Schools are interesting organizations, to say the least. They may vary in leadership structures and governance policies, but they all contain the same core groups of constituents: students, parents, faculty and staff members, administrators, board members, and donors. Of these groups, which is most critical for the success of the school? While a compelling case could be made for each one of them, I have come to believe that the answer is faculty. Faculty are the front line workers and first responders of the school. They are not only expected to interface with school customers (parents) on a regular basis.
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Bloom’s Taxonomy and the Importance of Objectives: 3 Blessings of Bloom’s
“Would you tell me, please, which way I ought to go from here?”“That depends a good deal on where you want to get to,” said the Cat.“I don’t much care where–” said Alice.“Then it doesn’t matter which way you go,” said the Cat.“–so long as I get SOMEWHERE,” Alice added as an explanation.“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.” Lewis Caroll, Alice’s Adventures in Wonderland, 71-72 The case of Alice may be considered a good cipher for that of many modern educators. We have a vague awareness in all our modern ‘subjects’
Continue reading“Teach Like a Champion” for the Classical Classroom, Part 2: Teacher-Driven Professional Development
There are two general approaches to professional development in education, one that is supervisor-driven and the other that is teacher-driven. In the supervisor-driven approach, the principal or dean is the primary driver for teacher development. The principal sets the goals, schedules observations, provides feedback, and identifies future growth areas. The strength of this approach is that it puts the responsibility of developing teachers on administrators, field experts who have been on their journey as educators long enough to develop a general sense of best practices to pursue and pitfalls to avoid. The notable weakness of the supervisor-driven approach is that
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