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In this episode, we tackle adaptive challenges, which often impede systems transformation and change leadership. Specifically, I’ll explain how you can use a diagnostic tool to identify what exactly is going on and how to get unstuck and finally move towards transformation.
Why are we talking about this? Adaptive leadership scholars, Heifetz, Grashow, & Linsky (2009) write, “Adaptive challenges are typically grounded in the complexity of values, beliefs, and loyalties rather than technical complexity and stir up intense emotions rather than dispassionate analysis.” In summary, a typical workshop or other means of sharing information is not going to work. There’s something deeper that’s resisting the change, and we have to unearth that before transformational change can happen. However, it is quite difficult to get everyone on your staff or in a classroom to share where the resistance is really coming from. It’s a struggle—even for the individuals that hold these values, beliefs, and loyalties—to diagnose the challenge. So, how do we do it? For today’s episode, our starting point is a school discussion. Whether it’s a challenge within the staff (start by paying attention to a discussion in a staff meeting) or a classroom (observe students’ talking), you can follow this list of suggested steps. Step 1: Determine which type of discourse is present.
Step 2: Invite imagination and possibilities. Invite teachers/stakeholders to tell you what they wish their classrooms/schools were like. (Often, the change we’re trying to lead is a way to get to that outcome. People just need space to share and be valued) What does it actually look like for you? Paint a clear picture of your dream. Co-create the dream. Make this the focal point. Root it in shared values. Step 3: Create disequilibrium. (Name the avoidance.) Avoidance is a hallmark of adaptive challenges. Often, we’re avoiding conversations about the things that matter. We like to be comfortable! This could look like diverting attention (e.g., making a joke or making it personal to deflect from the real issue) or displacing responsibility (e.g., “That’s the family’s responsibility, not ours.”) Mezirow (1990) says adults need a disorienting dilemma to jumpstart transformative learning—learning that requires a paradigm shift and asks us to critically examine our assumptions rather than just learn a new skill. Present information that makes participants just uncomfortable enough to realize, “the way I’ve been thinking about this isn’t working anymore.” This will help them try on other ways of thinking, which is most effective within group discussions! (The dialogue is both a tool for diagnosis and for change, as. Dr. Cherie Bridges Patrick has told us before.) Step 4: Practice discourse. Engage as a participant. Encourage all school stakeholders to do the same and notice aspects of the experience (what skills are you using, what is avoided, what feels good, what doesn’t feel good). Make space for reflection individually and as a group (e.g., staff, class). You can use these reflections to co-create community discussion agreements or adapt them if you’ve already created these. Step 5: Build your skills.
These come from Dr. Cherie Bridges Patrick’s research, which she talks about in depth in this previous episode of the podcast. Final Tip Pick one meeting or class to observe this week. Take notes using the Diagnosing Adaptive Challenges Workbook linked below. To help you identify adaptive challenges in your school, I’m sharing my Diagnosing Adaptive Challenges Workbook with you for free. And, if you’re looking for more details on the ideas in this blog post, listen to episode 161 of the Time for Teachership podcast. If you’re unable to listen or you prefer to read the full episode, you can find the transcript below. TRANSCRIPT Educational justice coach, Lindsay Lyons, and here on the time for Teacher podcast, we learn how to inspire educational innovation for racial and gender justice design curricula grounded in student voice and build capacity for shared leadership. I'm a former teacher leader turned instructional coach. I'm striving to live a life full of learning, running, baking, traveling, and parenting because we can be rockstar educators and be full human beings if you're a principal assistant superintendent, curriculum director, instructional coach or teacher who enjoys nerding out about core curriculum of students. I made this show for you. Here we go. Welcome to episode 161 of the time for leadership podcast. Today, we're tackling adaptive challenges. So, in this mini series on systems transformation, we're really looking at what impedes that transformation and change leadership. And specifically in this episode, I'll explain how you can use a diagnostic tool to identify what exactly is going on and how to get unstuck and finally move towards that transformation you've been working towards. 00:01:07 All right. So let's dive in, let's talk about diagnosing adaptive challenges in school discussions where to look for those, what tool you can use. And before we get to the step by step process. I wouldn't just situate this conversation in adaptive leadership scholarship. So Heitz Grass and Linskey, who I referenced all the time, write a quote that I share all the time. And here it is quote, adaptive challenges are typically grounded in the complexity of values, beliefs and loyalties rather than technical complexity and stir up intense emotions rather than dispassionate analysis. So in summary, a typical workshop or other means of sharing information is just not going to work. You can't just talk your way out of RPD your way out of an adaptive challenge that's been lasting a very long time. There's something deeper that's resisting that change. We have to unearth that before the transformational change can happen, but it's really quite difficult to get everyone on your staff or in a classroom to just share honestly where that resistance is really coming from. I mean, it's a struggle even for those individuals to even know what that is, right? 00:02:13 What are the values that they hold the beliefs or loyalties that are holding them back from this change? Diagnosing that is something that individuals probably have a hard time doing within themselves, let alone you doing it as a leader for everyone in a space. So it can be challenging. There are multiple ways to go about this for today's episode. We're talking about really focusing on a school discussion. Now, this could be uh if you have a challenge with the staff or an adaptive challenge that you're working through and trying to lead change around with the staff. You might start by paying attention to a discussion in a staff meeting or maybe it's a team within your staff. So a grade team, a department team, you might want to just kind of pop into one of those meetings and observe what's going on there. And that can be your starting point if you are trying to support a teacher who was having a really tough time in with a particular class or a particular grade of students. Um as they come into that class, you might just want to observe those students talking either in a formal class discussion or just as the class is pro out of control. 00:03:16 And we were just kind of talking about nothing related to life and that talking right or talking about the challenge if you can do it, that is a really good opportunity to observe, reflect not what's going on. And then you can really have the diagnostic criteria to move forward and actually help make the change. So think about which option or which group you would want to pay attention to and go ahead and think about an opportunity where you can jump into that meeting, observe what you can and follow these steps. So here we go. Number one, as you listen or as you are engaging, I'm trying not to use a list language. Uh as you're engaging and observing what's happening in this conversation, I'd like you to think about which type of discourse is present. I'm gonna give you four options. Now, this comes originally from one Equis work, Doctor Chie Bs Patrick, and I have made this into a small adaptation for our work and our publication on adaptive leadership specifically talking about leading racial justice initiatives and, and work in communities. 00:04:29 So as we think about these discourse types, I want you to think about whatever team you have seen operate, whether that's a class based team full of students or again like a a whole staff, you can though also think about interpersonal conversations in your family in your friend groups just to kind of internalize these discourse types because I know just hearing this um or reading about it later on the blog post is going to not be quite the same as as fully experiencing it. Now, I will say there's a youtube video that I will link to the bottom of this blog post that you can actually see these four quadrants as a visual and I walk you through them there. So if that's something you're looking for, feel free to grab that link, that's gonna be again at the blog post for this episode, Lindsay, Beth lions.com/blog/one, 61. OK. Here are the four types of discourses. One polarizing. I think we see this a lot. We see this a lot in the political atmosphere of the United States, particularly during presidential election years. 00:05:35 But really all the time. So polarizing discourse, when we're talking about this type of discourse, we are talking about being rooted in our positions, being very defensive. We are probably a little uncomfortable, right? It's it's uncomfortable to like be in that space. We're in a bit of disequilibrium. But what we're doing is we're not looking for change, we're really just reinforcing those past patterns, right? So these ways of being in a group or at a staff culture level or a class culture level, right? Those really are just standing in the way of change. They're just reinforcing. This is the way we do things and we just kind of repeat that we reinforce this way of being. Now, the next piece is silencing and denying. So in this space, we really have a willful avoidance, right? We are not happy to be uncomfortable. We're going to preserve that comfort, we're going to avoid that risk at all costs. We don't want um really to build any capacity because we don't want change, right? 00:06:44 We're perfectly fine with the way things are again reinforcing past patterns and in contrast to polarizing discourse really sitting in that equilibrium. Now, the next piece is intellectualizing this course, I see this a lot in kind of white liberal conversations. So um we might have some insights, some thinking about imagination and possibility. But what we're really seeing here is that it's very didactic. We are in the head, not the heart, so to speak. So we are talking about things, academic resources or research or a podcast I listened to and here's this idea and we're ignoring the root cause we're ignoring the emotion that makes us human and we're not connecting the head to the heart. We're not really getting into the root cause the source of where all of this is coming from. Um Sometimes this particular type of discourse or discourses in this kind of quadrant reveal historic patterns of dominance, right? And, and they, they might um invite that imaginative possibility for change, right? 00:07:50 They might um offer a limited set of capacity building. But at the core, we are divorced from emotion and that whole list that invites us to experience enough of this equilibrium that we move into the fourth quadrant, which is what we really want. And that's generative mobilizing discourse. So this is where we see racial justice, intersectional justice. This is where we see engagement of the head and the heart. This is where we really mobilize folks to grapple with um any sort of discomfort and disequilibrium, we lean into that and it comes with that imagination and possibility. So, in contrast to the polarizing discourse, where we are feeling that disequilibrium, we're not doing what they're doing in the polarizing discourse, which is reinforcing the past patterns we're looking forward in inviting change. So we have these four types of discourse and I'm sure that as you're listening, you're like, oh, yep, I can think of a time where I was a part of or I was a witness to a discourse that resembled, you know, any one of these, right? 00:08:52 So, again, polarizing, silencing and denying, intellectualizing, generative mobilizing. These are the four, ideally, we want to have generative mobilizing, but polarizing, silencing and denying and intellectualizing are all too common. So what we want to do next, I'm going to go ahead and assume based on what I've heard from folks uh in schools, both thinking about students and thinking about staff um at all levels of, of this kind of school districts spectrum ecosystem, polarizing and silencing and denying quadrants are the most common. This is not to say that the other two are not but polarizing and silencing and denying are the ones that often come up when I present at conferences. When I present in P DS, when I'm just asking folks to individually think about this, these are the two. So I'm gonna kind of go in that direction but feel free to use any of these strategies um to support an intellectualizing discourse as well to try to get it degenerative mobilizing. So, polarizing again, when we're thinking about this, we're thinking about um the fact that we are not inviting imagination and possibilities, right? 00:09:59 When we're in polarizing, also silencing and denying is also on the left hand side of this quadrant So if you can imagine kind of a mathematical graph in your head, I believe that uh quadrant one is the top left. So that's you're polarizing. And then we go counterclockwise around where generative mobilizing is kind of our point in quadrant four in the top, right. So, polarizing and silencing and denying are on the left hand side of this, which means that they are on the opposite side from inviting imagination and possibility. So what's the first step we're gonna invite imagination and possibility. So how do we do this? We can invite teachers or stakeholders of any kind, right? If we're talking about students, whoever it is families to tell you what they wish, their classroom or school experience was like often the change that we might be trying to lead or the aha moment we're hoping folks have is a way that ultimately gets them, that outcome that they want that dream, that wish can come true if we can do these things. Um Here's what we're trying to kind of talk about and engage with, right? 00:11:01 And that resistance we're coming up against and we have to work through that to be able to get there, right. So oftentimes people just need that space to share and be valued, right? They just need to tell you their wish and their wish probably if they're working at the same school as either an educator like you, right? They probably have that deep down value set and that deep down wish and hope for the school or class experience is going to be the same right students I imagine are going to want much of the same things if we dig down deep into the core of what we truly want and what the real wish is. Right. It's probably I'm thinking of like Glasser's needs. So it's probably a sense of, you know, belonging or autonomy or enjoyment or survival, right? These, these core pieces of just what every human wants. So again, dig down deep, invite that wish and people can dream up the wish, right? However they want, if they're like, it looks like pizza every day for lunch. Ok. Great. Awesome. And like, what is that? That's joy for you. OK, cool. So you can kind of facilitate a little bit. 00:12:04 Um But what does it actually look like for you? I think if you're trying to lead a specific initiative or you have a thing that you're, you're trying to like get folks to quote unquote, buy into, I do think the best way to address a lack of buying is co creation, right? So it's not actually buying into something that you create, but it's co creating with everyone like core the dream. Um Ultimately, but first, if you have a particular vision, share it and paint a clear picture of what the dream is because a lot of times that resistance um that unwillingness to engage that avoidance, the silencing, denying anything is even happening, right? That can come from just confusion about what we're even talking about. So get real clear on, here's what we're talking about. Here's what I'd like to talk about. Here's the dream, we get to engage with this kind of content, right? And here's the why so co create the dream ultimately make that the focal point root it in our shared values, which I imagine are going to be very similar. Um If you don't have shared values already, you kind of kind of create them from the ground up uh as you have this conversation. 00:13:06 Now, step three is going to be to create that disequilibrium. Remember the silencing and denying the avoidance super common. And so in order to get to generative mobilizing discourse, we don't just create the imagination, a possibility, sense of things, we also have to create the disequilibrium. So avoidance, which is very popular. Hallmark of adaptive challenges is super common. Often we're avoiding conversations about the things that really matter because we like to be comfortable. And so what it could look like in practice is either diverting attention. So this might mean a topic is brought up that we're uncomfortable with, right? And we want to preserve that comfort. So we're just gonna make a joke or we're gonna make it personal so that it's now about, oh, you've attacked me versus deflecting or in order to deflect from the real issue, right? Versus like, actually we're gonna stick with this issue and I'm gonna deal with my discomfort. We also could have it look like displacing responsibility. So there's a lot of times in and I talked about this before on the podcast, there's a lot of times in strategic planning meetings or something where we're getting at the root cause of something. 00:14:16 And we're really trying to dig deep. Often a displacing responsibility phrase will be something like that's the family's responsibility. That's not mine, right? Or that's not ours as the school. So this idea of like we can't do anything about this. We're gonna just like put that responsibility on someone else is a popular category of things that is going to highlight for you as the observer of this discourse that avoidance is happening, that we're moving into that silencing and denying quadrant. So what do we do then when we see this happen? So if folks are like, I'm cool with the comfort, I'm good. I don't want to rock the boat. Uh who is a um leadership scholar says that actually, we need a disorienting dilemma and that's gonna jump start this transformative learning, which is a little bit different from like a technical learning learning, a new skill. For example, in that it requires a paradigm shift. It really asks us to critically examine our assumptions which is going to be a little more uncomfortable than learning. 00:15:23 You know, this this new formula for math or something, right? So presenting information that makes folks just uncomfortable enough to realize. Whoa the way I have been thinking about this, the current paradigm I'm operating under, it's just not working, it's clearly not working. The data does not support this. So consider what sort of data sets or information you might be able to share with a group that's like, hey, heads up, this is not working something new needs to happen. And what enables what this enables them to do is really just trying on other ways of thinking. And the research has shown that this is actually most effective within group discussions. So being in that group space is super cool because not only are we using dialogue as a tool to diagnose what's going on. But Doctor Cherie Bridges, Patrick has talked about this on the podcast before. It's also used as a tool for change and working through some of this stuff, right? So we diagnose it in a in a discourse in a dialogue, right? We diagnose what's going on and then we work on it through dialogue. We try on those different ways of thinking because folks around us will present different ways of thinking than what we have internally in our heads. 00:16:30 We need to get out of our own heads to practice all that stuff. So on an ongoing basis, I don't think there is really an end point to any of this. But I think the four and five are really, how do we continue this work? One is to practice engaging in discourse, engage as the participants facilitate when and where you can but encourage all school stakeholders to do the same and notice aspects of the experience. For example, what skills did you use in that discussion? Are there certain like verbal moves that you need? Um what is avoided? What is someone like really uncomfortable with? And you notice a displacement of responsibility or a joke was made? What feels really good to you when someone you know, acknowledges what you said and repeats it back, like it doesn't feel so good. Uh This person just kind of talked right over you or didn't let you have the space to share or just dismiss what you said without any sort of um explanation, right? Like what are those things? Just kind of notice the experiences that you're having and what all encouraged all the other folks to do the same and then make space for reflection individually, but also as a group. 00:17:35 So as a staff or a class of students, you can use these reflections to then core discussion agreements if you don't have them already or if you've already created these at the start of the year, for example, and you want to adapt them based on what's coming up in terms of our noticing as we engage in, in discussion. Awesome. And I will say I said this before, but I do think discussion of any kind discussion in any group. For example, discussion with friend groups in the cafeteria on the playground, discussion with families at dinner time. Totally relevant. Those are discussions that is discourse, you can practice there, you can encourage students and families to practice there. It doesn't need to be a formally you know, structured facilitated event. Now, step five is similar in that practice and in that noticing and reflecting you're going to be engaging with certain skills and noticing that you might want to grow certain skills some more than where they're currently at. 00:18:39 So the skills, the four skills or four kind of features of high quality generative mobilizing discourse that Doctor Cherie Bridges Patrick found in her research, she talked about them before on the podcast, I'll link in the blog post to a previous episode where she goes in depth here. But these are the things that you want to be practicing and just be aware of. So one is kind of a readiness and willingness to do the thing, right? So in those moments of I can opt out of this conversation, it's happening or I'm going to kind of lean in and and really do my best to be willing to engage even though it's uncomfortable, right? That is is key number one, right? I have to do the the active like stepping forward and um stepping forward might be able to English, sorry, uh being willing to uh engage, right? And and lean into that. Now, the next piece is vulnerability. This is similar, there's a element of vulnerability. I think that goes with your willingness to have a conversation. But I also think vulnerability in what you share in how you show up in how you respond with emotion to other folks who are sharing in a discussion or dialogue that's vulnerable, right? 00:19:56 That's being vulnerable, particularly in the realm of school where you are a leader interacting with staff, right? There is a power dynamic there. If you are an educator interacting with students or families, there are power dynamics there. When we think about teachers in a classroom with students, right? We often talk about not over sharing, right? I do think there's a degree of vulnerability that is appropriate as a human to foster those human connections without being unprofessional, right? The next piece after vulnerability is adaptability, we have to be able to be thrown a curveball and and still swing the bat, right? So we have to be able to adapt and just kind of be on our toes. That is life, right? That is a life skill that we want to constantly practice and get better at. So as we engage in these, there are going to be folks who say things in discussion that are kind of out of left field, so to speak, there are going to be moments where you are feeling an influx of emotion and you have to figure out what the next step is. 00:21:02 Do I take a breath? Do I respond? Do I leave the room because it's overwhelming, right? Like what is going to help me, what is going to be adaptive? Um And what is going to help me stay committed to this journey for the long haul? That is adaptive, right? So readiness, millions vulnerability adaptability. The fourth one is to really work on your skills of developing, contributing to as a participant, but also as a facilitator, a positive encouraging liberating environment for dialogue. So if we don't have those co created agreements, if we don't have the uh physical space set up, so everyone can be literally uh acknowledged, seen, heard, whatever, whatever it is. However, we're acknowledging folks in that space like we're not creating an environment where we can have liberated dialogue. We need to think about all of these things. We need to think about. What's the moment you step in as a facilitator. What's the moment you step back and let folks resolve things for themselves? 00:22:07 Um What are those agreements? How do we hold folks accountable once we've created the agreements, these all take practice and they all take a concerted effort and and real focus on the fact that you're approving these skills specifically. So as a final call to action, I suppose I want you to pick one meeting or one flash to observe the speed, take notes, you can use the diagnosing adaptive challenges workbook links below. Uh When I say links below, I mean in the blog post below. Uh So that's Lindsay, Beth lines.com/blog/one 161, I'll link it in there. There are a bunch of kind of things to observe or check out as you're engaging in these meetings. Eventually, you might be able to or depending on the stakeholders, you might be able to just hand a paper over to folks in the meeting and say, hey, what did we notice? Did we notice any of these things? And you can have them individually reflect? Um You can reflect on your own, but I'd love for you to identify one place where this happens. Do the observation, learn what you can and then move forward by naming what you see, inviting imagination and possibilities, creating this equilibrium, encouraging ongoing practice of discourse and building your own skills. 00:23:26 If you like this episode, I bet you'll be just as jazz as I am about my coaching program for increasing student led discussions in your school, Shane Sapir and Jamila Dugan talk about a pedagogy of student voice in their book street data. They say students should be talking for 75% of class time. Do students in your school talk for 75% of each class period? I would love for you to walk into any classroom in your community and see this in action. If you're smiling to yourself as you listen right now, grab 20 minutes on my calendar to brainstorm. How I can help you make this big dream a reality. I'll help you build a comprehensive plan from full day trainings and discussion protocols like circle and Socratic seminar to follow up classroom visits where I can plan witness and debrief discussion based lessons with your teachers. Sign up for a nerdy no strings attached to brainstorm. Call at Lindsay, Beth lions.com/contact. Until next time, leaders think big act brave and be your best self. This podcast is a proud member of the Teach Better Podcast network. Better today, better tomorrow and the podcast to get you there, explore more podcasts at teach better.com/podcasts and we'll see you at the next episode.
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In this episode, we’re continuing to talk about transforming the systems that uphold inequity in our schools. Specifically in this episode, we’re addressing classroom, school, and district grading policies.
Why? A-F, 0-100 grades work for a small number of students. Meta studies show that kids who get high grades are the ones that know how to do school, and these are often students who have inequitable access to that information. (Joy Nolan in a Competency Collaborative presentation). Averages penalize students who enter the class without already knowing the content and skills. A student who is struggling with a skill in the first month of school has a grade from when they were first practicing the skill count equally with a grade they received in the last month of the school year? That’s nuts when you think about it. 0-100 scales seem to me to be based on the percentage of recall-based questions a student gets right or wrong on a test. We know from the research that tests are inequitable and not super effective at measuring transferable skills. Project-based assessments are much better, as students in PBL classrooms understand the content on a deeper level, retain content longer, and still perform as well or better on high-stakes tests than students in traditional settings (BIE research summary). What? Step 1: Discuss the why with staff Share the research. Invite questions and concerns. Interrogate deficit language or harmful beliefs that arise in the discussion. Bring it back to equity, and ground it in your shared community values. Step 2: Discuss the why with families and students This is new for students and families too! Have conversations with families and students about the new practice, what it is and is not, and why you are making the shift. Use the same key ideas as listed in Step 1 above. Step 3: Learn from those who’ve done it Competency Collaborative is an organization in NYC. They are an excellent resource for relevant research, examples, and stories of equitable grading shifts across many schools. Check them out! The Crescendo Ed Group developed guidelines that emerged from their research, which includes:
Ashley, a teacher who worked with Competency Collaborative, discusses her shift to competency-based teaching and assessment in this video (from 34:41 to 37:00). Step 4: Co-create an equitable grading policy Create a policy that works for your community in partnership with students, families, and educators. Consider the why when making decisions, and be sure to leave with the structures that will need to be put in place to support implementation of the new policy. Step 5: Implement with solid systems for feedback and revision Specific Skill-Based Rubrics: Embed specificity and feedback into the rubric with which you assess all of your students’ work. For more details, check out the previous episode) Resource Banks: When students receive feedback that they have not yet met the standard, give them a next step. Share with students: instructional videos or texts as well as activities or mini projects so they can improve specific skills. Workshop or “Upgrade” Days: Revision or feedback cycles are important and take the place of typical “grade inflation” practices such as homework or completion grades. Get Metacognitive: As you implement or after a specific amount of time, gather feedback from stakeholders on your new system of feedback and grading. Adapt as needed. Final Tip If this is absolutely a no-go for you this year, try this as a stepping stone: All feedback, grading, and rubrics use competency-based categories, but the grades are translated at the end to correspond to a 0-100 scale. For one example of this, check out the “JumpRope to Transcript Grade Conversion” table on this webpage. To help you facilitate the adaptive conversations mentioned in steps 2 and 3 above, I’m sharing my Root Cause Analysis Worksheet with you for free. Use this strategy when you are digging into the beliefs around grading and the inequitable distribution of grades among your students. And, if you’re looking for more details on the ideas in this blog post, listen to episode 160 of the Time for Teachership podcast. If you’re unable to listen or you prefer to read the full episode, you can find the transcript below. TRANSCRIPT Educational justice coach, Lindsay Lyons, and here on the time for Teacher podcast, we learn how to inspire educational innovation for racial and gender justice design curricula grounded in student voice and build capacity for shared leadership. I'm a former teacher leader turned instructional coach. I'm striving to live a life full of learning, running, baking, traveling, and parenting because we can be rockstar educators and be full human beings if you're a principal assistant superintendent, curriculum director, instructional coach or teacher who enjoys nering out about core curriculum of students. I made this show for you. Here we go. Welcome to episode 160 of the time for teacher podcast. Today, we're continuing the conversation in our series about transforming the systems that uphold inequity in our schools and districts. And specifically in this episode, we're continuing a conversation from the previous episode, episode 159 on grading for equity. Today, we're talking about rethinking averages and 0 to 100 scales specifically. 00:01:03 So let's take a look at our grading policies together. Here we go. Before we jump into our conversation on grading for equity, rethinking averages and 0 to 100 scales I do want to go through the why as I usually do, I like to cite the research and think about like, why are we even doing this because it's going to be a hard shift. This is certainly as I talk about often an adaptive leadership challenge. So a through F 0 100 grades, they only work for a very small number of students. And these are the students that do well in school already. So we don't need in a conversation about equity and transforming systems to prioritize and center those students wellness, they are going to be just fine. I promise you. I was one of those students who did really well and meta studies back this up, they show that kids who get high grades are the ones that know how to do school. And these are often the students who have inequitable access to that information. I had access to that information because my parents were both teachers, right? I knew how to do school. Well, I was also just like I think skilled at specific things that made me do school. Well, I uh maybe surprisingly just I'm listening to the podcast. 00:02:07 I'm a rule follower in many aspects of my life. Of course, not all I push for justice and resist rules that, that contribute to injustice, but I just did school well because I was trained to do school. Well, I had access to that information. I had access to the cultural capital of having an educator in my school district. That was my mom and another educator, my dad in, in a, in a neighboring district. So that is first and foremost, right? Like we're privileging the students who already do well, if we use that as an excuse that like it's working for some kids, it's working for the kids who are already advantaged. The next thing is when we talk specifically about averages, averages penalize students who enter the class without already knowing the content and skills. Now, that's just silly. Right? If we think about a class, it is designed to teach something. So on the first day or the first month of that class, you do not expect the students to know all the things right? 00:03:10 When we think about and we talk about this in the previous episode, but this idea of competency based grading and grading for skills that are transferable and have a long duration. They last the whole year. We are consistently working on a handful of skills building those up the first time I tried that in September in United States schools anyways or the northeastern of the United States schools are usually in September. I am probably not going to be that good at it. That's an expectation that I should have as a teacher and as a student that should not be a surprise as a family member of that child, I should not be surprised. Right. This is the first time they're trying it. But a student who's struggling with that skill, of course, in the first month of school, they have a grade under an averaging system from that first practice, that assessment from quarter one month one that counts equally with the grade that they received an assessment in the last month of school. That is bananas like that is absolutely just confusing to my brain when I really break it down and think about it. 00:04:16 And I think most folks would agree. It's just that this is one of those systems and structures that we haven't questioned or maybe some folks have been questioning it, but we're fearful of maybe what other folks might think and we're fearful of disrupting the status quo. So I think this is a perfect topic for this podcast, which is why we're spending two episodes on it and probably will do more in the future. All right, one more piece on the research that I wanna share before we move on to. How do you actually address this? 0 to 100 scales seem to me to be based on the percentage of recall based questions that a student gets right or wrong on a multiple choice test. Like that's what 0 to 100 is right? It's like a percentage. I literally was just doing a coaching call with folks who were working on skill based rubrics and this is a new skill for these educators. So of course, there's going to be some questions, some confusion. And one of the things was kind of a default to that traditional mindset of like I am assessing not the skill but the content memorization. 00:05:19 And so this teacher was basically trying to put a 0 to 100 scale of like what's the percentage that I got correct? Or that a student got correct on a content based factual recall test and just kind of putting it into the competency category. So like three or four categories. So like the range of like 0 to 50 is here and the R 50 to 75 is here whatever. And so it it just, I think is very emblematic of like this traditional way of how we think of things and how it's easy for us to create percentages out of. OK. There is 10 questions on this test. You got eight, right? You got an 80. But what does that mean? Right. And what are we actually assessing? So tests are inequitable. We found this in the research, they're not super effective at measuring transferable skills, which is what we know we should be prioritizing. And we look at the research that specifically targets project based assessments and PB L classrooms versus traditional high stakes testing environments. Those students in the PV L classrooms, they understand the content on a deeper level, they actually retain the content longer. 00:06:24 And this is a great like punch line to this for people who are high stakes test advocates, which I don't honestly think there are many in terms of the educational world, but they still those students in PB L classrooms, they still perform as well or even better on the high stakes tests than students who have been educated in a traditional setting where they're like practicing a lot of multiple choice and things. So I think there is a lot to say for rethinking averages and 0 to 100 scales just based alone on the research. But now let's get to like, what do we do about this? So I think the first step is really to discuss the why with your staff. So share the research, share this podcast episode if that's helpful, but invite questions and concerns interrogate any sort of deficit language or harmful beliefs that arise in the discussion. So there might be a lot of, well, if I don't grade it this way, then students aren't going to do it or the student is highly motivated by being valedictorian. And what if this ruins their average? And I think these are all valid questions, right? I think we should, we should dig into them a little bit but interrogate kind of what underlies that so who are the folks that we're concerned about that are taking up space in our brain in these conversations that are making us hesitant to move forward? 00:07:38 Typically, in many conversations, not just conversations about rating anything that has to do with inequity, the resistance to change. And the folks in our heads as we're thinking about them and thinking about making the change. They are the folks who are currently benefiting from the system. And if we are bringing the conversation back to equity, if we're grounding in inequity, we are thinking about who is not benefiting from the system. And typically it's a much higher number of students than the students who are excelling under the current system, right? So even just in a numbers game, it's like, OK, this is like across the board, we need to have this conversation and we need to flip the script here. And I I do think it's really important here to ground this in your shared community values. If you do not have shared community values, go back and listen to an episode on that. It is really important to establish those in order to have these really critical conversations about adaptive challenges. Like that's at the heart of this and that's why today's free resource actually is going to be about adaptive challenges. I'm gonna link to you in the blog post version of this episode, you can grab it, but I'm gonna link my root cause analysis worksheet go through like the five wise, has a little bit of like data analysis, questions, different things that you can do. 00:08:48 I love it for strategic planning. And I do think this evolves into kind of a mini strategic planning session. When you talk with the staff, we're identifying a challenge, right? Our current grading system is inequitable. These are the students who are disservice, what's going on? How do we fix it? How do we make it better? Right. That's an adaptive challenge. We need to make sure that our values are central in that, right? If we value equity, well, then that that's going to inform our decision if we value humanity, right, that's going to impact our decision. I think there's all of those values that you have laid out and it's like now we really test them out. Now we see how they come to life. I think after you discuss with the staff or even parallel to or you know, you could flip the order of these. But I think you also want to discuss the why with families and students, this is going to be a shift for students and families too. There may be some students and families who are really interested in this idea of this shift. There are probably gonna be honestly most that are not interested because they probably don't know like the full extent of what you mean. So you need to communicate really clearly like what is this? 00:09:50 What is the research on this? And once they hear all of the information, we'll probably be excited. But initially, it's like, ok, this is something very different or maybe I heard things about this in the news and I am fearful for my child getting into college because like you grade on a different system or whatever, right? Like there's so many fears and they are grounded in like, I'm not quite sure about this, but my gut is to protect my child. And so I'm just gonna like share my initial gut reaction. So bring folks into a conversation again. Same thing you want to do with the staff. Invite questions, invite concerns, interrogate any of the beliefs that arise center it in your shared community values and by community, I mean, yes, you probably created staff values and school community values, like extend those and expand those to include the values of family and students as you discuss this. So you can discuss the students in like a a larger platform, you can discuss this with students in classroom size groups where they've already probably built shared community and community values. 00:10:53 You definitely want to um think about what clearly do we want? Why is it currently not working? What is the thing that we want and what is it not? So like, let's get clear about like it's not gonna be this, it is going to be this and why you're making that shift. And I think knowing and this is kind of step forward, I'll get to this in a minute but knowing that you have the opportunity to core what the new grading policy actually looks like with families, with educators with students like in partnership, there's going to be more ownership of the final product and also reduced hesitancy at the first kind of, hey, this is what we're thinking about doing because we want to pose it in a way that's like we're thinking about doing this together, not to you, right with you in community. I think also we wanna make sure that we learn from folks who have done this. There are many, many schools and districts who have done this work already. So let's learn from them so that, you know, they've already made the mistakes, they've already gone through the hard things. 00:11:57 Like let's learn from them. One huge resource that is really my go to helped me with this work when I was a teacher, helped the school I was in, we did really well with their guidance. But I also even as a coach, just go to them all the time. That is competency collaborative. I'll link to them in the blog post. They're an organization based in New York City. They're an excellent resource for all sorts of relevant research for leading to graded, for equity. They have a beautiful model. They have tons of examples of what is this rubric look like. What's a grading policy this school has. And also they have tons of stories of equitable grading shifts that schools or individual teachers have kind of gone on. And so they'll actually share stories of like here's where I started in year one. And this is the shift that we made first and then we got to the second year and then this is what we decided as a school community, right? It's it's super cool, especially if you're kind of hesitant or your stakeholders are kind of hesitant about this big shift, just look at what other folks have done and the journey they've gone on. And I believe competency collaborative will say this as well, but there is no one right, concrete path. 00:13:03 It is like let's have these underlying shared principles of grading for equity and assessing and feedback being prioritized over grading. And let's move forward with our community members to figure out what works best for us. There are guidelines from a crescendo ed group. I believe that basically are taken from this big study they did where they figured out that there are a couple different things to consider and I just want to name them here again, learning from those who have done it before. So in their research, they said use a 0 to 4 scale instead of a 0 to 100 point scale and avoid giving students any scores of zero, right? So a zero is like, I there is no effort made. Um And I think really important here too is like there were many, many opportunities to get it done. It wasn't like you miss the deadline, it's over, right? So we really decrease um the idea of giving a zero if any were is completed and we give multiple opportunities for that work to be completed, right? That's not to say that if a student is just not ever showing work that like you need to give a zero, this is for a student who is is trying um is putting in work. 00:14:13 And when I say trying, I mean, like at all ever after multiple opportunities not like, oh they didn't turn on the deadline, they're not trying, right? So I think, I think there's these are really important points to consider it. You wanna weigh recent performance more heavily. This is super important. What I was saying before month one very different from month nine in your school year. We want to we the month nine way heavier. Like if you still want to count the month one fine and there are actually models that are like we don't even count month one, right? We don't, we certainly don't count a practice time. Maybe we count the summit of assessment from quarter one. But we actually there are some extremes where it's like you don't even count anything aside from like what is done at the end the last summative project, right? I'm not necessarily advocating for that. I'm just saying like give it as a thought experiment, give it some thought, right? It makes sense theoretically. So wait the recent performance more heavily. I think this also gives students a chance if they're like sitting in December, like, wow, I'm still, like, not doing well in my grades. And certainly my students early on were thinking this like, ok, well, this is nuts. 00:15:17 I am sitting here at like a, a two out of four. This, like, I am a student who really typically does well and like our first year of doing this and I was like, ok, you need to know that the next few months are actually gonna count more. So I need you to keep on like you are doing great. You are on the path and I've seen the growth, you're only gonna grow more. You are gonna be pleased with the end of the year's final grade, the way that we average and wait more recent stuff and, and they were, but it was a conversation to certainly have in, you know, December, January and where there's usually at that low. Um there's that reset, right? Um Another, another thing to get back to their list is to grade content, not subjective effort, like attendance or homework, grading for completion is far more. Um kind of like fluffy grade inflation, uh grading for like efforts. Um Attendance is super inequitable, right? Because you can't like determine who had the success to be able to attend today. You don't know what's going on in their home, right? All these things, your grade should be emblematic of what they can do with the content and skills, right? 00:16:23 That's what the grade should be not like button seat time allow retakes. We talked about that replace previous scores with current scores, right. So if they did poorly in the first draft, second draft do better. Great that just completely replaces it, create effective grade based on standard aligned rubrics. So the grades are are based on standards aligned rubrics, excuse me. So that's what we talked about in the previous episode. 159 that you are sharing with students. So right up front, here's the assessment, here's how I'm going to grade you. And again, when you create a year long rubric, they already know what it is, especially when you're in uh like a grade team that really collaborates. Well, you might have an assessment and and the um competency collaborative has shared this before in a video which I can link to this episode. But they share an example of, I think it's the young Women's Leadership Academy of Astoria in New York that has like school wide standards, nine through 12th grade, regardless of subject area. And they are all content agnostic. 00:17:24 So they know, like argue as the standard is gonna look different in a math class than a social studies class. But like it's still the same like sentence that we recognize as like here's the standard. So I think there's a ton of cool stuff there um that you can do with that. I also think another thing they were saying, I think this is a really interesting one is using self reflection, peer feedback and supporting uh self regulation to support independent learning skills. So you don't want to necessarily in their, in their research, they found you don't necessarily want to grade the independent learning skills. I know competency collaborative does um say that's OK and they put it under like work habits, like a can't be more than 20% I think is typically um the advice but I could be wrong. But that is I think really important. And when we have that leverage of self reflection and pure feedback, we open up opportunities for teachers to then conference with students one on one and do a lot more of uh what I believe, competency collaborative calls the cognitive coaching, which I love um for students, step four is to co create an equitable grading policy. 00:18:29 So you have discussed with staff families and students you learn from who's already done it. Now you're co creating the policy, something that works for you. You're in partnership with all your stakeholders, you're considering the why of equity when making all of your decisions again, considering shared values, you're sure to leave the meeting or leave the whatever with the structures you need to put in place to make sure you're successful in implementation. There's a lot of structures. So actually, that's step five, I think you should implement with some solid systems and structures specifically around feedback and revision. So give departments and teams the time to create department wide or team wide skill based rubrics that could take an entire year but like just give them the time, right? And that way you have embedded specificity and effectively feedback into the rubrics with which your teachers are assessing all of your students work, right? These are year long rubrics. Awesome, less work for them, more consistency for the students, more reliability for tracking skill progression over time. Again, check out the previous episode for that. 00:19:31 If you're interested in some more information there, next, I would create resource banks. So each teacher should have or department or team again, you can kind of crowdsource these as a group if you'd like resource banks. So when students receive feedback, they have not yet met the standard, don't just leave them with that, right? Like what can they do to progress? Give them a next step. So you are going to want to share something with students, an instructional video list. You can even link those right into the rubrics themselves, which I love texts as well as activities or many projects. So they can improve their skills. But you wanna make sure that they have what they need to continue to progress. Not just leave them up now, you're not there yet that's going in the grade book, right? You can have like weekly or biweekly, whatever it would be for you, workshop or upgrade days that your teachers have put into place on their calendars, on their pacing calendars. And they say these are days for revision or, you know, taking that feedback I gave you on the last assessment and working on one of those many activities that's in the resource bank. 00:20:35 So this idea of giving revision opportunities, giving feedback and then giving something for the students to do and having time in class to do that work super important. And that's really making sure that you are not doing your typical grade inflation practices like the homework or completion grades, attendance effort grades because it's like you don't have to p you, you no longer see grades as penalizing students, right? It's just you will have as many chances as you can get every week, you will have a new chance to upgrade something to uh revise something based on feedback, right? So you no longer need the inflation practices like grading for effort for a kid who is putting in the effort, right? They're gonna get there because you've helped them build a scale. And finally, I would really get me meta cognitive years. So as you implement, you're asking for feedback on your feedback systems, right? Adapt as you need, but make sure maybe after a set amount of time, you're collecting the experiential data from students, families, educators, how is it going? 00:21:40 What can we shift if we need to shift something? And then my very final tip is that this is definitely like the dream we're creating here. I want you to have that dream grading policy that's rooted in equity if it is absolutely like a no, go for some reason this year, here's what I suggest. You try, whether you are leading a school where there's just a lot of resistance in some dimension, um resistance from above, like whatever what you can do, even as an individual classroom teacher who's like, ah, the school's not going with this. But I wanna try this. Maybe even as a leader, you can maybe have this piloted with a few teachers. I think that would be super cool and really by, have some quote unquote by and, or like a true ownership over the policy in, in that core group of teachers and like the belief really spreads itself out. Ok. So here's what you do. All feedback, grading and rubrics use the competency based categories. But at the end, if you have to convert it into a 0 to 100 scale, convert it, there are examples of this. And I actually, in the, the first couple of years we did this in one of the schools I worked at, that's what we had to do because the New York City rating system at that time, I think as of the school year 2324. 00:22:52 So this school year currently, as we're reporting, the doe in New York City has shifted to include the four point grading scale for competency categories as an option to put on report cards. But until then there had to be a conversion. So I'm gonna link on the blog post. Uh an example of what one school, not New York City, but one school um just as a web page up with that convergence, you can check out what it might look like, but that's a way to still kind of check the box. Yeah, we did 0 to 100 but really on the ground, super feedback driven super competency based um and all of the language that students and teachers and families are using is that language. So again, all the things, all the links to all the research that table I just talked about my root cause analysis worksheet all there for free for you on the blog post for this episode, which is located at Lindsay Bath, lions.com/blog/one 60. Thanks for tuning in. If you like this episode, I bet you'll be just as jazz as I am about my coaching program for increasing student led discussions in your school, Shane, Sapir and Jamila Dugan. 00:23:55 Talk about a pedagogy of student voice in their book Street data. They say students should be talking for 75% of class time. Do students in your school talk for 75% of each class period? I would love for you to walk into any classroom in your community and see this in action. If you're smiling to yourself as you listen right now. Grab 20 minutes on my calendar to brainstorm. How I can help you make this big dream a reality. I'll help you build a comprehensive plan from full day trainings and discussion protocols like circle and Socratic seminar to follow up classroom visits where I can plan witness and debrief discussion based lessons with your teachers. Sign up for a nerdy no strings attached to brainstorm. Call at Lindsay, Beth lions.com/contact. Until next time, leaders think big act brave and be your best self. This podcast is a proud member of the Teach Better Podcast Network better today, better tomorrow and the podcast to get you there, explore more podcasts at teach better.com/podcasts and we'll see you at the next episode.
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In this episode, we continue our mini series of episodes focused on transforming the systems that uphold inequity in our schools. Specifically in this episode, we’re addressing competency-based learning and using competency-based rubrics as a tool for increasing equity in feedback and assessment.
Why? Typical grading policies lead to grades that are often inconsistent, inequitable, and don’t relate closely to students’ competency in a subject. They also cause many students high levels of stress (Ed. Magazine). Haystead and Marzano (2009) found teachers who measured skill growth over time on competency-based rubrics noted a 34% gain in student achievement. In competency-based classes, students showed increased student learning, less stressful classrooms with better teacher-student relationships, and decreased grade achievement gaps (Crescendo Ed Group). And if you’re not grading for students’ competencies in subject-specific skills, what are you grading for? Likely, a student’s ability to memorize, fill out a worksheet, or have their butt in their seat. (A little tongue in cheek, but I’ve seen it—I’ve even done it as an early-career teacher!) Why rubrics, specifically? What’s helpful to learning is actually feedback, not necessarily grades. Feedback that provides actionable next steps to improve a competency is what rubrics can give us! How do we do this? Step 1: Ask teachers to reflect. Here are some sample questions from Competency Collaborative:
Step 2: Share the above research and the hallmarks of competency-based learning. Teachers have transparent learning outcomes that inform their lessons and assessments, and the criteria and expectations for meeting these outcomes are shared with students. This helps teachers plan more efficiently and effectively. It also helps students know what’s coming and reduces anxiety. When giving feedback around a specific competency, the teacher gives specific next steps for students to improve. The feedback is useful and timely. (So, don’t give all the feedback at once. Instead focus on the first next step.) Again, helpful for students and teachers! Assessments are opportunities to demonstrate competency over time. Mindset shift: Think of assessment as an ongoing dialogue, not a “one-and-done” act. If students will be revising their first try on an assessment or doing a lot of similar assessments, this again helps students and teachers (fewer assessments and rubrics to create!) Step 3: Consider categories of competency. A typical scale is four points or categories. One example Competency Collaborative has shared can be remembered with the acronym NAME: Not yet, Approaching, Meeting, and Exceeding. I think you can also use the first three or use a visual, non-linguistic category name like the example on the first page of my Skills-Based Rubric Templates. Step 4: Use team time to have departments create subject-specific rubrics. Ask each department or team to select 4-8 discipline-specific skills that are taught across units and grade levels. Define what each category of competency looks like at the highest grade level, and then backwards map competency for each grade level or grade band. Step 5: Have teachers use these shared rubrics for every assignment. For summative assessments, use the whole rubric (all skills). This also helps teachers design assessments align with the complete rubric. For formative assessments, teachers can use one row of the shared rubric (just the specific skill the student is demonstrating in the formative assignment). Final Tips and Implications for Teaching To ensure students have time to revise and improve their skills based on feedback on a previous assessment, embed regular “Competency Upgrade Days” into the course. During this time, students can determine which activities will be best for them based on the feedback provided. They can also ask their peers for feedback because all students will be familiar with the rubric language. This frees teachers up to be what Competency Collaborative folx have called a “cognitive coach.” In terms of pacing, a big shift for teachers will be moving from a “coverage mindset” of speed and breadth to prioritizing deep learning and skill transfer across contexts and content areas. This is likely a desired shift, and the development of competency-based rubrics will help get you there! To help you create your first department-wide rubrics, I’m sharing my (recently updated!) Skills-Based Rubric Templates with you for free. And, if you’re looking for more details on the ideas in this blog post, listen to episode 159 of the Time for Teachership podcast. If you’re unable to listen or you prefer to read the full episode, you can find the transcript below. TRANSCRIPT Educational justice coach, Lindsay Lyons, and here on the time for teacher podcast, we learn how to inspire educational innovation for racial and gender justice design curricula grounded in student voice and build capacity for shared leadership. I'm a former teacher leader turned instructional coach. I'm striving to live a life full of learning, running, baking, traveling, and parenting because we can be rockstar educators and be full human beings if you're a principal assistant superintendent, curriculum director, instructional coach or teacher who enjoys nering out about core curriculum of students. I made this show for you. Here we go. Hello, everyone and welcome to episode 159 of the time for teacher podcasts. Today, we're talking about grading for equity, specifically focused on competency based rubrics. And we're also kicking off a mini series of episodes that are going to be focused on transforming the systems that uphold inequity in our schools. So again, today, we're talking about competency based learning and rubric specifically as a tool for increasing equity and feedback and assessment in your school or district. 00:01:07 Let's get to it. All right. So we're talking about grading for equity and specifically competency based rubrics in this episode. So I first want to start as usual with the why typical grading policies lead to grades that are often inconsistent inequitable and don't actually relate to the students competency in a subject area which is bananas. They also incidentally cause many students very high levels of stress. I have heard this, I have seen this firsthand in my students. It is not a fun thing. Grading itself. I would love to throw out the window. But if we have to do grades, let's talk about how we do grades. Well. So Hay said and Marzano, two researchers in their study found teachers who measured skill growth over time using competency based rubrics noted a 34% gain in student achievement versus traditional classrooms that do not use competency based rubrics, 34% gain in student achievement. Yes, I will take that also in competency based classes, students showed increased student learning, less stress in the class along with better teacher, student relationships. 00:02:14 Always what we're going for. I have heard so many teachers and leaders say that their teachers really want better relationships with students and also a decreased grade achievement gap. So again, if we're focused on equity as the goal, there is a decreased grade achievement gap in the use of competency based rubrics and competency based learning and teaching. So super good and a couple more things just off the top of my head here. But if you're not grading for students competencies in subject specific skills. Like what are you actually grading for? Very likely it's a student's ability to memorize, fill out a worksheet or have their butt in a seat. It's a little tongue in cheek, but I have seen it happen and I've even done it shamefully as an early career teacher where I knew better so to speak. Right. Where I really saw it in action and saw the possibilities for how to do it. So that's my error. I have made the mistake, learn from me and learn from this episode and the blog post that's gonna come alongside it. And as we move into rubric specifically, I just want to say what's helpful to learning is actually feedback, not necessarily grades. 00:03:21 Again, we could do away with grades completely and I think we would be better off but feedback is critical. And what rubrics do is provide the language on the rubric itself that gives us the specificity of feedback where students can identify. Oh, this is why I'm not completely meeting the standard right now. This is the difference between my work and that exemplar our work, right? It also kind of intrinsically, but you could also make it extrinsic or um I guess, I mean, implicit and explicit, implicitly. Uh but you can make it explicit, it provides actionable next steps for how to improve. So how to make it explicit. I think I have done this in the past where I have taken a youtube tutorial on if, for example, the skill was something like grammar. Um I would use like a three minute youtube video that already exists or I could create one on my own and I would link it into uh the rubric to say like, hey, if you weren't quite there yet, um This is a common challenge that a lot of you face. Here's what I want you to do. 00:04:23 I want you to watch this three minute video. And if I find that I've been seeing the same challenge over and over again, just to embed it right into the rubric. Um is I think a lot, a lot more effective both for students to immediately get that feedback and to have a next step. But also for the teacher to be like, I don't have to share this with individual students. I can just say if you got this on the rubric, it's going to save me time from one on one telling each student like, oh, this is the issue and now you can go ahead and watch the video, right? It's just embedded in the ongoing rubric I use for every assessment. OK. So how do we do this step? One? I would ask teachers to reflect, this is so powerful because often we don't even have a moment to just pause and reflect on our grading practices. So here are some sample questions that I totally pulled from competency, collaborative and I love competency collaboratives work. I will link it to them and I, I do think that, you know, using their resources is awesome and a lot of the language that I use in this episode probably pulls from them because I just use their resources so often. 00:05:29 And they are who trained me and helped train me in a competency based education and rubric practices. So here are some sample questions that you can use with your staff. One, how do you know whether and how much each student is learning based on what evidence? Two, how clear are your students about the criteria for success? Three, how do learners get actionable feedback in your class or school? Four? How do grades connect you and support learning at your school? Five? What are grades based on in your class or school in an ideal world? What would grades be based on? Now? I also love inviting students and families to think about these questions. And so you might need to slightly adapt the literal text of each question. But I think you could have a really generative conversation and really identify similarities, differences, uh directions for moving forward based on how everybody's answering the same types of questions. Now, step two, after you've had everyone reflect now, we're ready to kind of move into what do we do next with these reflections? Because likely there will be kind of many, I think aha moments of, oh, this feels wrong, but I'm just not sure what to do with this. 00:06:43 And I've literally heard teacher say this to me, remember reflecting in grading policies, like I don't love this, but I also just don't have a better way. So what do you want me to do? Right. And and there, right. Like, so let's talk about what is step two, step two would be to share the above research, right? All the stuff that you just talked about and I say above because literally on the blog post, it's going to say above and then scroll up and you will see all of the research of the links and all the things and the hallmarks of competency based learning. So you wanna give them all the info, the research that's like, yep, this is a good idea. We also to tell them like what is competency based learning, what is this direction we might be moving in? So three key points I think really define it. And again, these are pulled from competency collaborative. They have a lot more. I I like these um just because I think they really illuminate the the stark differences and the things that people uh struggle the most with and also benefit the most from when they switch over. So first teachers have transparent learning outcomes, right? They inform their lessons and assessments these outcomes do and the outcomes become built out into a rubric inclusive of the criteria and expectations for how to meet them and those rubrics, that language, the criteria expectations, all the things that's shared with students, right? 00:08:03 This not only helps students to know what's coming, reduce anxiety, have clear expectations, all the things, but it also helps teachers, right? It helps teachers to plan more efficiently and effectively everything is backwards planned from those outcomes and the rubric itself. Now, secondly, when giving feedback around a specific competency under competency based learning and teaching, the teacher is giving also a specific next step for how to improve. So this feedback is supposed to be useful and timely, this is really helpful for me as a teacher in in my teacher hat, right? Like I'm thinking, OK. So this means I don't have to give all the feedback at once. So if there's like four things happening right now that I want to tell you to do this different, do this different, this that's gonna be overwhelming to the student. And it's also gonna take me a ton of time to communicate, to teach, to find a resource for if I'm not actively teaching that student one on one, but need them to watch a youtube video or something. Instead I can focus on the first next step. And again, this is also super helpful for your students to just focus on one thing at a time. It's going to move them along the learning progression faster to focus on one thing at a time. 00:09:08 Now, the third key hallmark I would say is that assessments are opportunities to demonstrate competency over time. This is a huge mindset shift. So we have to think of assessment as an ongoing dialogue and this is language again from competency, collaborative, ongoing dialogue and not a one and done act. So this is gonna shift how we plan how we assess students, how we think about assessing students if students will be revising their first try on an assessment or doing a lot of similar assessments. This is also super helpful for educators, right? Not only does it help the students, it helps the teachers because now they have to create fewer assessments, right? And they have to create fewer rubrics because we're just working on the same ones. And if we're not working on the exact same ones, they're still very similar in their construction in what they're assessing in the kind of um fabric of the assessment itself, right? And we're just pulling in different content, but the fabric, the skill, the types of questions, the rubric itself, they all say the same, so much less work. 00:10:17 All right. So in these steps, we have reflected, we've asked teachers to reflect stakeholders to reflect. We've shared the research, we've talked about what competency based learning is. I think you're gonna start to generate a lot of excitement about this. And the next thing that you wanna do, step three is to consider what categories of competency you want to have in your rubrics, in your language, in how you grade, if you're shifting the actual grading structure as well as a school or a department or even if you're an individual teacher, right? Or you're a leader who's kind of helping an individual teacher or a set of small set of teachers to pilot something like you still want to think about these and have kind of a shared discussion about them. I don't think there is a right answer to this. Like how many categories of competency? I have seen four as the most typical, I have seen five, I have seen three. I think those are probably the range of 3 to 5 is probably what you want to go for. But one example, competency collaborative has shared can be remembered with the acronym name N AM E and that is all around this idea of competencies, right? 00:11:22 So not yet approaching meeting and exceeding the competency, right? So I have not yet got there. I am approaching. So I'm almost there and meeting it and I am above and beyond. I'm exceeding it. So that is something that you can use, you can switch it up in the language, you can, I mean, I've even, you know, like I said, I had people use just the first three because they feel uncomfortable saying that like the A if you're again, I think this is very still traditional minded. But like if you're thinking about the A as exceeding like, do you need to go above and beyond what I am asking of a grade level performance to get an a or should an a be just like, yeah, you met the standard, right? So there's a ton of discussion embedded in this and also a ton of traditional mindset that kind of comes through for better or for worse. Um And I, I think that that's like a really cool discussion that you can have and a really powerful one that kind of un a lot of the deep seated beliefs that are gonna inform what you're going to decide on. Now, another is that you can use a visual, non linguistic category name. 00:12:27 So I use bicycles and so I'll link to that in the blog post. The freebie for this episode is my skills based rubric templates. And if you've gotten this before, I've recently some recently updated this. So you can see the first page is actually a learning progression version where you're not actually saying this skill is uh you know, not yet approaching or meeting the standard, but it's actually like here is the stepping stone skill or the supporting skill that you need to learn before you get to the next one before you get finally to the skill itself. So for example, before I can analyze, I need to first decode the text. What is the text telling me? Then I need to be able to understand or comprehend the tax and make sense of it, then I can analyze and add my own spin and interpretation, right? So play with those, there's a bunch of different templates. That's why that's plural. Um But this is going to be located on the blog post version of this podcast episode, which will be located at Lindsay, Beth lions.com/blog/one 59. So in that, I I said that the bicycle, it's like the first category is like just a bicycle, that's it, standing still, took it out of the garage, so to speak. 00:13:31 The next one is looking like a kind of a a family member like a parent, maybe uh pushing a child on a bike, right? So you have kind of the quote unquote training wheels or I can do this with support category. And then the final one is like a bike going on like a mountain bike ride or something, right? So I can do this on my own. I'm doing tricks with it. This is great. So just an option. I've seen many and you can Google like Pinterest has a ton of cool visuals of people using like competency based uh scales that are actually like in visual metaphor format. Um So, OK, once you've decided the categories of competency step four is to use team time, super important that you have ongoing team, time, department wide or grade, team wide. However, you do teams to create subject specific rubrics. So I would ask each department or subject team to create. I think first you want to select like 4 to 8 is usually the range I suggest discipline specific or subject specific skills that are like we teach the these regardless of the unit we're in, regardless of the grade level, these transcend contexts and grades and once you choose them, have them select um uh the sorry. 00:14:46 So like the 4 to 8 and then have them define, excuse me, which category they're gonna start with? I like starting with the definition of like the highest. So whether that's exceeding or meeting standards, the bike on the mountain, whatever, this is what it looks like when it's great and then kind of work backwards from there and then define each category of competency. I would start because you're across grades here. I would start with the highest grade level. So if you're doing like K five, start with 1/5 grade and then work backwards to K. Um If you're, you know, K 12, same, same thing, I would start with 12, work backwards, but you might wanna band it as well. So you might say that actually, um K five, this is what competency looks like across like across levels. Um Maybe we're not getting super specific if you're doing K 12 and then within K five teams, you can get even more specific later. But to have a banded, here's elementary school, middle school, high school, what each of these looks like would also be a great resource to have and definitely a good place to start without getting too granular in the K 12 space step five is to have teachers use these shared rubrics for every single assignment. 00:15:54 So for summit of assessments, they're using the whole rubric, which is all of the skills 48, whatever they came up with. This also is going to help teachers once again to design assessments that align with the complete rubric, right? So if they're like, I designed this assessment, but actually, it doesn't have the ability to assess these three skills. Well, we're gonna redesign the assessment or we're gonna rethink like, is this actually a skill that gets assessed all the time? Does it need to be on the core rubric that's shared across the department? Now, for formative assessments, teachers can use one row of the shared rubric. So they're just taking the row of the rubric that has the specific skill the student is demonstrating competency in within that formative assignment. So again, you can use it for all assignments. You just not might might not be using all of the rubric for every assignment, you're taking a piece here and there. But summative again, I think I would do the full thing. OK, final tips before I leave you and really implications for teaching is what this section should be. So to ensure students have time to revise and improve their skills based on feedback that they got from the, their last assessment, I would make sure teachers embed regular sessions, they can call them workshop days. 00:17:10 I believe competency collaborative has somebody call them upgrade days um into the course. So I used to do workshop days every Friday. Um I've also called them what I need or win days. Like every Friday win day, you get to work on whatever you need to work on. Check your last assessment for, you know, whatever feedback that you got, where is a skill you didn't get meets standards or meets the competency on your rubric, work on it. Given the resource bank of things that I have either linked in your rubric or I have given you and revise that assessment or work on something else. This is great because students having the feedback and then determine which activities will be best for them based on the feedback. You don't have to go around and say, ok, you're here and you're here, right? They know or should be able to internalize that as you work through this, maybe not the first week, but by the 1st, 2nd month, right? End of the first month, end of the second month, they're gonna be cruising, right? Because they know this is how we do things. I'm used to this rubric. I've seen it many times. Another beautiful thing about this is that students can ask their friends, their peers for feedback because all the students are familiar with the rubric language they learn and get familiar with this as a class. 00:18:22 And what this does is it frees up the teachers to be a competency, collaborative folks have called a cognitive coach. So I as the teacher can meet, I can talk one on one in small conferences uh with groups of students, I can help coach, students versus teach or talk at students, right? Like OK, here's our struggle. You have the instructional video, you had the instruction from the lesson the day before I can coach you on any sort of confusion, same as I do with instructional coaching, right? Any time I have shared an idea or a practice or a resource and teachers have tried it out have come back to me said this didn't work. Ok, let's figure out why and where do we go to next? So we're truly in coach mode, which is far more effective. It's a far more valuable use of our time, especially when we have things like youtube videos and things that are already out there, especially when we have already delivered, so to speak the initial new content lesson in a lecture in a video. 00:19:23 However, we did it the first time students had that opportunity now they need something different, right? And that's what it frees us up to do in terms of pacing. Also a big shift for teachers is going to be moving from that coverage mindset of speed and breadth like more is better, right to prioritizing less is better. We're doing deep learning, we're doing a hard focus on skills that transfer across contexts and content areas. This is likely something both of these, the cognitive coach idea and the pacing for depth of overbreadth, likely something that you as a leader have wanted that maybe many of your teachers have wanted to shift to. But the development of the competency based rubrics is going to be the tool that really helps you get there. All right, try it out and I'll meet you back here next week. If you like this episode, I bet you'll be just as jazz as I am about my coaching program for increasing student led discussions in your school, Shane, Sapir and Jamila Dugan talk about a pedagogy of student voice in their book Street Data. They say students should be talking for 75% of class time. Do students in your school talk for 75% of each class period. I would love for you to walk into any classroom in your community and see this in action. 00:20:27 If you're smiling to yourself as you listen right now, grab 20 minutes on my calendar to brainstorm. How I can help you make this big dream a reality. I'll help you build a comprehensive plan from full day trainings and discussion protocols like circle and Socratic seminar to follow up classroom visits where I can plan witness and debrief discussion based lessons with your teachers sign up for a nerdy no strings attached to brainstorm. Call at Lindsay, Beth lions.com/contact. Until next time, leaders think big act brave and be your best self. This podcast is a proud member of the Teach Better Podcast network. Better today, better tomorrow and the podcast to get you there, explore more podcasts at teach better.com/podcasts and we'll see you at the next episode.
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In this episode, I’m inviting you to dream big to support student achievement, teacher retention and educator well-being. Teachers are overwhelmed, stressed, and exhausted. The educational system is not set up to support teachers’ mental and emotional wellness. Since we are focused on systems transformation, we’re thinking about the systems we can revise to stop putting the burden on individual educators to to self-care their way out of burnout. Why focus on teacher schedules? From Hattie’s research, we know the thing that has the largest impact on student learning is collective teacher efficacy. How do teachers’ build efficacy? Professional learning. This includes opportunities to collaborate, learn from and with peers, and have enough time to thoughtfully and effectively plan instruction. In many schools, this is not possible during the school day, given the schools’ schedule. This excerpt from “Reimagining the School Day” highlights some interesting data. “Teachers in the United States reported spending 27 hours teaching out of 45 hours of work per week compared to teachers in Singapore, who teach for only 17 hours per week and teachers in Finland, who teach for a total of 21 hours per week. Schools in these countries prioritize time for planning and collaboration, recognizing that developing and executing lessons take time and preparation…In another analysis of more than 120 school districts, the most common length of time allotted for planning was 45 minutes per day,” (American Progress). Not much time at all, and certainly not for collaboration. What can we do? There are many innovative scheduling models out there. Check them out! Visit those schools or hop on a call with educators who teach in or lead those schools. Seeing what’s possible is a great start. You can find links to several examples at the end of my Make Time Quick Guide freebie. Here are some specific ideas to consider that can increase teacher planning time: Step 1: Early Dismissal/Late Start Half-Day PD days or early dismissal Thursdays are becoming more popular (e.g., MA) Step 2: Reallocate Tasks Hire community members to do recess, lunch duty, or other circular 6 tasks. Administrators, teach one class! Step 3: Intervention, Enrichment, or Club Time Blocks Staff an enrichment/intervention block with paraprofessionals/aides, social workers, media specialists, instructional coaches, or community partners. You can also use this time for clubs, projects intensives, internships, or community service. Example: Urban Academy’s Community Service Block on Wednesday afternoons
Step 4: Project-Based Intensives Example: Generation Schools’ secondary schedule gives teams 2 weeks of professional collaborative time staggered throughout the year when students are in intensives with the college and career intensives team.
Example: Urban Academy’s twice per year intensives.
Step 5: Leverage Existing PD Time for Collaboration & Peer Learning Peer Visitation Time Vertically Align Rubrics & “Norm” Expectations Invite Teachers to Share a Promising Practice as the Staff Meeting Final Tip Invite teachers, students, families, non-instructional staff to creatively brainstorm scheduling ideas. Give them the legal parameters, and let them dream. To help you implement one new PD structure within teachers’ schedules, I’m sharing my Peer Visitation Starter Kit with you for free. And, if you’re looking for more details on the ideas in this blog post, listen to episode 158 of the Time for Teachership podcast. If you’re unable to listen or you prefer to read the full episode, you can find the transcript below. TRANSCRIPT Educational justice coach, Lindsay Lyons, and here on the time for Teacher podcast, we learn how to inspire educational innovation for racial and gender justice design curricula grounded in student voice and build capacity for shared leadership. I'm a former teacher leader turned instructional coach. I'm striving to live a life full of learning, running, baking, traveling, and parenting because we can be rockstar educators and be full human beings if you're a principal assistant superintendent, curriculum director, instructional coach or teacher who enjoys nering out about core curriculum of students. I made this show for you. Here we go. Welcome to episode 158 of the time for teacher podcast. Today, we're talking about teacher schedules that leverage team time and enable class visits. So in this episode, I'm really inviting you to dream big. There are some big asks around scheduling that may be unfamiliar to you. New to you feeling a little daring. And I'm excited to share a lot of key studies and tips and strategies that will support you in this endeavor. If you are ready to create that space for teachers within the work day to work in teams, collaborative planning, do some awesome innovative td things like visiting each other's classes during their prep period. 00:01:15 All right, let's get to how. So in this episode, I, as I said, I'm inviting you to Dream Bank to support student achievement, ultimately to improve teacher retention, to improve educator well being all the things teachers right now and really always have been overwhelmed, stressed, exhausted all the things that are hard, the educational system of course is not set up to support teachers mental and emotional wellness, let alone pay them well. I understand that. And since we are focused on systems transformation in this mini series here on the podcast, this month, we are going to think about the systems that we can revise to stop putting the burden on individual educators to really self care their way out of their burnout and figure out how to teach well on their own time. Um When they are not afforded the opportunities within the school day, taking a lot of planning home, taking a lot of grading home, doing all these things. So this is a huge topic to tackle. We're gonna focus on teacher schedules today. So why are we focusing specifically on teacher schedules? Well, again, these are the structures. Um but also that from Hattie's research, we know the thing that has the largest impact on student learning is collective teacher efficacy. 00:02:20 And so when we think about how teachers build that efficacy, it's through professional learning, this is going to include opportunities to collaborate, learn from and with peers, have enough time to really thoughtfully and effectively plan instruction. It's hard to do that in 10 minutes, but right before the lesson. So in many schools, this is just really not possible at this moment, the way their school schedules are set up during the school day. This is expected of teachers outside of the school day, which contributes to 80 hour work weeks and teacher burnout, right? So this excerpt from a article reimagining the school day, which I have found very insightful and I will link in the blog post for this episode. There's gonna be several things I'm gonna share that are gonna be linked in here. So it may be a good blog post to check out after you're done listening or alongside listening, depending on how you're listening. And that's gonna be at Lindsay, Beth lions.com/blog/one 58. So here's the quote from this article, teachers in the United States reported spending 27 hours of teaching out of 45 hours of work per week compared to teachers in Singapore who teach for only 17 hours per week, that's 10 hours less per week. 00:03:27 And teachers in Finland who teach for a total of 21 hours per week. Schools in these countries prioritize time for planning collaboration, recognizing that developing and executing, executing, excuse me lessons, take time in preparation. Later in the article, they say quote in another analysis of more than 100 and 20 school districts, the most common length of time allotted for planning was 45 minutes per day. End quote. So we're really giving teachers a ton of time in front of students, which theoretically is not a bad thing, but when we only give them 45 minutes per day to plan, whoa, that is not much time at all. What is that for less than four hours a week? Three hours, 45 minutes a week. Yep. That's right. Three hours and 45 minutes to teach 27 hours. And honestly, like that's, that's the average, right? Or on average. This is how much they spend. I can remember a school where I was working far more than that in front of students. So lots of time in front of students and not a lot of time to plan. And where is the collaborative teacher team time? 00:04:32 Right. Grade team department team. Where is the embedded PD where I get to go see someone else's class? It doesn't really exist in a lot of spaces in the current way that our school schedules are set up. Now. This is not to say that folks don't do this. There are so many examples. I'm gonna share a lot of them in the episode today where they do it better and we're going to learn from them. So innovative scheduling models, let's check them out. Let's visit schools that do this. Well, if we can, if you know, of some check them out, go see it in action, interview, their leaders, their teachers um hop on a call with them if you can get on Zoom. That's great. Even email them and ask them a question like how did you come to this? How is it working for you? Where did you reallocate this time? How are you funding this? Does it cost more? Maybe we're making some assumptions that it's not possible when it is. We're just not sure the logistics behind the scenes. So seeing what's possible, great start, you can find a ton of those links to examples either within this blog post or also within the blog post. 00:05:38 I'm gonna, I'm gonna link to uh make time quick guide freebie that you can check out as well. That has even more examples in there. Now, here are some specific ideas to consider that can increase teacher planning time. So let's start with the strategies and then I'll share a case study when relevant step one or idea one is really early dismissal or late start. So there are a lot of folks but it's becoming, I think a lot more popular, particularly in Massachusetts, Framingham, which is where I live in Massachusetts. Their school district has like early release, Thursdays and they just do like every Thursday is early release as far as I know and they do the kind of early dismissal that's, you know, maybe an hour or so earlier and that's just like students go home. Teachers are doing this. Other schools in Massachusetts have seen do like four half day P DS on, for example, Thursdays every couple of months, you have like a half day PD. So they're kind of just reallocating some time so that it is chunked more thoughtfully. 00:06:40 Um and they can do it in that way. Another idea is to reallocate tasks. So, so many teachers miss out on planning time or collaboration time more specifically because they're doing things like recess duty, lunch, duty, other um circular six tasks or whatever you call them in your school or district. I have seen and I have worked in schools where community members are hired as staff members to do these duties. So not requiring the teacher degree to do this, right. We're, we're really just building community. We're hiring a member of the community that might need a job. We are enabling teachers to take their lunch and use the time the kids are at lunch to actually plan as a separate thing from taking their own lunch. Um We are inviting recess to be a time where yes, they can go out and play and you get to plan. So if you have, you know, whoever the teachers you see at recess time are out and about and you're kind of chatting with them on the the outdoor space that you have. 00:07:50 Um think about having that opportunity to chat with them in a structured space that was like a o team meeting, right? Another option for reallocating tests or taking some tasks away from teachers is administrators can teach one class reallocate like an E A intervention period or a math intervention period. Or um I know a lot of administrators who want to kind of stay connected to the classroom. I think if I were ever to, that got to be part of the classroom, I would be interested in a formal leadership role. I just never wanted to be completely divorced from like the actual teaching component, the instructional component. I think there's a lot of leaders who crave that and so try to find that balance, right? And that also might mean taking some things off administrators plate. So there's a, there's a kind of a ladder of shifting here but help teachers out, take a class even if it's, you know, um an sel block or an intervention block or an elective um that you're qualified to teach for another option. You can use intervention enrichment or club time blocks. 00:08:54 I kind of was getting into this a little bit in the last one where we staff those intervention blocks exclusively with paraprofessionals, aides, social workers, counselors, uh instructional coaches, media, specialist, community partners. So like someone like uh a nonprofit organization, I know someone does this with girl scouts, um or the scouts, you could do this with uh a local. I I know in the student voice research. They have done this with um local universities and students come in and they support the high schoolers or middle schoolers, elementary schoolers, whatever grade band you're teaching to learn research skills, to be effective leaders in their school communities. So you could also use this time of course for clubs, project intensives, internships, community service. There's a lot of different things that you could do where folks are, students are taken care of by other folks, right? They are being educated and supported through these other mediums and in community service and internships, right? They're actually out in the community connected with these organizations take some time up front to set all of that up and get those connections in place. 00:10:00 But they're really effective once they're done. So for example, um at a Hamilton Elementary school, this is a sample third grade schedule and and Fridays 10 minutes before dismissal, they have a 40 minute club time block. So they have that time where the students do their club routines and the teachers have that time to do cross team vertical planning. So like a department team. Another example is urban academies community service block every Wednesday afternoon, all of their students leave and the teachers do like a full like, I think it's like a three hour planning block where they have like their staff meeting during that time, they do PD, they do like team planning, but they're just like hyper focused students are out of the building. Um And this is, this is actually what their website vin Hows website says about this time. He said every student must participate in community service on Wednesday afternoons. This participation permits students to learn about careers and college opportunities through real life experiences at their placement. Students learn how to work with adults productively assume responsibility for tasks, both menial and challenging and report back to the school community about their placement and its focus. So there's also kind of this hub for uh a space to kind of come back and reflect within the school as well. 00:11:06 1/4 option project based intensive. I mentioned this briefly in the last one. But here's an example, generation schools in New York City, their secondary school schedule gives teams two weeks of professional collaborative time that it is staggered throughout the year. This is super innovative. I love this idea. So students are actually in intensive with the college and career intensive team. So in this model, in the school, the teachers are organized into grade level teams and then there's also a college and career intensive team that college and career intensive team rotates from grade to grade over the course of the year and they end up spending a month with students exploring college and career pathways. So teachers in that team where the the grade that the college and career type of team is is working with that month, they're not responsible for students that month at all. And so they can use that time for their school breaks. They do a little bit of a longer school year and for their team collaboration time. Now by staggering the teacher break, the really, you know, the instruction is much bigger. You don't necessarily have to do that that way. But think about a college and career intensive team coming in for two weeks where if you don't have students, right? 00:12:10 And you just get to plan out the next, you know, several months of school. Oh, it would be so, so cool. Um Urban Academy also does something similar where twice per year they have schoolwide intensives. I think you could do this with like different classes, like an arts class or a really in depth like lab portion of a science class or like, you know, anyone could do this project where it's like, oh, I'm taking this, think of it as like a super large field trip or something, right? Where we're doing that where we could go out in the community, but we could also do it in a classroom. I think it would be super cool to reallocate time in that way. OK. 1/5 and final idea, leverage existing PD time for collaboration and peer learning. So if you already have time, right, like once you have kind of the space and this is the ultimate goal, you've created the space within the schedule for teachers to be able to learn and collaborate, create the structures that enable them to use it well and in innovative ways that might be different from a team meeting. Although I do love the idea of team meetings, but structure those team meetings. So if you have a team meeting vertically align a rubric that lasts throughout the grade band, um bring student work and quote unquote norm expectations of this grade level acclaim looks like this. 00:13:18 So this grade level, well, it looks like this, right? And really get clear on how we assess students and the expectations of students across grade levels on the same priority standards. That would be a huge help for many school districts that I know if, if we were able to use time purposefully in that way. And that just really takes some thought, some agenda planning a commitment to doing that work and of course, that ongoing time to meet with that team, you can also invite teachers in like a typical staff meeting time to lead PD and it might not need to be like, you know, full slides and everything, but just share a promising practice. Here's something I tried in my class. Here's how it went. Here's some samples of the student work, take some questions, uh run teachers through an example, share whatever resources or worksheets or tech tools, whatever that you use in those lessons or types of lessons. So really just centering like the the job embedded PD stuff, right. That's like you did this this week. Just share it with the larger staff. That's all we need for a PD. It doesn't necessarily need to be, we're hiring someone to come in or we're having the principal create something, right? 00:14:19 It needs to be meaningful. So let's just focus on what's already working and just try to do it more in more spaces around the school. Another amazing thing that I love and I'm gonna give you a kit for this. Um So you can pick up this freebie again at the blog post, Lindsay, Beth lines.com/blog/one 58. This is a pure visitation starter kit for pure visitation time. And what that's gonna do is it's gonna give you some structure to create a schedule to have folks say, hey, I'd love to have people come in and see this thing in action. Here's what I'm working on. Here's the time of my class, the location of my class, you can do this interdistrict. So it doesn't even have to be someone at your school. But if you have like back to back planning periods or something, you can create space for that and then you're, you there's like a sheet in there of like, what do I do when I'm in there? What are the things I'm looking for? What's the question I have that I wanna follow up with the teacher on or something that I'm going to plan to use in my class once I go back to my classroom. So I really think that this is, talk about job embedded PD. Right. Like I have a prep period, I'm gonna go down the hall, I'm gonna see something in action where this teacher is teaching the same students and it's going well for them. 00:15:24 Even though I'm struggling, I'm gonna learn what's out there or I'm planning to do more discussions. I'm not really sure we're getting stuck. This teacher does really good discussions. So I'm just gonna check it out. They work in the same school or they work in the same district. Like, let's just see what's working for them and learn from them. Um It would be so cool and it doesn't cost you anything else because you're not bringing anyone in, right? You're just leveraging the brilliance that's already in the space. So as a final tip, I would invite teachers and I speak from experience here. I was a teacher in a school where I got to do the like quote unquote master schedule for everyone and play with these, right? I was, I had like a committee that was giving me ideas and stuff and then I got to like, run with it and like, share out these ideas and then we voted as a staff on which one we wanted to do. So invite teachers, students, families, non instructional staff, invite as many folks that are interested that are innovative as you can to creatively brainstorm scheduling ideas, give them the legal parameters, of course. So whatever schedules you come up with, you have to make sure there's X amount of, you know, minutes or hours of instructional time in this subject and, you know, school days can't be shorter than this amount of time, whatever all the parameters are. 00:16:32 But then just let them dream, let them dream it up because those big ideas, like you may not get to do all of them. But if you can find one of them where it's like, yep, that meets the parameters. Yep, this is all right. It's gonna take a little reallocation. Let's find someone who's done something similar. Let's interview them like let's ask them how they did it. It is possible and sometimes you just need the dream to get you started on that path to making it happen. So once you do that, I'd love to hear back from you. Come on the show, tell us how you did it. But go ahead, start dreaming if you like this episode, I bet you'll be just as jazz as I am about my coaching program for increasing student led discussions in your school, Shane sapper and Jamila Dugan talk about a pedagogy of student voice in their book street data. They say students should be talking for 75% of class time. Do students in your school talk for 75% of each class period? I would love for you to walk into any classroom in your community and see this in action. If you're smiling to yourself as you listen to right now, grab 20 minutes on my calendar to brainstorm. How I can help you make this big dream a reality. I'll help you build a comprehensive plan from full day trainings and discussion protocols like circle and Socratic seminar to follow up classroom visits where I can plan witness and debrief discussion based lessons with your teachers. 00:17:36 Sign up for a nerdy no strings attached to brainstorm. Call at Lindsay, Beth lions.com/contact. Until next time leaders think big act brave and be your best self. This podcast is a proud member of the Teach Better podcast network better today, better tomorrow and the podcast to get you there, explore more podcasts at teach better.com/podcasts and we'll see you at the next episode.
If you enjoyed this episode, check out my YouTube channel where you can learn about my student experience data strategy here:
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We’re kicking off a mini series of episodes focused on transforming the systems that uphold inequity in our schools. In this episode, we are specifically exploring the structures that enable us to meaningfully partner with students and families on a regular basis. We’re grounding the conversation in a powerful theoretical model which directly addresses the common barriers to success in our student voice endeavors. Why are structures needed? In The Art of Gathering, Priya Parker writes of how adaptive leadership professor Ron Heifetz starts his class without speaking for 5 minutes. She points out that when we step back and don’t facilitate at all, we are not democratizing the space, but instead handing control to someone else in the space—perhaps the loudest, confident, or extroverted person. (We can democratize the space with skilled facilitation.) When we step back from our intentional facilitator role, we also are likely to create confusion and anxiety for the participants of our gathering. Many students will respond to an open invitation to share their ideas and experiences with understandable skepticism, confusion, and perhaps anxiety. Consequently, you may get zero student responses after extending the invitation. Certainly, we need to develop trust in relationships with students (and families) before real sharing will happen. However, we also need effective structures for how and when we can listen to folx share their experiences. Student voice scholar, Laura Lundy (2007) developed the Lundy Model of Participation, which includes four features that are required to enable students to authentically share their ideas: SPACE: Children must be given safe, inclusive opportunities to form and express their view VOICE: Children must be facilitated to express their view AUDIENCE: The view must be listened to INFLUENCE: The view must be acted upon, as appropriate How do we provide students with each of these features at a school level? Create Spaces: In addition to creating the relationships necessary to make this happen, we want to design our school schedules to provide students with as many opportunities as possible to share their ideas. From co-constructing curricula to co-creating school policy and all the things in between. Possible ideas to explore include:
Facilitate Voices: Use discussion and listening protocols such as Circle in all levels of school/district life (e.g., classrooms, school committees, after school clubs, advisory, family nights, staff meetings). Co-create community discussion agreements. Use them regularly. Normalize this way of being in community and listening deeply. Gather an Attentive Audience: If anyone (particularly adults) struggle to do this, do some adaptive work. Invite them to share challenges and interrogate deeply held beliefs that may be holding them back from partnering with students. Sometimes, inviting the adults to share their experiences is enough to build trust that listening is a community experience that is not unidirectional. They feel valued and cared for, and this may give them the capacity to do the same for others. (This has certainly been true for me in relationships! Everyone wants to be valued and listened to.) Partner for Influence: Invite students to attend relevant meetings or discussions about their proposals so you can work collaboratively to make the idea happen. Commit to respond to each suggestion or concern by a specific date. If it’s not possible to implement the proposal, clearly explain why to the students and invite students to brainstorm additional ideas to address the underlying issue. Final Tip You don’t need to implement a ton of structures tomorrow. Keep Lundy’s 4 principles in mind as you engage with students and ask them to share their ideas and experiences with you. Commit to building up structures and practices as you continue this work. To help you implement one structure for amplifying authentic student voices in your community, I’m sharing my Setting Up Structures of Shared Leadership worksheet with you for free. And, if you’re looking for more details on the ideas in this blog post, listen to episode 157 of the Time for Teachership podcast. If you’re unable to listen or you prefer to read the full episode, you can find the transcript below. TRANSCRIPT Educational justice coach, Lindsay Lyons, and here on the Time for Teacher podcast, we learn how to inspire educational innovation for racial and gender justice design curricula grounded in student voice and build capacity for shared leadership. I'm a former teacher leader turned instructional coach. I'm striving to live a life full of learning, running, baking, traveling, and parenting because we can be rockstar educators and be full human beings if you're a principal assistant superintendent, curriculum director, instructional coach or teacher who enjoys nering out about core curriculum of students. I made this show for you. Here we go, everyone. Welcome to Time for Teacher podcast. This is episode 157 and I'm super excited because today we're kicking off a mini series of episodes that are focused on transforming the systems that uphold inequity in our schools. In this episode, specifically, we're going to explore the structures that enable us to meaningfully partner with students and families and educators, right, a multi stakeholder partnership on a regular basis. 00:01:06 We're grounding the conversation in a powerful theoretical model which directly addresses the common barriers to success specifically in our student voice endeavors. I love it. I'm excited for it. Let's get into it. All right. So how are we doing this thing where we're prioritizing student voice, family voice, we're prioritizing gathering experiential data or street data as Jamila Dugan and Shane Sappier call it, I specifically am focusing on students today, but I do want us to keep in mind, family voice, educator, voice, all the stakeholder voices that are important because I think a lot of this applies. But the model we're specifically using it focused on Children and youth voice. So what are the structures? Right? And before we actually even get into that, let's talk about why the structures are needed in the art of a gathering. Pria Parker's book, she writes of how adaptive leadership, Professor Ron Heet, who have quote a lot of the B and podcast start this class without speaking for five minutes. And her point here is that when we step back from leadership roles and we don't facilitate at all, we're actually not democratizing the space. 00:02:11 We may think that we're giving up leadership and the leadership disappears. Everything is democratic. But instead, what we're doing is we're handing control role without that facilitation, we're handing control to someone else in the space. Perhaps that's the loudest person, the most confident person or the most extroverted person. She gives a bunch of other examples in her book of like parties where the host is not facilitating and you get stuck with a drunk uncle or something that's like someone you're really not thrilled to be talking to for two hours. So there are things that we think like we're stepping back, we're democratizing. Awesome. And there are things that happen in that space of un facilitation or lack of structure, right? What she actually says is we can democratize the space with the skilled facilitation when we take ownership of that facilitator role. And we skillfully facilitate the conversation and the opportunities for voice and sharing, right? When we step back from our intentional facilitator role, we're actually also likely to create confusion and anxiety for in her words, the participants of our gathering, right? With our students, we often create confusion and anxiety. 00:03:16 When we say, OK, we want to hear from you. Go no boundaries. We I've done this so many times with projects, I'm like, let's co create the project. What kind of project do you wanna do? Nothing's off the table? Go tell me what you want. And there's just like crickets and confusion and stress of like not coming up with the right answer all the things right that we learn as students is like we do school this particular way. And now after years of that training, we ask students to open up and share with us and there's a lot necessary to create a foundation where students are actually able to do that well, right. So many students will respond to an open invitation to share their ideas and experiences with us, with understandable skepticism, a lack of trust, perhaps a lack of, are you even going to take me or an idea of, are you even going to take me seriously? They might be confused and anxious as I said, and consequently, you might just get zero student responses after you're like, hey, everyone, tell me what you think, just crickets, right? 00:04:19 And so we need to develop trust, of course, in relationships with students and families and all stakeholders before real authentic sharing, that is honest and vulnerable will actually happen. But then we also need the structures, right? The facilitation for how and when we can listen to folks to have students, for example, share their experiences. So the theoretical framework that this episode is situated in comes from Laura Lundy, who is a student voice scholar, she developed what is known as the Lundy model of participation. So there is uh the convention on the rights of the child which has been upheld by almost every country in the world. The United States has not ratified this which is bonkers. But this idea of youth voice and participation in things that affect them is widely recognized as a way for Children and schools are a wonderful place for us to be able to facilitate this and bring it to life. She recognizes that there are many barriers, two students authentically sharing and participating in the way that we dream up in the way that we think of when we think of authentic meaningful student voice, right? 00:05:32 And so she says this model of participation actually includes four features that are required to overcome these barriers and enable students to authentically share their ideas. And so here they are first, space, Children must be given safe, perceived safety, right? They have to perceive the space as safe. It's not something that we dictate, right? But they perceive the space as safe, inclusive opportunities to form and express their view. So we need many opportunities, right? Plural, it's not one opportunity, plural, many opportunities. They need to have the students experience safety in those spaces and they perceive that they are safe to share psychologically physically that they are inclusive of all voices, particularly students who have historically been marginalized or excluded from these types of conversations. And that it's not just space to express their view, but also a space to form it. When you ask students who haven't been asked before, what do you think? There's often a long lull, a long silence, there's a lot of questions they have to work through. 00:06:39 I know just as an adult, there's a lot of times where someone asks me what I think about something, even if it's what do you want for dinner. And I literally have to stop and think for multiple minutes because I'm I'm not sure I have to have the space to think about it to form my ideas. And if I'm being asked about something or a student is being asked about something that they haven't had real connections with or experiences with or haven't even thought about certain topics, right? We need to allow them to have more experiences with that topic, to grapple with it, right? To form their view and, and express their view. So that's one that's space. The second piece is voice. Children must be facilitated to express their views. Again, we have this facilitation idea. This is an active thing. We enable the the voice through thoughtful participation in the creation of these opportunities for students to express their view. Again, I would say multiple opportunities. She uses a plural here. The third component is very adult centered. I think maybe also youth centered in terms of like youth also need to provide an audience. 00:07:46 But it's it's audience is the third one. And the idea here is that the view the child is sharing must be listened to. So students must be listened to and perceive that they are being listened to authentically meaningfully like we care what you say. We are not on our phones, we are not rolling our eyes, we are not um not taking you seriously because you're a child and we're adults or whatever it is, right? But the view must actually be listened to. So we create the space, the opportunity, we facilitate the voice, the sharing, we have the audience, we're actually listening. And the fourth one is influence, the Children have to have real influence. So here is described as the view must be acted upon as appropriate, right? So if it makes sense to act on it, if there's no real reason, we shouldn't, we should act, we should act, they should have real influence. I love this model. So let's actually use this model to go into the structures that would provide these students with each of these features at a school level. 00:08:52 Because of course, I think you can do this in classrooms. It might even be easier sometimes in classrooms. Um diff different, I should say maybe not easier across the board but different. Um and perhaps easier in the sense of you have a smaller community. So you have more opportunities to build trust in one on one relationships, teacher to student and student to student um in a larger school with a lot more um stakeholders, stakeholder types, right? We have families, we have educators, we have students, we have just a higher number of everybody. It might be harder to build that kind of trusting relationship. But here we're thinking about a school level and of course, let your mind wander to how this applies to the school as well. I'm sorry, the classroom as well. All right. So first, let's dive into spaces. So the first thing we want to do is create spaces. So in addition to creating the relationships, of course, that are necessary to make sharing happen. We want to design our school schedules to provide students with as many opportunities as possible to share their ideas. So from cot constructing curricula, again, that's a classroom example to co creating school policy and everything in between. 00:10:01 Here are some examples of ideas that you can use to create these spaces. And of course, this is not exhaustive, this is just like what's in my brain, you could do regular learning walks to get a pulse of what's happening in the school. And of course, that leads to deciding on your next action steps. Now, the kicker here is that we do these with students, right? So we're scheduling them, we're scheduling them in alignment with when students can do them with us. We are inviting students to share their experiences as we're going into the different classrooms, student voices centered, we could level up our student government. So it frustrates me to no end particularly as a high school and college student who was um in student government myself, that student government is seen as an often limited to in terms of influence planning social events. It is so much more than prom and the class trip. And what kind of like fun things are we doing? Encourage the student government and and of course, I think train and support and help them build the skills for advocating for and co creating policy change in their schools and also in the larger community, right? 00:11:10 Truly level up their leadership and give them those opportunities change the narrative of what student government can be and is in your community. Another idea include students on all school and district committees that includes things like curriculum assessment discipline committees. These are not just limited to some kind of fluffy student experience committee that is, you know, just after school clubs or sports or whatever. Another idea create in class and after school opportunities for participatory action research and civic projects. So again, you'll see some of these do transcend into the classroom as well. But I think if you have this larger system where you as the leader are connecting classroom teachers and after school teachers providers, whatever with folks who can help facilitate this work with students versus a toy action research, they're training students and how to do this. They're creating the space for students to go do this research and kind of report to or present to an authentic audience at the end for meaningful change. Um Local college students, I think are a great source of partnership in this work. 00:12:15 They're often really into it, right? They're, they're learning about participatory action research in their courses and they're excited to help others learn as well. It's great for them and internalizing the material, but it's also great for students to see other youth, although slightly older youth of course, um doing this um right. Uh another option is to make advisory period if you have advisory period or something similar like a concrete space for students to share their experiences, which it often is, but also to from those experiences when appropriate, when you know, acknowledged by students as something that they want action taken on that these experiential share outs are being used to recommend policy and practice changes, right? We're turning them into advocacy. So we're not just, oh this was a really tough part of my day because of this school structure. But like what does that school structure have to exist? And what can we say to have this changed? Another option is to develop family and educator together teams or fet teams that meet regularly in alignment with Ari Giron Kessler's advice, which was actually shared in a few episodes, two episodes back episode 155. 00:13:22 So you can get that at Lindsay, Beth lions.com/blog/one 55. So these are just some ideas, but these are all kind of structured spaces that have a regular time and place and opportunity. There's a structure there that makes it sustainable. There are multiple opportunities on a regular basis in all of these different types of spaces and structures of spaces for students to share their experience and advocate for themselves, having meaningful influence in those spaces. Now, the next piece, when we think about that with space, her number one principle and then the number two is voice. So we need to facilitate voices. We can use discussion and listening protocols. My favorite, of course, as I always say is Circle protocol and use them in all levels of school and district life. So of course, you can use them in classrooms, but you can also use them in school committees in after school clubs. You can have students running after school clubs, you can train students how to do these circles and and facilitate themselves. Um do it in advisory. I think advisory is a great place for Circle Family nights. 00:14:27 You know, the the fet teams that you're creating potentially with families and educators together staff meetings, right? Model that one learning model for all model, how we do this as a staff, this is how we interact and now go do this with your students, right? This is just how we are in our community, of course, as part of Circle or any sort of discussion protocol core, your community discussion agreements, use them regularly, refer to them regularly, hold everyone accountable to them regularly and really normalize this as this is how we are in community and deeply listening to one another. The third piece is audience. So we need to gather an attentive audience. So if anyone particularly adults struggle to do this, this is where I think the adaptive work is critical. So as a leader, what I'm thinking is OK, I think a lot of folks, a lot of educators and and leaders in our space are gonna be like, yeah, I wanna listen to students. So I'm just gonna be attentive. You just need the reminder that like this is part of student voice and meaningful voice is there is an attentive audience. It's part of this framework. I'm gonna listen, I'm gonna put my phone away. 00:15:29 Cool. If there are some who are like, I am feeling the eye rolling, I am not taking this seriously. That's where the adaptive work has to be done. And as a leader, you want to step up and do it there, right? So we wanna invite those folks to share what are the challenges coming up for you? Let's deeply interrogate those beliefs that may be holding you back from partnering with students sometimes just literally inviting the adults to share their thoughts, experiences, fears, that's enough to build trust that listening is what we do in this community, right? You will be listened, it's not unidirectional. You don't just have to listen to students, right? Students are listening to you all the time. We may not feel like that. Um But the leaders and your peers are also listening like that's what we want to stand for. That's what we want to do here, right? And so in feeling valued and cared for by being listened to this may give those folks the opportunity and the capacity really, right? You're feeling like your cup is filled up. I now have the capacity to do the same for others. I was in a group once that uh uh participant names a beautiful metaphor of having like a rope or a string day, right? 00:16:37 Where a string day is like, I'm hanging out by a thread like you cannot put more on my plate. And a rope day is like, yes, lay it on me. I am here for you. I can deeply listen and empathize and do all the things, right? So we want to equip our teacher and any adults in the space that might be inattentive in the audience of student voice. We want to equip them with the capacity to do these things for students. So let's give it to them first and let's get them to have a bunch of rope days, right? I think this has certainly been true even for myself, I talk a lot about student voice but in in relationships for sure, like everyone wants to be valued and listened to and sometimes if the other person can be the person to value and listen and hear me, then I'm like, oh yeah, I got you like I can do this back, right? I just, I am feeling like my cup is not filled up yet. I need it filled up and then I can do it right. Ideally, we can just be ready all the time. In reality, we're real people. And I, I think this may just be something that helps us um to do this work. OK. Fourth thing influence. So we partner for influence here. 00:17:42 So we in in line with data Mitra student voice pyramid, which I've talked about before on the podcast and in the blog, we wanna make sure that we are partnering, right? And then ultimately, students are leading but through the support and structures of the school, right, we've done the the kind of middle of the pyramid work where we have come together and use adult partnership teams. And I genuinely think like this is where the transformation happens um and enable students to kind of take on their own projects because we've done the work, we've built the community, we have built the sense of partnership. So what does that look like? Invite students to attend relevant meetings or discussions about their proposal? So if they're like, hey, there's this cool idea. I have you invite them in and say, OK, that actually works well with this committee. So come on over, we're gonna talk more about it there. You can work collaboratively with us to make it actually happen. And if they can't or they decide, I don't want to do that, that's fine. Make sure that you are the person or someone is the person who's bringing it to the appropriate committees and you commit to that student to respond to their suggestion. 00:18:49 So each suggestion that you get from each student, right, I'm going to respond to you by a specific date and even if they don't even come up with a proposal, right? They're not saying this should be changed in this way, but they're just voicing a concern like we hear your concern, we're gonna talk about it at this meeting and therefore I can share out the next steps or things that questions that maybe came up for you so that you can kind of help us and and think through it and think about next steps, right? Whatever by this specific date. So just commit to that specific response date. So you can kind of circle back so they know where it's going. And you know, if it's not possible to implement the proposal, sometimes it's just not literally explain why to the students. So you'll remember maybe in Lundy's uh model that she says under influence rate, it's it's not that we always take action, we take action as appropriate. And so sometimes it's not appropriate, it's not possible, but we need to explain the why we need to circle back and say like, hey, we looked at this from these different lenses, like unless we're missing something, it's just not either relevant right now. It's not in alignment with our values. 00:19:50 Perhaps we don't have the financial resources and you can invite students to brainstorm additional ideas. So you're not just saying end of discussion, we're not doing this unless it violates your values in some way. And then we're, we're talking about that, of course, but invite students to brainstorm additional ideas of how we might address the underlying issue, right? Ok. So really surface level example, I, I don't think this is like a big thing. I think this is used usually as like, what is actually what is actually like a really fluffy example to your voice, but I'm using it now just because I can't think of anything else off the top of my head. If students are like, hey, the, we should have pizza every day at the, in the cafeteria, right? Ok. Well, pizza every day might not actually be nutritious and in alignment with our values we want what's best for the health of the whole child. Right. So we can't do pizza every day. However, if you're feeling like there are not a lot of good food options in the cafeteria, like I will walk you through. Um and the committee that, that designs that menu every week, we can walk you through. So some of like the budgetary constrictions or whatever we can brainstorm other options together. Um Perhaps you can find like a different supplier for us. 00:20:53 We can look at what schools have really great lunches and we can kind of do some of the digging in the research to try to think about how do we make lunch better because maybe it's not actually pizza that you want every day. Maybe it's just like you want delicious food. And so far like pizza is all that we've really done well. Right. And so I think bringing students in identifying the underlying cause and partnering with them to figure out, OK, what are the options to move forward? Um And, and showing them the work that goes on behind it, we have to research all this stuff like pitch in and help if you'd like, if that's really a passion for you, like we're welcoming the ideas. Um But we're just kind of stuck here and so maybe you can bring a new lens or bring a new idea, maybe you're connected to students at other schools who know how to do it differently and you can kind of bring that to us. OK. So those are our four kind of components of her framework. As a final tip, you don't need to implement a ton of structures tomorrow. And you know, this feels like this big thing. It's great to have all the things, all the structures. What I really am hoping that you take away from this episode is that Lundy's four principles are in your mind as you engage with students and families really and ask them to share their ideas and experiences with you. 00:22:07 So when you make that ask, keep the barriers in mind, keep the principles in mind and just commit to recognizing them, considering them, committing to building up the structures and practices that are gonna enable those four components and to help you implement at least one structure for ample amplifying authentic student voice in your community. You can grab by setting up structures of shared leadership resource for free at Lindsay, Beth lions.com/blog/one 57. Until next time. If you like this episode, I bet you'll be just as jazz as I am about my coaching program for increasing student led discussions in your school, Shane Sapir and Jamila Dugan. Talk about a pedagogy of student voice in their book Street Data. They say students should be talking for 75% of class time. Do students in your school talk for 75% of each class period. I would love for you to walk into any classroom in your community and see this in action. If you're smiling to yourself as you listen right now, grab 20 minutes on my calendar to brainstorm. How I can help you make this big dream a reality. I'll help you build a comprehensive plan from full day trainings and discussion protocols like circle and Socratic seminar to follow up classroom visits where I can plan witness and debrief discussion based lessons with your teachers. 00:23:18 Sign up for a nerdy no strings attached to brainstorm. Call at Lindsay, Beth lions.com/contact. Until next time leaders think big act brave and be your best self. This podcast is a proud member of the Teach Better Podcast Network better today, better tomorrow and the podcast to get you there. Explore more podcasts at teach better.com/podcasts and we'll see you at the next episode
If you enjoyed this episode, check out my YouTube channel where you can learn about my student experience data strategy here:
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AuthorLindsay Lyons (she/her) is an educational justice coach who works with teachers and school leaders to inspire educational innovation for racial and gender justice, design curricula grounded in student voice, and build capacity for shared leadership. Lindsay taught in NYC public schools, holds a PhD in Leadership and Change, and is the founder of the educational blog and podcast, Time for Teachership. Archives
August 2024
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