership. The second is that school leaders now handle tasks of much greater complexity. . It is not the heroic leader who makes an organization function well, but rather the “mundane,” everyday activities that matter.

Distributed leadership is well within the broader policy spectrum for public services. In a government’s emerging model for public services, we see the three modes of leadership that the government favors. These are hierarchy, market, and network. If we overlay the school setup on the government model, then we see where the schools’ “capability and capacity” fits in relation to the network regime of governance, where distributed leadership is positioned.

Distributed leadership can therefore be said to be similar to the broader policy process, since government will construct a need, goal, or objective that would require both school actors and non-school actors to distribute their efforts between organizations and/or within organizations to achieve this end. It also provides a cultural reference to the official structural similarities of two traditionally separate organizations.

Distributed leadership fits well with the merging or networking of work-based activities according to current trends on inter-agency working in schools; with the joint production of personalized needs and solutions; and finally with the changing workforce . All these efforts seek to merge the professional cultures of different groups.

With the above in mind, the emergence of distributed leadership is not only a reaction to the recent policy shifts; it also reflects changes in contemporary culture. Organizations can no longer control their workers through the so-called rational or bureaucratic structures of the past. Those out-of-date methods inhibit the kind of independent work that relies on solidarity, respect, or mutual trust, since all they end up doing is bringing about authority conflicts.

The present focus on distributed leadership is not so much related to the cultural turn toward taking emotions into account, like transformational leadership, but is more of an example of management theory resonating with a contemporary shift toward the weakening of traditional logic. Organized social structure, as a result, has given way to a “network culture.”

These new changes also indicate a change in the knowledge economy. We have begun to see a form of “socialism” in education, proven by the use of terms such as “universal education” to symbolize the trend toward viewing education as something other than a market commodity in this age. Governments around the world are now keen to set up a policy that ensures that literacy is achieved by all, with no regard to social status. The role of the school leader is therefore shifting from economic management to social management.

References

Distributed leadership is a theory of leadership that was developed by Peter Gronn, and has been written about by many other scholars since then. To read more of his work on distributed leadership and other topics, click here to visit his Amazon.com page.

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Matthew Lynch published in Equity, Higher Education, Matthew Lynch

Diverse Conversations: Alternate Pathways to the College Presidency

In the past, college presidents from other schools and college vice presidents have most often ascended the ranks to fill empty presidential seats. While this still happens about 19 and 25 percent of the time, respectively, other leaders like provosts and deans are increasingly being considered to fill the college president vacancies. Some schools even search outside the college community to find leaders from other industries that fit the bill. There is really no hiring formula that applies to all college president spots and a “qualified” candidate could feasibly jump several levels of hierarchy to claim the spot.

Lately the academy has turned to former military officers to help lead their institutions. Recently, I sat down with Gen. Charles Krulak, president of Birmingham-Southern College to speak to him about how he used his distinguished career in the military to transition to a successful career in academia.

Q: What drove your decision to enter academia following your military career?

A: I did not actually join academia right after my military career. Rather, I first became the chairman and CEO of an international bank. Then I joined the board of a professional football team here in the United States and a professional soccer club in the United Kingdom, as well as the boards of Union Pacific and Freeport-McMoRan Copper & Gold. It was only after all those activities that I realized that what I missed more than anything was the relationship I had in the U.S. Marine Corps with the young men and women of today. The desire to reconnect with the next generation of leaders led me to seek a college presidency.

Q: Why did you choose Birmingham-Southern College?

A: Interestingly, I had never even been to the state of Alabama, nor had I ever heard of Birmingham-Southern. My name had come up in presidential searches for three other colleges or universities when I was invited to visit the city of Birmingham on an unrelated matter. While I was here, a friend who knew I was looking for a new challenge told me about BSC, which was currently looking for a new president. My wife and I visited campus and we spent six hours on an individual tour in which we replicated all the activities we had experienced while going through the interview process elsewhere. At the end of those six hours, we knew without a doubt that BSC was the place for us. Why? First off, the quality of the students. We found great young men and women of character who were clearly more driven to serve on Main Street than to profit on Wall Street. Second, we met a remarkable, selfless faculty who truly believes that the education they provide can and should be life-changing. Third, I encountered a staff who clearly saw that their main purpose was to serve the student and the faculty members who teach the students. All in all, there was a unique sense of family that I found at no other campus.

Q: How has your military background influenced your presidency?

A: As a military officer, I spent a lifetime around men and women who truly reflected the diversity of our nation. While BSC is a welcoming campus that has always strived for diversity, when I arrived, I didn’t encounter the magnitude of diversity I was accustomed to. That has now become a priority for the whole college, and we’re taking proactive steps to address the situation. Although we’ve just started out, we’ve become a more representative campus in a very short time, and that includes students, faculty, and staff. For instance, in the class that matriculated this fall, 22 percent identified as Asian American, Hispanic, African American, Pacific Islander, Native American, or multiracial.
Another thing: the military is often seen as a very hierarchical organization with little room for consultation or discussion. The reality is totally different. And so I’ve tried since arriving at the college to make sure communications remain open and to strive for transparency and informed debate, especially between administrators and the faculty. I really want to make sure I get input from the broadest possible perspective, especially as we shape the college’s future.

Q: What can higher education learn from the military, and vice-versa?

A: The biggest takeaway is that at the end of the day, character counts. The effectiveness of a professor or a staff member—or the president!—is directly related to her or his strength of character, moral courage, and integrity. We need to remember that our role is not just to prepare students mentally, but also to develop their strength of character, for that’s what will sustain them when they’re in the “real world.” The military, on the other hand, could learn a lot from higher education. From an administrative perspective, higher ed. has shown me how to slow down and value the process, especially when it comes to shared governance. From an educational one, we need to remember that there’s a huge difference between simply training young people—that is, loading them up with specific knowledge—and truly educating them to be critical thinkers, problem-solvers, and connectors of ideas. That’s what colleges like Birmingham-Southern do so well, and it’s why the U.S. will continue to be a leader in innovation well into the future.

Q: As a former member of the Joint Chiefs of Staff, you’re clearly a strong leader. What do we need to do to create the next generation of leaders?

A: First off, I believe that leaders are made and not born; that you can in fact learn leadership. Also, leaders must have a foundation and that foundation is a strength of character. Thus, as you’re developing young leaders, you must start with that foundation and then build it up from there. The specific traits, methods, and even “tricks” that help make leadership effective are nothing without that basis in character, which is why I feel that’s one of the most important things we help develop as educators.

Q: What do you like to do in your spare time?

A: What spare time? Seriously, along with my “day job,” I attend almost every sporting event, performance, and other event on this campus. I love being out there to support the students! And then there’s travel to visit alumni and spread the word about BSC in other cities. My wife and I love to read, do crosswords, and watch movies. But the reality is, at least 90 percent of my time is spent on campus.

We would like to thank General Krulak for participating in this interview.

 

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Matthew Lynch published in Higher Education, Matthew Lynch

Queering Campuses Prompts Reflection, Reform for Universities

Note: The following guest post comes to us courtesy of Jacob Bell, a junior at the University of Maryland pursuing a dual degree in journalism and general biology. He currently works as the staff writer and web content manager for Student Voice and is a general assignment reporter for the University of Maryland’s student newspaper, The Diamondback. Jacob is also the features chair of “Stories Beneath the Shell,” which is an online multimedia publication. You can learn more about Jacob by connecting with him through LinkedIn or following him on Twitter, @realjacobbell.

The word ‘queer’ can mean many things. It can be a noun or an adjective, derogatory or empowering, a reference to gender and sexual identity or a departure from normalcy. It can also be a verb. “To queer something,” according to Dr. Charlie Glickman, a sexuality educator of nearly 25 years, “is to take a look at its foundations and question them.”

For Alex Borsa, a junior molecular biophysics and women’s, gender and sexuality studies double major at Yale University, it is the verb form of queer which matters most. As the president of the university’s Lesbian, Gay, Bisexual, Transgender and Queer Student Cooperative, which serves as the umbrella organization for all of Yale’s LGBTQ groups, Borsa works to increase visibility of queer and marginalized students and make the campus a safer, more inclusive environment.

Borsa achieves these goals, in part, through his participation with IvyQ, an annual, inter-Ivy League LGBTQ conference that attracts 300 to 500 attendees. The conference advocates social organization, political activism and community building among LGBTQ students and groups.

“It is the only time that students are in such a large space comprised of almost only LGBTQ people,” Borsa said. “Being at a social event with 500 queer people is something most people don’t get to experience, [and] does a lot to change people. It was probably the single most transformative process I’ve been to in my college experience.”

Yale hosted the 2013 installment of the IvyQ conference, which has made its way to a different Ivy League school each year since its inception in 2010. Borsa served as a volunteer coordinator for the event, and assisted former Yale conference chair Hilary O’Connell with event production. In spite of a blizzard that struck New Haven, Connecticut, the same weekend as the conference, the Yale IvyQ team was able to deliver an event true to the mission of IvyQ, according to Borsa.

The 2013 conference offered light entertainment, such as dances, lunches and group breakout sessions, as well as 30 to 40 formal colloquiums and workshops from a series of students and guest speakers about topics including gender activism, asexuality, and the meaning of the LGBTQ community now versus in previous decades.

“These are always going to be issues,” Rebby Kern, the media communications and programs manager for Campus Pride, the leading nonprofit organization dedicated to making higher education more LGBT-friendly, said. “But if we can come to a place where we can talk about these issues … in a safe environment, I feel we’ve done our job as far as a movement.”

The conference also prompts discussion on issues, such as class, privilege, mental health, race and racism, that are present across many colleges and universities and affect marginalized groups related to or outside of the LGBT spectrum.

These discussions play a large role in IvyQ’s ability to “queer the campus,” or “challenge, question and deconstruct the status quo,” of the host school, Borsa said.
And as the number and diversity of the voices contributing to the conversation increases, so does the pressure on higher education to improve existing systems.

“I think student voice means not being afraid to challenge large institutions, even the administration itself, on how we think Yale should be bettered,” Borsa added.

In April, Yale held a weekend-long mental health and wellness event to address complaints from students and groups like IvyQ regarding the slow response times and lack of information coming from its Mental Health and Counseling Department, which 22 percent of the student body visits at least once per year, according to a 2011 report.

In the same month, Yale also held Take Back the Night, an event where students shared sexual experiences through speeches, poetry and song to raise awareness about sexual violence and community respect.

“For me personally, the idea of institutional commitment is the big thing,” D. Andrew Porter, a summer fellow at Campus Pride, said. “ [As a movement], we’re not just talking about LGBTQ students, and that’s causing campuses to look at all students who fall under that big umbrella word, ‘diversity.’”

The next IvyQ conference will be held in the fall of 2014 at Dartmouth College, which has received news coverage and student criticism in the past year concerning the school’s handling of homophobia, racism and sexism both on campus and in Dartmouth Greek life. In February, students presented the Freedom Budget, a sweeping reform that enumerated more than 70 actions the college could take that would help confront and diminish discrimination.

The school’s president, Philip J. Hanlon, and then interim provost, Martin Wybourne, released a statement in the wake of the Freedom Budget outlining steps the administration planned to take to address the students’ suggestions, such as allocating millions of dollars to hire and attract a more diverse campus faculty, and expanding a university program that supports minority groups in the science, technology, engineering and mathematics fields.

By April, however, student dissatisfaction was not quelled and resulted in protests outside the president’s office and the administration building.

For Nathen Huang, a senior psychology major at Columbia University and leader of Columbia’s IvyQ organization, Dartmouth’s hosting of the conference comes at an opportune time, one in which the school’s administration is primed to listen to the voices of campus students.

“Student voice is the opportunity to offer insights to improve the community or build new relationships that have never been explored before,” Huang said. “Even if not every one who goes to IvyQ comes from the activist community, there are also people who [are involved in other ways], and they’re able to express their own ideas and opinions.”

Going forward, Borsa, Huang and fellow IvyQ members want to increase access to the conference through additional funding so more people can contribute to the discussion. They also hope the organization continues to spark conversation between university officials and students about how to better educational environments.

“It’s important for everyone to think of these things,” Borsa said. “That doesn’t mean you have to be on the front lines of everything, but it does mean that it’s important to think about how social factors shape your everyday life. IvyQ challenges people to see things in a different way.”

(Dartmouth’s Office of Pluralism and Leadership did not respond to Student Voice’s request for comment before this story’s publication).

 

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

2 Reasons Colleges Need Athletes as Minority Mentors

When it comes to getting more minorities into college, and then graduating them, there are a lot of different ideas out there. Stronger high school recruiting, better guidance programs for first-generation students, and more minority faculty members are just a few of the ways to make college campuses more diverse to the benefit and success of everyone.

Having strong minority role models as mentors is another, and perhaps the most powerful idea of them all. Successful people who look like the students a particular college or university is trying to graduate, and who come from a similar background, can leave a lasting impression and inspire students to similar heights.

One particular group of minority mentors that I feel should be getting even more involved in the minority recruiting and mentorship process is student athletes. Whether still athletes at the school, or alumni, this particular subset of minority mentors should play an important role in graduating other traditionally disadvantaged students. Here are a few reasons why I think so:

  1. Many of them have powerful, relatable life stories.

Athletes often seem like larger-than-life superstars while they are on campus. But many of them have had personal lives that are relatable and inspirational to everyone else.

One great example of a college-athlete-turned-minority-mentor is The Ohio State University alum Maurice Clarett. The former college running back has taken on a new role as both a cautionary tale, and inspiration, to other young people. If his name sounds familiar, it is because his claim to fame was not just on the football field or as a national champion in the sport. Clarett served four years in prison for aggravated robbery and carrying a concealed weapon. It was behind bars that he started reading up on personal development and ways to grow beyond a delinquent and even ways to rise above his association with being a football star.

Today he talks with other college athletes about things like personal responsibility and being accountable for actions, no matter their upbringing. Clarett has visited athletes at Alabama, Notre dame, Tennessee and Mississippi State. He recently spoke with the national champion Florida State football team and acknowledged that many minority college athletes come from home environments that leave them “undeveloped” and without the skills needed to function successfully in life. Taking advantage of the resources available on college campuses and determining to be better than life’s circumstances are two lessons that Clarett tries to pass along to the people he mentors.

A story like Clarett’s is so much more powerful than the seemingly-empty warnings from adults on college campuses, many of whom look nothing like the students they are trying to influence and have no shared life experiences. By finding ways to tap into the stories of athletes, colleges can give their students a more impactful way of committing to success.

  1. Athletes themselves can acquire necessary life skills from like-minded mentors.

Traditionally getting into college on an athletic scholarship has been a way that minorities have been able to break onto college campuses, particularly if they came from educational environments that simply did not offer the same resources as advantaged peers. I’d argue that getting these athletes to graduation day is simply not enough; a whole other realm of life skills is needed to ensure that they are successful long after their athletic playing days have passed. When the cheers die down and the attention turns to the more practical things in life, these student athletes need ground to stand on. Pairing them up with mentors, or at the very least bringing in former athletes to share their after-college success stories, is a great way to inspire greatness that lasts a lifetime.

Leadership. Teamwork. Hard work. Earning a “win.” Losing gracefully. All of these are lessons that college athletes know in the context of their respective sports. Translating that to life beyond college can be challenging but can be made much easier with the help of mentors that have a common understanding with the students they address. Schools should make this as much a priority as recruiting minority students to sports and academic programs. Colleges and universities have a responsibility to their students to prepare them for all aspects of life and proper mentorship can be a necessary building block in that process.

Focusing on recruiting more athlete mentors for minority students is a somewhat unconventional option, but it just might work.

How do you think colleges can best mentor minority students?

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