Wednesday, February 26, 2014

Schoolwide Essential Questions

        In this thought-provoking article in Principal Leadership, Nancy Frey and Douglas Fisher (San Diego State University) and Heather Anderson (Health Science High School) draw a distinction between essential questions that are course-specific (for example, How do fractions, decimals, and percentages allow us to describe the world?) and schoolwide essential questions. Frey, Fisher, and Anderson describe how Anderson’s high school has used a set of schoolwide essential questions each year to provoke high-level discourse and improve student achievement. In developing its questions, the school used the definition developed by Grant
Wiggins and Jay McTighe (2013):
  • Essential questions are worthy of inquiry, calling for higher-order thinking – analysis, inference, evaluation, and prediction.
  • They are thought-provoking and intellectually engaging, sparking discussion and debate, giving students the tools and a forum to wrestle with important ideas.
  • They are open-ended – that is, there isn’t a single, final, correct answer.
  • They require support and justification, not just the answer.
  • They produce a humbling acceptance that some matters are never truly settled, but at the same time a desire to think about such questions.
  • They point toward important, transferable ideas within and across disciplines.
  • They raise additional questions, spark further inquiry, and need to be revisited over time.
Each year the school collects possible questions, screens them using the Wiggins/McTighe criteria (plus one more – questions involve two or more academic disciplines), asks students to vote on them, and decides on the best sequence (one question for each academic quarter). Here are some of the school’s essential questions from recent years:
  • What sustains us?
  • If we can, should we?
  • Does age matter?
  • How do people approach their health?
  • What is race, and does it matter?
  • Can you buy your way to happiness?
  • Who am I? Why do I matter?
  • What is beauty and/or what is beautiful?
  • Does gender matter?
  • Who are your heroes and role models?
  • What’s worth fighting or even dying for?
  • What will you, or won’t you, do for love?
  • What is normal, anyway?
  • How does your world influence you?
  • Is there a limit to tolerance?
  • What makes you “you”?
  • Which is worse, failing or never trying?
  • You exist, but do you live?
  • If you could have a superpower, what would it be and why?
  • Are humans naturally good or evil?
  • Is freedom ever free?
  • Do looks matter?
Each year’s questions are displayed in public areas of the school and sent home to parents, and visitors are given the opportunity to comment in a response log. Teachers start the year by thinking about how to integrate the questions into their own course content and, if possible, make cross-disciplinary links. For example, a 2010-11 question about beauty led English teachers to have students read The Metamorphosis by Franz Kafka, The Birthmark by Nathaniel Hawthorne, Body Rituals Among the Nacirema by Horace Miner, “Ain’t I a Woman” by Sojourner Truth, and “Ode to a Grecian Urn” by John Keats. A tenth-grade World History teacher addressed the issue through a study of philosophers of the Enlightenment, and a geometry teacher looked at the concept of the golden mean in architecture and design.
        When the school first started using schoolwide questions, students were asked to write about them in a single discipline. “Over time, we began to understand that complex interdisciplinary thinking requires that students participate in discussion and debate before writing,” say Frey, Fisher, and Anderson. “Teachers now devote a portion of one class period each week to a Socratic circle on the question of the quarter.” The location of these discussions rotates among the four core academic classes so students think about the questions from every possible angle. Student responses can come in a variety of formats – formal research papers, Facebook postings, 3-D sculptures, animations, and more.
“Using Schoolwide Essential Questions to Drive Learning” by Nancy Frey, Douglas Fisher, and Heather Anderson in Principal Leadership, February 2014 (Vol. 14, #6, p. 52-55), www.nassp.org; the authors can be reached at nfrey@mail.sdsu.edudfisher@mail.sdsu.edu, and hlanderson@hshmc.org.
Stephen Anderson

Good Teaching, Deconstructed


        “What do great teachers do differently?” ask Jodi Newton (Stamford University/ Birmingham, AL) and Betty Winches (Homewood, AL Schools) in this article in Reading Improvement. Their study of elementary- and middle-school teachers who produced significant gains in student learning for three consecutive years yielded the following insights:
        • Highly effective teachers have clear learning targets and their students understand what it takes to get better and own their learning. These teachers focus on ultimate learning outcomes more than compliance with required assignments.
        • They create a culture of redemption. They assess frequently and see students’ mistakes as a road map to improvement.
        • They constantly and frequently tweak their lessons in response to how students are doing. Students’ learning needs are more important than lesson plans.
        • They ask questions that go to the heart of the subject and teach students to pose their own questions. “They are able to track misunderstandings and then clarify them for their students,” say Newton and Winches. “As students learn to ask the right questions – those related to their learning targets – they begin to own the goals and maximize their learning.”
        • They create a culture of high expectations coupled with good relationships. These are not friendships but partnerships (You and me, in this together) focused on academic achievement. “This tenacity, concern, and love for each student are obvious, yet are linked directly to unyielding aspirations for each student,” say Newton and Winches.
 
“How to Maximize Learning for All Students” by Jodi Newton and Betty Winches in Reading Improvement, Summer 2013 (Vol. 50, p. 71-74), no e-link available
 
 
Stephen Anderson

Wednesday, February 19, 2014

Insights on Work/Life Balance


        In this thoughtful Harvard Business Review article, Boris Groysberg and Robin Abrahams (Harvard Business School) offer advice to maxed-out, stressed-out leaders who have concluded that work/life balance is an unattainable goal. The authors and their collaborators spent five years interviewing 4,000 executives around the world and report that “prospering in the senior ranks is a matter of carefully combining work and home so as not to lose themselves, their loved ones, or their foothold on success.” The key is making deliberate choices about what to pursue and what to say no to at work, at home, and in the community. “Deliberate choices don’t guarantee complete control,” say Groysberg and Abrahams. “Life sometimes takes over, whether it’s a parent’s dementia or a teenager’s car accident. But many of the executives we’ve studied – men and women alike – have sustained their momentum during such challenges while staying connected to their families.” Here are the key factors:
        • Defining success – At work, it might be financial success; individual achievement; making a difference; winning respect from others; working with a good team in a good environment; ongoing learning and development. At home, it might be relationships with loved ones; a life of meaning without regrets; understanding what’s going on in the lives of family members; having dinner at home four nights a week; never missing a Little League game; having emotional energy at work and at home. Groysberg and Abrahams found marked gender differences, with women feeling the cultural expectations of parenting and men being more comfortable rationalizing absences by being good providers and opening opportunities to their children. One woman had a clear template for success: “Define your house right – have a table in the kitchen where your kids can do homework while your husband cooks and you drink a glass of red wine.”
        • Managing technology – Figuring out how to handle the deluge of e-mails, text messages, voice mails, tweets, and other communications is the key to sanity and productivity. The key, say the authors, is to “make yourself available but not too available to your team; be honest with yourself about how much you can multitask; build relationships and trust through face time; and keep your in-box under control.”
Successful executives spoke of the importance of undivided attention and not trying to be in two places at the same time. “When I’m at home, I’m really at home,” said one. “I want to give my kids 100% of my attention. But this also works the other way around, because when I’m at work I really want to focus on work. I believe that mixing these spheres too much leads to confusion and mistakes.” There’s also a trend in the business world toward in-person communication. The key is careful, thoughtful listening, and that happens best in face-to-face conversations.
        Groysberg and Abrahams point to research on the professional benefits of stepping away from the frenetic pace of work. Over the years, a number of important discoveries have popped into scientists’ heads while they were doing mundane tasks (or asleep). Being available 24 hours a day can also enable subordinates. “If you have weak people who must ask your advice all the time, you feel important,” said one executive. “But there is a difference between being truly important and just not letting anyone around you do anything without you.”
        • Building support networks – Having helpers who can handle tasks like shopping, transporting children, and monitoring aging parents is vital, say Groysberg and Abrahams; they make it possible for leaders to spend quality time on the most important human interactions. “Emotional support is equally essential,” they say. “Like anyone else, executives occasionally need to vent when they’re dealing with something crazy or irritating at work, and friends and family are a safer audience than colleagues… Support at work matters too. Trusted colleagues serve as valuable sounding boards.” Sympathetic colleagues are also vital when the unexpected happens – a heart attack, a child’s illness, parents in need of care.
        • Traveling or relocating selectively – Some of the leaders in this study tried to do their most extensive travel and job moves while they were young and unattached. Among married executives, travel and relocation often posed difficult challenges – a number had turned down assignments that involved relocating, and this was more often true of women than men, especially when their children were in their teens. The researchers were discouraged to find that “executives of both sexes consider the tension between work and family to be primarily a women’s problem.”
        • Collaborating with one’s partner – Many of the leaders Groysberg and Abrahams interviewed said how much they valued “their partners’ emotional intelligence, task focus, big-picture thinking, detail orientation – in short, whatever cognitive or behavioral skills balanced out their own tendencies… Partners can help them keep their eyes on what matters, budget their time and energy, live healthfully, and make deliberate choices – sometimes tough choices – about work, travel, household management, and community involvement.” Among executives with the best work/life balance, emotional support and encouragement built on a shared vision of success between partners.
        “In pursuit of rich professional and personal lives,” the authors conclude, “men and women will surely continue to face tough decisions about where to concentrate their efforts.” They offer three concluding thoughts:
  • Life happens. A well-planned career path can be upended by an unexpected crisis.
  • There are multiple routes to success. Some leaders stay in the same workplace for decades while others have a series of different jobs. Some have stay-at-home partners while other couples juggle two full-time jobs.
  • No one can do it alone. “A support network is crucial both at and outside work,” say Groysberg and Abrahams, “and members of that network must get their needs met too.”
 
“Manage Your Work, Manage Your Life: Zero in on What Really Matters” by Boris Groysberg and Robin Abrahams inHarvard Business Review, March 2014 (Vol. 92, #3, p. 58-66), no e-link available
 
 
Stephen Anderson

Tuesday, February 11, 2014

Influencing Bystanders to Stand Up to Bullying


        In this helpful article in Principal Magazine, Jim Dillon (Measurement Incorporated) says that trying to tighten control of student behavior is not an effective way to stop bullying. “The people who have the most influence in determining the amount and degree of bullying in a school are not the adults, but the students,” he says. The trick is to shift from a controlling to an influencing mindset – changing students’ reactions to bullying through modeling, listening, and winning trust.
        From the student’s point of view, bullying has a clear social purpose – impressing an audience of bystanders and raising one’s social status. “Stopping bullying requires changing the audience response to it,” says Dillon. “Educators… need to focus less on the rule-breakers, and more on the majority of students who don’t break the rules: the bystanders or the audience for acts of bullying.”
A key step is for adults to avoid the fundamental attribution error – the tendency to attribute students’ behavior to the way they are rather than the situation they’re in. Bystanders who don’t intervene aren’t heartless and apathetic; they are subject to a common set of social pressures and haven’t learned how to deal with them. “Just telling bystanders to ‘stand up’ to bullying makes little sense,” says Dillon, “no more sense than just telling a student to be a good reader or become a safe driver without first providing instruction, guidance, coaching, and support.” Based on his research, he offers this summary of the nots – rationalizations that bystanders use for holding back:
  • Not really bullying – students sometimes call it “drama;”
  • Not wrong – he’s just teasing and joking around;
  • Not harmful – nobody’s getting hurt; she can handle it;
  • Not against the rules – the bullying is subtle, technically below the radar;
  • Not like me, not my “tribe” – the victim is perceived as very different;
  • Not worthy of help – the victim deserves it; teachers don’t like this person;
  • Not sure what the crowd thinks – “It is very hard, even frightening, for students to act differently from what they perceive the majority of their peers think,” says Dillon.
  • Not sure what to do – how can I stop this – especially difficult when the perpetrator is popular and socially connected;
  • Not my job – it’s up to teachers or older students;
  • Not my decision – others’ inaction is a sign that what is happening is not a problem;
  • Not worth the risk – I might become a victim too;
  • Not sure if adults will handle the situation well – telling might make things worse;
  • Not sure of back-up – I might get in trouble too.
All of these nots are knots that need to be untied, says Dillon, and that process can begin when students are shown how much influence they can have in making their school a better place. Here are some key points that need to be part of a schoolwide campaign:
        • The vast majority of students don’t bully and don’t approve of bullying.
        • People want to do good and be helpful.
        • Student make mistakes and our school will not be trouble-free. “Problems are part of life and learning,” says Dillon. “Viewing them as such will make discussing them a lot less emotional. Students will be more open to sharing them.”
        • Students are subject to social pressures and need to think for themselves and problem-solve. “Students shouldn’t feel guilty if they don’t act courageously in the face of bullying,” says Dillon. “Educators should share their own stories of their doubt, uncertainty, and even indifference in the face of need.”
• Being compassionate toward bullies doesn’t mean the behavior is being condoned. “Students who make mistakes need compassion and will accept guidance and direction when given respect and care,” says Dillon. “Students who bully aren’t bad kids or inherent troublemakers – some just need to learn how not to bully others.”
 
“Untying the ‘Nots’ of Bullying Prevention” by Jim Dillon in Principal Magazine, January/February 2014 (Vol. 93, #3, p. 36-39), www.naesp.org
 
 
Stephen Anderson

The Scent of Roses

Slow Down, Accomplish More!

        In this article in Edutopia, Elena Aguilar (a leadership coach in Oakland, California) suggests ways that educators can slow down, reflect more about their work, and strengthen human connections:
        • Identify a few essential goals. “The primary obstacle to school improvement that I see is the problem of ‘doing too much,’” says Aguilar. “Districts have strategic plans with 27 initiatives, schools have four annual goals, teachers have six professional practice goals, and so on.” She suggests making your own prioritized wish list and crossing out the last item on the list.
        • Trim your commitments. It’s not essential to attend every sporting event and every school board meeting, she says. “Reduce what you do and the information that comes in… Don’t fill every moment.”
        • Take the time to structure meetings up front. “When people haven’t been given a chance to physically, mentally, and emotionally arrive at the meeting… then they can’t be fully present and able to participate effectively,” says Aguilar. She suggests taking 10-15 minutes to preview the agenda, clarify what is to be accomplished, and briefly connect with one another.
        • Take the time to end meetings properly. “Closing routines provide a critical moment for participants to make sense of what’s happened and determine the most effective next steps,” she says. “This takes some time and can’t be rushed.”
        • Put the agenda on a diet. “It took me many years to learn that I needed to ruthlessly cut and prune my agendas,” says Aguilar. This reduces stress and increases productivity and satisfaction.
        • Pick a good moment and regularly ask a colleague a thoughtful question. For example, “What’s something you’re feeling really good about this year?” “What’s been your greatest accomplishment as a teacher?” “Tell me about a student you felt you made a difference with.”
        • Ask a student or parent a thoughtful question. For example, “Tell me what you feel really good about.” “What’s something you’d like me to know about you?” “How can I understand you better?”
        • Eat lunch. Aguilar suggests munching without multitasking one day a week. Better yet, eat with a colleague, focusing on positive conversation.
        • If you’re sick, stay home. “You can’t reflect and make intentional decisions if you’re sick,” she says. “Sleep, rest, drink fluids, you know the routine.”
        • Practice self-care. “I know that if I don’t take care of myself, I’m useless in this struggle to transform our schools,” says Aguilar. Caring for ourselves is not self-indulgence; it’s self-preservation so we can do our best work for students.
 
“Teachers: 10 Tips for Slowing Down” by Elena Aguilar in Edutopia, Jan. 21, 2014,
 
Stephen Anderson

Tiger culture - preparing for life - thoughts to consider

Downsides of the “Tiger” Culture

        In this thoughtful Chronicle of Higher Education article, Stephen Asma (Columbia College/Chicago) comments on The Triple Package: How Three Unlikely Traits Explain the Rise and Fall of Cultural Groups in America by Amy Chua and Jed Rubenfeld (an article based on their book was summarized in Memo 521). “These days, only the simplest minds would argue that cultural superiority is innate, racial, or genetic,” says Asma, “but the idea that specific social habits and psychological tendencies create ascendancy is, at the least, compelling and worthy of investigation. It is no trivial matter, for example, that fire-starting (culturally transmitted and sustained) helped some early human populations outcompete other groups… A cultural skill like fire-starting opens the door to better nutrition, defense, and warmth, to safer childhoods, and to technological development… What was true then is true now. Specific cultural traditions (transmitted horizontally across group members and vertically down through generations) may predispose groups to success and failure.”
Asma lives in two of the cultures discussed in The Triple Package – according to whose theory, one is gaining ground (his wife was raised in mainland China) while the other is slipping (he’s a Dutch-American). Their biracial son has experienced a lot of “tiger mother” childrearing, so Asma is well acquainted with that approach. It stems, he believes, from a fundamental attitude toward childhood among the Chinese. “For them, childhood is the training ground for adulthood,” he says. “Being born into a tiger family is like being drafted into the military. Boot camp starts as soon as you can walk. If the child doesn’t like this life of endless academic drilling and discipline, well, so what? Childhood is not for the child… When you are a child, you are not living for yourself, you are training for your future self.”
Why do Chinese-American children tend to be successful in the most demanding academic fields – science, math, engineering? Asma believes it’s because of a longstanding Confucian belief that intense effort builds character and skill and opens every door, so why not take on the toughest challenges? Confucius made a point of rejecting another Chinese tradition – mysticism and meditation. “I once spent a whole day and night in meditation,” said the sage. “I wish instead that I had spent this time in study.”
A second reason for the focus on the STEM curriculum is that these subjects are politically neutral, whereas the humanities can get you in trouble in ideologically and politically volatile times. “Math, engineering, and science are always useful,” says Asma. “Marxists, capitalists, theocrats, democracy proponents, even dictators all need bridges, buildings, and information highways.”
Chinese people sometimes proudly refer to themselves as the “Jews of Asia,” and indeed, there are many similarities: strong family bonds, emphasis on schooling, the ability to flourish wherever they land, and financial know-how. But there’s an important difference, says Asma: humor. There isn’t a Chinese version of the Marx brothers or the Three Stooges. “Chinese culture is serious,” he says. “It rarely cracks a smile. It rarely makes fun of itself. It doesn’t know how to relax and enjoy life. It is strong and determined but highly inflexible.” Chinese humor is mostly semantic wordplay. Jewish humor, by contrast, “calls us to remember the absurdity of life – it gives a breather between the strife and struggle for excellence, and reminds us to enjoy. It forms a cultural counterweight to balance the intensity of constant work… Playfulness and humor act like siestas that are intrinsically rewarding but also refresh us for further labors.”
“Give me the siesta life any day,” says Asma, “and not because I’m lazy but because life is more than work. I am more than my job. We are all more than our jobs. Worker productivity is not the best measure of human success, and the goal of education is not to create the highest-wage managers… It’s a short step, even for a whole culture, to move from highly disciplined to neurotically masochistic. If happiness is always deferred, then life becomes asceticism.”
Another downside of the Chinese “tiger program” is parents unwittingly giving their children the feeling that they’re never good enough. “It’s the opposite problem of American parenting,” says Asma, “which over-coddles and affirms everything our kids do. American kids make up for their lack of skills with boundless self-esteem. That makes them fragile when failures eventually come along. Chinese kids are tough, and modest about their own copious skills, but they also never feel entirely accepted, acknowledged, or esteemed.” This may be one reason Christianity is expanding so rapidly in China, he suggests – the message is that you are somebody, that Jesus loves you no matter what.
What about African Americans, who are not on the Triple Package list of rising cultures? Asma agrees with Chua and Rubenfeld’s hypothesis that institutional racism and the victim narrative implicit in the Civil Rights Movement have often prevented American blacks from seeing themselves as superior, despite heroic survival and tremendous cultural contributions.
Asma concludes with a cautionary note on over-generalizing about culture. There isn’t a “ladder of higher and lower cultures,” he says, “but a mosaic of adaptive and maladaptive traits. Like my own son, who’s a mix of genetic and cultural lineages, we all might be able to forge a new educational culture from the best fire-starters around the world.”
“The Trouble with Tiger Culture” by Stephen Asma in The Chronicle of Higher Education, Feb. 7, 2014 (Vol. LX, #21, p. B10-B13),
Stephen Anderson

Thursday, February 6, 2014

Misconceptions About Language Learner


An ELL student who speaks English well is a fluent speaker. No. Students acquire social fluency much earlier than academic fluency. They do not represent the same language skill level.

An ELL student who is orally fluent is also fluent in reading and writing. No. Students typically develop oral skills prior to written skills.

An ELL student who is silent in class does not understand anything. No. These students are often internalizing and processing.

An ELL student who decodes (sounds out) words is reading well. No. Sounding out is not reading. Reading, by definition, necessitates students making meaning. If they don’t understand what they are pronouncing, then they are merely calling out words.



Stephen Anderson

Educators, Researchers Look for Lessons in Blended Learning Algebra Program

By Ian Quillen
Although Carnegie Learning’s Cognitive Tutor Algebra 1 is the only blended learning curriculum Mary Brierley has ever taught, she trusts its quality.
“It’s made me change the way I question students, and it’s improved the way that we teach the course,” said Ms. Brierley, who teaches two block sections of Algebra 1 and one of Algebra 2 at Severna Park High School, located about a half-hour south of Baltimore. “I don’t know how, it just seems to force you to ask the question that makes the student think about how to get to the answer.”
In many respects, the curriculum used in the Maryland teacher’s classroom bears similarities to many blended learning programs, instructional approaches that combine technology-based and traditional classroom lessons.
While testimony such as Ms. Brierley’s has been enough to persuade hundreds of districts to use some form of the Cognitive Tutor program since the late 1990s, the curriculum is unusual in that it also now has the backing of independent research, stemming from a $6 million study financed by the U.S. Department of Education carried out by the Santa Monica, Calif.-based RAND Corp. Size Up Blended Learning
The two-year study—which included 25,000 students across middle and high schools—found that in the second year of the curriculum’s implementation, high school students using the curriculum’s combination of self-paced software and class-paced textbooks made statistically significant additional learning gains compared with students using a traditional curriculum. Middle school students were also found to make gains in the second year, though not to a statistically significant degree.
What is less clear is why the program works, which of its components are most effective, and whether its apparent success is a greater victory for the Pittsburgh-based Carnegie Learning’s corporate future, or the entire field of blended learning, which has seldom had a chance to prove itself in research of this magnitude.
“I do think that it has value in the blended learning community as [a measure of] proof that a strategy that incorporates technology in a blended fashion produces positive results,” said John Pane, a senior scientist at RAND and the study’s lead author. “But generalizing from that to other blended learning curricula is a risky move. And while many people may be tempted to do that, the devil is in the details of any blended learning curriculum.”
Software-Textbook Connections
When it comes to Cognitive Tutor, those details are not all that revolutionary, at least within the scope of the field of blended learning, which has gained most of its traction in the past half dozen years.
Ms. Brierley’s Algebra 1 classroom, and many others that use the program, functions squarely within the commonly used “station rotation” blended learning model, which is seen more often in the elementary and middle grades.
After a brief pencil-and-paper warm-up, her second-period class divides into two groups of about a dozen students each. One group of students turns to a problem from a textbook, with clusters of students working together at desks, while members of the other group migrate to the laptop cart in the classroom’s corner, take a device back to their desk, log in to their Cognitive Tutor software accounts, and tackle problems tailored to each student’s learning progress. After 35 minutes or so, the groups switch tasks.
“It does free [teachers] up to be more of a troubleshooter than anything,” said Ms. Brierley, an 18-year teaching veteran who has spent the last third of her career working with Cognitive Tutor. “It gives [students] an opportunity to be independent and work through things and sometimes work things out in their head without us telling them what they should be doing.”
Studying Algebra 
A study found that the math scores of high school students using Cognitive Tutor improved significantly during the second year that schools implemented the program. That growth was equivalent to moving a student from the 50th percentile to the 58th percentile of performance. Source: RAND Corp.
But Cognitive Tutor has some notable nuances for a station-rotation model. Among them, both the print text and the software come from the same provider. So while some students may reach concepts in print first, and others first encounter them online, the terminology and theory behind teaching concepts remains constant.
Both branches of the curriculum also stress the manipulation of numbers and variables. The text features perforated tearaway pages so students scribble in or alongside charts and equations rather than on separate scrap paper. (This also means a district implementing the curriculum has the added expense of purchasing new textbooks every year.) The software requires students to set their own bounds for graphs and tables and type key information from paragraph-length word problems into charts before answering a series of questions all based on the same scenario.
Perhaps most importantly, the curriculum has undergone an endless evolution since its launch as Carnegie Learning’s first product in 1998 and is modeled around research on human cognition conducted by Carnegie Mellon University, in Pittsburgh, which at one time owned a stake in the company.
“It is built on a very well-considered theory of cognition and has been assembled over decades into what it is now,” Mr. Pane said. “That’s quite in contrast with the great vast set of education technology/blended learning interventions that are out there that are ad hoc.” Academic Improvements
It’s worth noting that RAND restricted Carnegie Learning’s employees in their interaction with schools in the study, to ensure schools did not receive an unusual level of assistance in implementing the curriculum. In other words, the study suggests those second-year results stem from a range of real-world conditions, where some schools and some teachers are implementing the program in more effective ways than others.
That’s essential in a district like the 78,000-student Anne Arundel County, where every Algebra 1 classroom has used Cognitive Tutor since 2009, but not every teacher is as enamored with the program as Ms. Brierley.
While the expectation is for students to spend 30 to 40 minutes of class time twice a week working on the curriculum’s computer component, some teachers barely meet the minimum time requirement, said Amy Smith, the district’s coordinator of secondary mathematics. Others, meanwhile, allow more class time and encourage students to use the program during study halls or after school, she said.
Teachers’ responses range from “excellent fidelity,” Ms. Smith said, to “ ‘I’m checking the box yep, I put them on’ ” the computer.
Inevitably, challenges related to classroom management or instructional-time allotment especially in shorter-length middle school periods—force teachers to lock up laptop carts more than they’d like.
“It’s not perfect by any means,” said Ms. Smith.
Still, she insists Cognitive Tutor Algebra 1, first used as a supplemental tool by the district, is driving recent improvements on the Maryland High School Assessment for that subject. Between 90 percent and 93 percent of the county’s high school students have passed the graduation requirement exam during each of the past six years, and during the past five, the proportion scoring “advanced” has risen steadily from 34.2 percent in 2009 to 41.6 percent in 2013. (No Anne Arundel County schools were included in RAND’s research.)
Paper vs. Computer
Julia Freeland, an education fellow at the Cambridge, Mass.-based Clayton Christensen Institute, which has led the effort to catalog and categorize blended learning, agrees that results both from the RAND study and real-world settings, such as in Anne Arundel County, are encouraging. But she said the field is still lacking granular research that shows the reasons that programs like Cognitive Tutor are effective—research that could help educators decide whether implementing the program is worth the investment.
Although the federal Education Department paid for the sizeable study, it may be more difficult to find a funder for follow-up work that examines those kinds of questions.
Given that reality, John Watson, the founder of Evergreen Education Group, a Colorado-based consulting organization that tracks online and blended learning trends, said he hopes the study is considered more broadly than just in terms of Carnegie Learning’s credibility.
“There are literally dozens of [blended] math programs,” he noted. “There’s no way that we’re going to have $6 million studies done about dozens of math programs individually. And so, while this is certainly a good thing for Carnegie and it’s a good thing broadly for the field, I want to make sure that it’s seen as part of the validation of the entire field as much, or more than being seen as suggesting a particular specific product.”
Ms. Smith is confident that the program is helping the 2,700 Algebra 1 students across the Anne Arundel County school system. Yet even six years after it was introduced, there are always new challenges, such as the first year of implementing the Common Core State Standards, which she fears could drag down achievement results.
Perhaps sensing that uneasy transition, Ms. Brierley’s students—most new to blended learning—appear mixed on whether they prefer doing algebra on a screen or in a book.
Celeste Davis, a freshman in Ms. Brierley’s first-period class, actually would like to see less of the laptops.
“I like working out on the paper and being able to figure the problems out,” she said. “I think the computer just doesn’t explain it the way that I read it.”
Antony Rutherford, a freshman in Ms. Brierley’s second-period class, said doing the work on a computer screen can be a bit more cumbersome at times.
“I’m kind of an all-around person,” he said. “I do it a little bit faster on paper. But on the computer, it’s fine.”
Stephen Anderson

Wednesday, February 5, 2014

Effective Use of Primary Documents in Social Studies

   In this article in AMLE Magazine, Kenneth Anthony and Nicole Miller (Mississippi State University) say the Common Core ELA standards “provide a natural way for language arts and social studies teachers to collaborate through interdisciplinary teaching; the medium for collaboration can be primary sources.” Anthony and Miller suggest a three-pronged approach to using primary documents to deepen students’ understanding:
        • Consider the context. Students establish a baseline by answering questions such as, When was this document written? Why was it written? Who authored this document? What was the author’s point of view? (judged by the tone and the presence or absence of particular information)
        • Consider the content. What was said? What arguments were made? What supporting points or details were provided? These questions deepen students’ understanding of the document, key vocabulary, central ideas, text structure, and the topic being studied.
        • Make connections. Guiding questions include: What connections to your life and/or prior learning can you make? What connections to other events and people in history can you make?
        Anthony and Miller suggest the primary document “Rationale for Founding the Georgia Colony” for social studies classes, using it to find this information:
  • Geography: the location of Georgia in relation to existing colonies; the distance from England to Georgia; how long it took to travel; the boundaries of the colony; the location and significance of Great Britain, China, Persia, Bahamas, Palestine, Port Royal;
  • People: His majesty the king of England, James Oglethorpe, William Penn, Indians, Protestants, Saltzburghers, “the useless Poor in England.”
  • Economics: Money for passage, sustenance, revenue, duties on goods.
  • Domain-specific vocabulary: Colony, charter, persecution, trustees, incorporating, latitude.
  • Domain-specific concepts: Liberty of conscience, refuge from persecution.
  • Time: When was the Colony of Georgia established compared to the other British colonies in North America?
  • Time, continuity, and change: What events influenced the development of Georgia and the United States?
  • Power, authority, and governance: How and why do political systems protect individual rights? How does this document compare to the Mayflower Compact and the Declaration of Independence?
  • Civic ideals: How and why did the United States develop democratic ideas and practices?
  • People, places, and environments: Why did people leave Europe for America? How does the establishment of Georgia differ from other colonies?
 
“Digging Deeper with Primary Sources” by Kenneth Anthony and Nicole Miller in AMLE Magazine, January 2014 (Vol. 1, #5, p. 23-25),
 
 
Stephen Anderson

Four Student Misconceptions About Studying and Learning

     In this article in Faculty Focus, Maryellen Weimer (Penn State University) draws on the work of Stephen Chew to highlight four common beliefs that undermine college students’ efforts to learn [also true for many K-12 students]:
        • Misconception #1: Learning is fast. “Students think that learning can happen a lot faster than it does,” says Weimer. “They think they can get what they need out of a chapter with one quick read through (electronic devices at the ready, snacks in hand, and ears flooded with music).” Student need to be taught how to interact with materials in ways that make learning sink in.
        • Misconception #2: Knowledge is composed of isolated facts. When students use flash cards with only one term or concept per card, they memorize definitions but often fail to grasp higher-level concepts. Teachers should use test questions that ask students to relate definitions, use them to construct arguments, and apply them to new situations, and then work with students to modify their study techniques.
        • Misconception #3: Doing well academically is a matter of inborn talent. “All of us have had students who tell us with great assurance that they can’t write, can’t do math, are horrible at science, or have no artistic ability,” says Weimer. Students who think this way don’t try as hard in weak areas and give up when they encounter difficulty. Teachers’ feedback is very important to getting these students to shift from a “fixed” to a “growth” mindset and to see that effort and strategy are the key variables in achievement.
        • Misconception #4: Look Ma, I’m multi-tasking. The evidence is clear that the brain can’t simultaneously handle more than one cognitively demanding task, says Weimer. People who think they are successfully multitasking are in fact missing important information – and they don’t even realize it. Since many students won’t take our word for it, a demonstration may be necessary to prove the point.
 
“Four Student Misconceptions About Learning” by Maryellen Weimer in Faculty Focus, Jan. 29, 2014,http://www.facultyfocus.com/articles/teaching-professor-blog/four-student-misconceptions-learning/
 
 
Stephen Anderson