Archive for the ‘Education Books’ Category

The Wisdom and Wit of Diane Ravitch – This collection of 97 short essays from 2010 to 2018 offers a look at how her thinking evolved from the test and punish approach of No Child Left Behind to her understanding of how these federal policies pushed by corporate leaders like Bill Gates have had a very negative impact on public schools and students. Here are some of the high points. Be sure to grab a copy for your school’s professional development library. The chapters tend to repeat themselves a bit, but her points are sound.

2010 – Why She Changed Her Mind

• She kicks off this book with the story of how she changed her mind on NCLB’s standardized testing regime and charter schools. The program was utopian and destined to show that all schools were failing. It gave no incentive to teach anything except basic language arts and math. It produced graduates who are drilled endlessly on basic skills and ignorant of almost everything else. Ironically there were no real gains on the tested subjects since it was implemented in 2002.
• As for charter schools she saw that on the whole they did no better than public schools and they were able to exclude most of the students who were hardest to teach. Since the best predictor of low academic performance is poverty, it makes no sense to punish low performing schools. Reasons like these are why she changed her mind.
• She notes that the reforms of the Obama administration are built on the shaky foundation of NCLB. The idea is that if students don’t get higher scores someone must be punished. This pointless strategy solves no problems. It’s ironic that Obama’s plan represents a wish list for the Republican Party with its push for more testing and charter schools.
• Obama’s “Race to the Top” pushed states like New York to adopt the Common Core Objectives, test students in all subjects and grade levels, make schools use independent observers, and fire teachers who fail to produce good test scores. These bad ideas all came from the corporate sector where they had already failed. They also drive out work on skills business want like creativity, collaboration, problem-solving, and critical thinking.
• While Americans are overwhelmingly dissatisfied with public schools, 77% give their child’s school a grade of A or B. Reformers think that teachers are the most important factor in determining achievement when in fact their efforts are far outweighed by students’ backgrounds, families, and other non-school factors. This may be why charters, on the whole, fail to outperform public schools.
• Ravitch traveled to Finland to see why their schools do so well. Their reforms are just the opposite of those in the US. There is no focus on academics prior to age seven, the only tests are those teachers give to inform their practice, all schools are public, and access to teacher preparation is highly selective. Their focus is on teacher preparation rather than testing and punishing.

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From Teacher to Leader: Finding Your Way as a First-Time Leader—Without Losing Your Mind by Starr Sackstein recounts her first year as an administrator. This story of a remarkably gifted teacher’s journey into administration after her first year is a great read. Starr’s reflections, research efforts, and writing skills have resulted in a valuable resource for teachers considering a jump to administration and experienced administrators alike. She lives up to her desire of becoming the kind of leader she would want to have. As an educator since 1969 and an administrator for 30 years, I find her advice to be spot on. Make sure that you and your professional development library has a copy.

Forward

• The forward by Dan Rehman, Superintendent West Hempstead Union Free School District tells the story of how Starr was hired as the district’s director of Humanities. While she clearly had the necessary qualities, she lacked the necessary certification, which Starr and the district were finally able to work around. Dan paints her as enthusiastic, goal focused, persistent, self-aware, creative, innovative, willing to take risks, and reflective. What else could you ask for in a leader?
• While she loved her nine years teaching journalism in New York City, (16 years total) she struggled with boredom and dissatisfaction with administrative decisions, and began experimenting with grading less and helping students began a flurry of reflection and problem-solving. She questioned what learning should look like. She became an administrator to become a mentor for new teachers. This book tells the story of her first year, mistakes and all.
• Each chapter also ends with some valuable Daily Reflections for Change that you can do.

1. To Leave or Not to Leave

• As a teacher, there is no single right way to know when to leave. Possible reasons are boredom or complacency with your work, urge to share your expertise with others, or someone suggesting that you make the move. (Doug: They also make more money.) Once you start to think about it the more you need to look for administrative programs. Ideally, you find one where you can take a few courses as a non-matriculated student to get your feet wet. Interview working administrators to get a better idea of what the job entails. Read some of the books Starr suggests and look for Twitter chats on leadership.
• Thirteen years into teaching Starr was able to take on a “hybrid” role as part teacher and part teacher coach. She felt that still doing some teaching gave her more credibility with the people she coached as she was still doing the things that she was trying to get them to do. Teachers could visit her classroom and she could still continue to try new things.
• Before you start looking for jobs create a description for your ideal job. Starr provides one here based on her desires and skills. Once you have your goals spelled out you can better articulate them in interviews. While no two people take the same path to administration, Starr’s path covers the basics that all teachers need to consider. She suggests that you are not there to fix teachers but to help them further develop the skills they already possess. Stay humble, be present, listen, collaborate, and be patient.

2. Teacher Leadership as a Precursor to School Leadership

• Consider the job description and ask a lot of questions about the school culture and needs to make sure the job is a good fit. Before transitioning grow your content or pedagogical expertise and serve on committees. Apply to present at local, regional, or national conferences on topics important to you. Adult learners are different from students. How so? Nothing is worse than discounting ideas elicited from others. It’s a surefire way to make your team resent you.

3. The Ache of the Shift

• Starr became very aware of the void that had been created inside by not being in the classroom. She worked to rebrand her decision as an extension of her teaching career and not as a replacement for it. She spends time in classrooms. Plans with teachers and offers to co-teach when it is appropriate. As a new team leader, you will definitely experience isolation. For the most part, it will continue because you are no longer part of us. Now you are one of them. Leadership doesn’t have to be the dark side. It can be light, optimistic, and supportive, but it definitely takes time to get your team to believe you are one of them. To get feedback Starr uses anonymous Google forms. Be ready with “Plan B” in the event your day changes unexpectedly. Starr also offers advice on attire here. Learning—in the classroom and in life—happens moments forced her to figure things out. You are going to have to do a lot of learning so it helps if you enjoy learning. Exhibit the behaviors you’d like to see.

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Just in time for Christmas. Here is an executive summary of my recent book. Based on the feedback I received so far, it would make an excellent present for any educators and parents with kids in school. Also, consider getting a copy for any policymakers you know.I hope you like it.
Click here to buy at Amazon

1. Introduction

• Teaching is tricky business. If it were as easy as rocket science, which we seem to have figured out, all students would be learning as fast as their individual brains would allow. This implies that they would learn at their own individual pace, which would cause the gaps between the faster learners and the slower learners to gradually increase.
• Unfortunately, our current set of reforms driven by the corporate/ political complex gives the same tests to students each year based on their born on date, regardless of their ability. It also expects teachers to close the gaps between slow and fast learners. One way to do this is to slow down the fast learners. In this book, Dr. Green explains why the current reforms and out-dated teaching methods need to go and just where we might head.

2. Teaching Isn’t Rocket Science; It’s Way More Complex

• It’s clear that we understand how rockets work as we have sent them all around the solar system and beyond. The human brain, however, which is the learning playground for students and teachers is much more complex and less understood. Promising ideas in education spread slowly, if at all, because of a resistance to change and federally imposed standardized testing. Thanks to the media, however, the public doesn’t realize this and they think that teachers are generally doing a bad job. They also think that all students should be able to achieve at high levels, which is nonsense. We all know that some students are more capable at cognitive tasks than others.

3. The Pressure On Teachers To Get Good Test Scores Makes It Inevitable They Will Cheat

• When the government encouraged by business leaders imposes high-states tests on schools, three things can happen. First, some will cheat and many have. Second, most will try to game the system with endless test prep that brings with it a lot of bad teaching practice. Finally, some will just fail. Schools will be closed and careers will be negatively impacted or ended altogether. This chapter documents some of the cheating and explains the different ways that teachers can cheat. It also suggests that teachers work to create engaging lessons and let the tests take care of themselves. If they do, test scores are unlikely to go down and just might go up.

4. Are You Smarter Than Bill Gates?

• Bill isn’t the only member of the corporate class pushing for test-based accountability, he is just the most famous and has the most wealth to push his ideas. Dr. Green suspects that when Bill wants to cure some disease, he reaches out to experts in the field. When it comes to education, it seems that he thinks he already knows the answers. Meanwhile, it’s hard to find any real expert in the field who thinks the current reforms are a good idea.

5. Failing at the Business of Schools

• Unlike businesses, schools cannot control their raw materials. They just take the students that their parents drop off. Most are also run from the top by a school board composed of elected volunteers who for the most part lack any serious educational expertise. For these reasons, trying to hold schools to business standards makes no sense. It also makes no sense to hold all schools to the same standard as their raw materials vary.

6. Achievement Gaps and Ethnic Groups

• When advocates for blacks, Hispanics, and poor kids see that that whites and Asians perform better on standardized tests, they expect schools to work on closing the gaps. Ironically, if schools did a perfect job of letting every student learn as fast as possible, the gaps would increase. Doug maintains that the best way to close the gaps is to slow down the fast learners, which some schools do well. He also points out that the subgroups themselves are arbitrary and don’t make much sense. For example, why are Spanish speakers the only group based on the language they speak when more people speak English and Chinese? People from China and India are very different in appearance and culture, yet they are in the same group.

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