We will be tackling the big “How to shift?” essential question this week in the Shifting Our School podcast. Our previous shows with other EQs delved into discussions that also connected to this overriding theme to our podcast. So now it is time to put some thoughts together from practical experience.
Brent Loken, the Director of Curriculum and Innovation, at Hsinchu International School (HIS) will be our guest for the show. He will offer details about one approach to helping schools make the shift to focusing on the learning of 21st century skills, constructivist learning instructional strategies and the variety of interpretations of what School 2.0 can look like. Brent and the leadership team of Grant Ruskovich, Ken Willis, and Catherine Chen were able to take a top down, leadership driven approach working with the school board, parents, students and faculty to define what they wanted their school to be about. This “about” just happens to be a very shifted school.
As a instructional technologist working under more “normal” conditions where their are pockets of shifted teachers and often non-committed leadership towards shifting to School 2.0, I will share some of the practices that I found helpful to move a school I previously worked at to being more shifted. While I list these practices as helpful towards guiding a school to Learning 2.0 outcomes, they obviously are accepted strategies that are not new to our schools and can be used as common practice in how we generally manage organizations.
Administrative Leadership: I have to say it even though there are numerous reasons why administrators can find it difficult to make a commitment to all the change and transition that goes with shifting a school. We must have the administrators at the helm if we are to shift our schools. Our last SOS podcast for the school year in June will look into what barriers administrators face in bringing about change in their schools. As this is a huge topic on its own, I won’t comment further and ask that if anyone is reading this post to tune into our podcast with Brent Loken to hear one leader provide the vision and action steps that administrators can take to shift their schools.
Conversation-Listening-Designing-Action-ASSESSMENT: The process of deciding where a school community wants to go should start with conversations around the question “What is learning?”. Additional questions are: What does it look like? What skills will our graduating students have? What will they need to be able to do to be global citizens in an unpredictable world? What is teaching? We can then use the UbD backwards process to develop our program plan, action steps and accountability protocols. This gets down to a very personal discussion with educators about their teaching philosophy.
Time is needed along with care and attentive listening as we grow our learning community and validate one another.
Most of us as educators have been involved in strategic or other program building plans. We worked with parents, teachers, administrators and sometimes students to decide what our mission should be as well as what outcomes we want our students to attain from our schools. These development processes have documented procedures so one can easily find the “how to” steps. I would add that I cannot value enough the importance of listening, real attentive listening, which can lead to true understanding and help move the process along.
Planning comes into play along with action steps to put all the hard work into action in our classrooms. The part of the process that I find left out for numerous reasons is accountability. This is another huge topic that deserves a great deal of attention. I will just say here that if a school is to shift to whatever goals it sets, one needs to take all that energy at the start of the development process through to the action and assessment stages as well. We must answer the question “Are we reaching our goals?” and then adapt accordingly.
Defining, Discussing and Understanding of School/Learning 2.0: This practice clearly ties into the planning process of where a school community wants to go with their programs. There are plenty of charts, posts and articles that contrast what and how we teach with a 20th century approach to the potential 21st century version. The Framework for 21st Century Skills Web site lists the skills and now with the Route 21 education section provide a terrific place to start the education and understanding effort with one’s school community. The next step is to begin the process of defining what Web 2.0 tools with their strange names do for the learning community without any expectations for learning or using them. Simply work to take away the lack of understanding. As an instructional technology program is developed around individual and team (i.e., elementary grade level teams, middle school teams & high school departments) needs, you can then design a differentiated learning program based on those individual and group adult learning needs in your school’s learning network.
Time: This is usually a top of the list issue at any organization. We often don’t build in the time or the procedures to follow through on our plans making the work that goes with shifting our schools an additional task added to overloaded teachers’ workloads. Time must be structured for the activities that go into the shifting process taking away other items from teachers’ plates and giving them time during the school day to focus on the shifting. And it goes without saying that the shifting process needs a great deal of time as in years to go from the conversation to the designing to the implementation to the assessment phase.
Focus: I wrote about this in a recent post. We put in a lot of time writing our strategic plans, missions statements, etc. but then stray from them leaving less time and energy to do what we say we will. My experience with international schools is that they sometimes lose their way and their focus on how they should be using their time. Check out the post as this also connects to administrative leadership.
Less is More Especially with Depth: If we stay focused on what we say we want to do, there will be less on everyones’ plates thus we will have a better chance of reaching our goals. Common sense. Don’t try to be everything to everyone as a school. Shifted schools are guided by the mantra “how does any new program or initiative connect to our strategic plan and mission?” This gets back to administrative leadership. “No” is not a four letter word! Our leaders connected to our community learning networks gather lots of information, dialogue and then can make decisions that keep our plates less full and our lives more balanced. We will talk in a future SOS podcast about why such a common sense idea gets dropped by many schools.
Trained Change Agents & Designers: Todays library media specialists and instructional technologists receive very specific course work in designing new programs and implementing them. They also gain skill sets from their graduate programs that support their being able to be 21st century learners just like we want our students to be. By their staying on top of the latest research and by continually learning from their PLNs, they have the knowledge and skills to be the on the ground leaders who help guide our schools through the change and transition process. Support and empower them to do what they are trained to do.
It might be uncomfortable for some schools to face but old style technology coordinators with their focus on hardware and networks have been replaced with today’s instructional/educational technologists who are teachers first, grounded in instructional theory working to bridge the technology to the teachers and students in the classrooms. We have technicians and network engineers to take care of the hardware and repair issues.
The library media specialists with their training and skill sets guide our teachers and students in the multiple literacies that our 21st century learners (students, teachers and administrators) must work with and master to be adaptable and flexible learners. They cannot be the 20th century librarian focused just on reading literacy and the building of book collections. They must be leaders and partners in designing and implementing curriculum.
By working as partners with teachers and administrators in the curriculum development process, these two instructional leaders work to support the designing of curriculum to reach the learning goals for our 21st century focused schools. To see how the teachers of the HKIS Upper Primary school designed their curriculum review process, select the following hyperlink to download a copy of an article reviewing their work. HKIS Upper Primary Curriculum Review Model
Education, Communication, Ownership and Celebration Procedures: Schools need to use all of their communication channels to the community to share progress, build ownership and celebrate everyone’s efforts as the school works towards its goals. Once schools start making the move to School 2.0, they need to use ongoing parent workshops, community coffees, student forums, newsletters, blogs, etc. to build out the community learning network with the focus on the shifting process. The school needs to be flexible and adaptable with two-way communication from the community. Along the way, celebrate the successes and shine the light on your risk takers! So often those willing to stick their necks out to try new things, offer differing opinions, and make the shift are isolated and made to feel devalued. Put these leaders’ efforts on your school Web sites, write about them in newsletters, get their ideas published in journals. These leaders will really “own” the process and share their passion for it. Ownership means accountability and follow through. Celebrate your early adopters and they will stick around instead of looking for more shifted pastures. 
Get the Right Crew Onboard: This is a biggie that can be one of the biggest storms to work your voyage through. Going back to the conversations that start the process, everyone will need to decide if they can make the commitment to the shift once they fully understand what it is all about. Administrators will need to work with their Human Resource staff to plan over a few years to give folks the opportunity to seek employment at other schools. As uncomfortable as this can be, we must face that organizations change and that it is better for everyone to move on if we cannot support the mission of our school.
The Curriculum Development Process: Being systematic is central for bringing about change. We must build in protocols that support a system that scaffolds our efforts to move towards our goals. Sadly, for so many schools, the curriculum review process can be a struggle and an unsupported effort that gets a bad name. A dynamic, well-managed system becomes a natural professional learning community that can drive how we do business in our schools. See the previous link to the HKIS Upper Primary model for more information.
Work with Your Successes: Students are already learning in our classrooms whether we are School 1.0 or 2.0. We as teachers use well thought out instructional and assessment strategies. Back to the conversations that start the shifting process, we need to assess what we are already doing well by asking questions like:
Which strategies are working really well? Which ones guide our students to our school-wide learning goals? Which ones can easily be enhanced using 2.0 strategies?
We need to remind ourselves as Rick Pierce points out that change leads to the much longer transition period that then takes us to our goals. This transition is a continuum that we all move along at different rates of speed and comfort levels. So create a collaborative team including your instructional technologist, library media specialist, administrators, curriculum coordinator and other interested parties to design an ongoing adult learning program centered on personal learning networks that start within each individual’s comfort zone and experience. Then take small steps along the continuum towards using shifted classroom instructional strategies and assessments that support your school’s shifted goals.
A quick example is that concept maps along with other graphic organizers are being used in classrooms around the world. Teachers are comfortable with them. Students learn making connections using HOTS as they map out their learning. The next step for some might be a desktop digital tool like Inspiration or Cmap while others might be ready to jump to 2.0 and the collaborative power of Mindmeister or Bubbl with 24/7 access to their work. As time moves on the next step is telecollaborative work where students and teachers make connections outside the school still using concept maps but sharing them with learners in projects like The Flat Classroom. Just remember to start with your current successes and honor the innovative work that is already getting results as you design each teacher’s shifting experience.
Also, another obvious point, make your professional development program connect to your shifting school outcomes in an ongoing, structured learning community that periodically gives learning and connection time during the school day while avoiding the end of quarter one shot, one size fits all PD days. Adult learners deserve and need differentiated instruction, time to make meaning from their experiences as well as the opportunity to apply their new learning to really give them half a chance for success. And look to work with the professionals within your school who have attended conferences, read leading educational books, and are on top of the edublogosphere who will be with you everyday as opposed to the weekend visit of a consultant.
Yet, you might go the extra step adding the depth of an experienced consultant to partner with your on site shifted teachers by having him/her stay for weeks or months at a time. Both Hong Kong International School and Hsinchu International School are using this model.
Stick To Your Guns: So much of what I am writing here is accepted, practical knowledge. If a school community does all of these listed strategies and more, they can feel confident in that they are inclusive, transparent, systematic and clearly focused in their shift. There will still be difficulties and uncomfortable feelings at times but that is what LEARNING is all about.
Everyone from the administrator at the helm to the crew and passengers must work together to stay the course showing the courage to stand by their planning and initial goals. It is this courage that sometimes fails especially when the dreaded “Well, the parents say …” and we as educators forget we are the professionals hired to do the job of teaching the students and running the school.
Final Note: As stated at the start, my experience is from working at a non-shifted school without a school-wide initiative or committed leadership to make the shift. We dug in and did out best as a group of educators working within the system. Brent Loken and Grant Ruskovich took a very different tack with their work at the helm of HIS. Download the SOS podcast later in the week to hear of their efforts.
What are your priorities in either refining your current curriculum review system (or in starting one from scratch)? In other words, how much can you take on and still be effective in this process?
