Marshall Memo 703
A Weekly Round-up of Important Ideas and Research in K-12 Education
September 18, 2017
1. Successful school turnarounds in the U.K.
2. What’s really involved in culturally responsive teaching?
3. Ten “restorative” literacy practices that close the achievement gap
4. How to assess a student’s alphabet letter knowledge in under a minute
5. The value of teaching about conspiracy theories
6. More evidence on the impact of later high-school start times
7. The annual PDK poll of attitudes on U.S. public schools
8. Ten “must have” young adult books
9. A Consumer Reports-type analysis of high-school literature textbooks
10. Short item: A timeline of the earth’s temperature since the last ice glaciation
“Transforming a school is a long, hard, and often lonely task. Some people want change, others don’t, and some simply aren’t prepared to wait for results to show.”
Alex Hill, Ben Laker, Liz Mellon, and Jules Goddard (see item #1)
“I believe you let down 30 students a year by protecting one incompetent teacher.”
A U.K. turnaround principal (quoted in item #1)
“Perfection is not attainable, but if we chase perfection we can catch excellence.”
Vince Lombardi Jr.
“Too often, when children struggle to read, educators assume the problem lies within the children themselves. But in fact, decades of research have shown that whatever children’s innate skills, strengths, and abilities may be, what really matters are the beliefs, attitudes, and actions of the teachers and other adults in their lives.”
Deborah Wolter (see item #3)
“Students do not naturally know how to open up their perspective to other points of view. We must model it. We must teach it. We must practice it. If young people do not see the adults in their lives valuing outside perspectives, changing their opinions, and allowing themselves to grow, students will never understand why expanding their own perspective matters nor how to achieve it.”
Dustin Dooly in “Living and Learning Beyond One Dimension” in Knowledge Quest,
September/October 2017 (Vol. 46, #1, p. 26-31), no free e-link available
“Transforming a school is a long, hard, and often lonely task,” say Alex Hill and Ben Laker (Centre for High Performance and Kingston University), Liz Mellon (Duke Corporate Education), and Jules Goddard (London Business School) in this Harvard Business Review summary of their eight-year study. “Some people want change, others don’t, and some simply aren’t prepared to wait for results to show.” The researchers identified 62 U.K. schools that were successfully turned around and sustained their improved performance over time. Here were the key building blocks their principals put in place:
• Make a long-term commitment. Successful leaders presented a long-range plan that challenged the system and showed their commitment to making change over time. “In our study,” say the researchers, “it took at least five years to engage a school’s community, change its culture, and improve its teaching.” Most of the principals stayed at least five years.
• Be tough but minimize expulsions. The successful principals were demanding on behavior and suspended 10-15 percent of students in their opening years, but they expelled fewer than 3 percent. “You can’t just kick kids out to improve test scores,” say the authors. “You need to show parents and students you want to help them. Show you want to fix the problem, not give it to someone else.”
• Weed out low-performing teachers. “Too many Heads duck the issue of firing poor teachers,” said one principal. “But you have to ask yourself: who are you here to help – the students or the teachers? I believe you let down 30 students a year by protecting one incompetent teacher. Once you start thinking like that, the tough decisions become easier to make.” But the researchers also found that moving out too many teachers – more than 50 percent of a staff – was disruptive and counterproductive. The sweet spot seemed to be around 30 percent removed; less than that had little impact. “The culture of the school suddenly tipped when we had 30 percent new staff,” said one principal, “people who were serious about trying to transform the school and the community it serves.”
• Help teachers bring their A game. “You walk into a very stressful environment,” said one principal. “Your staff have just been told they’ve failed and you’re here to sort them out. You need to convince them that you’re here to help. That their jobs will get easier and become more fulfilling if they work with you, rather than against you.” The most effective principals reduced paperwork and administrative duties, observed classrooms frequently, and got teachers informally visiting each others’ classes, mentoring colleagues, sharing best practices, team teaching, and traveling to other schools to see how they worked. “Too many poor teachers are simply moved from one school to another,” said a principal. “We need to develop them, rather than simply passing them on to someone else.”
• Recruit effective teachers. One of the most interesting strategies was contacting high-performing schools nearby, asking for the names of teachers who were runners-up for positions but hadn’t been hired, and reaching out to them. “We got some of our best teachers this way,” said one principal. “Teachers who didn’t apply to work with us, but love being part of what we’re doing.”
• Maximize good teaching throughout the grades. The most successful schools focused on good instruction from kindergarten through college admission, and used the success of older students to motivate the youngsters.
• Push for high student attendance. “The turning point in the schools we studied occurred when at least 95 percent of students attended all their classes,” say the authors. But this didn’t come from gimmicks and superficial attendance incentives. Successful principals addressed the underlying issue of motivation by improving the quality of teaching, bringing in external speakers to motivate students, asking students to evaluate their teachers, and getting older students mentoring younger ones.
• Engage parents and change their view of the school. Successful principals moved parent attendance at evening events from 10 percent to 50 percent. They did this by making them social events with food, drink, and student performance, offering adults education and support services like technology skills and career advice, and conducting outreach in the community.
• Manage up. One of the scariest challenges for principals in these turnaround schools was dealing with their boards’ impatience for improved test scores and boards’ tendency to fire principals if they didn’t show big test-score gains within a year or two. Knowing that the scores wouldn’t rise until they had put in three years of hard, strategic work, the savviest principals got their supervisors focused on improvements in several leading indicators: student attendance (95 percent or higher), the quality of teaching, the percent of teachers with no absences, and 50 percent of parents at school meetings. These principals were knowledgeable and respectful of their boards but challenged them a certain amount (but not too much), educating them about the change process.
Nine building blocks is a lot. Is it possible for a principal to do all of them at once? The authors found that even the most dynamic school leaders couldn’t, nor was that desirable. “The good news,” they say, “is our research clearly shows there’s a tipping point in each transformation when six of the building blocks are in place – not all nine… So ask yourself: which are the six easiest, or most urgent, blocks to put in place first? And which can wait until later? If you can’t engage parents, then engage students. If you can’t engage students, then teach the ones you can, better and for longer. Find the right pattern of actions for your school; see the pyramid as a menu, rather than a recipe. Select, mix, and match the ingredients that work best for you… Rather than searching for a silver bullet, put as many blocks in place as you can. Remember, the number is more important than the type.”
“Culturally Responsive Teaching: 4 Misconceptions” by Jennifer Gonzalez and Zaretta Hammond in Cult of Pedagogy, September 10, 2017,
https://www.cultofpedagogy.com/culturally-responsive-misconceptions/
“Too often, when children struggle to read, educators assume the problem lies within the children themselves,” says Deborah Wolter, a literacy consultant in the Ann Arbor Public Schools, in this article in Phi Delta Kappan. “But in fact, decades of research have shown that whatever children’s innate skills, strengths, and abilities may be, what really matters are the beliefs, attitudes, and actions of the teachers and other adults in their lives.” Wolter believes schools need to ask three key questions:
In this article in The Reading Teacher, Laura Tortorelli, Ryan Bowles, and Lori Skibbe (Michigan State University/East Lansing) describe the perennial challenge of preschool and kindergarten teachers: how can they assess how many letters of the alphabet their students can name at the beginning of the year – a time-consuming task that must be done one-on-one with each student – and then monitor students’ improving proficiency throughout the year? Having data on students’ letter name knowledge is important for three reasons:
“It’s indisputable: disinformation, hoaxes, propaganda, and hyper-partisanship are increasingly global phenomena,” says Renee Hobbs (University of Rhode Island) in this Knowledge Quest article. “Educators, librarians, policymakers, and community leaders are wondering about the implications of the changing information landscape. Anyone can publish and promote anything, and increasing political polarization is being combined with feelings of powerlessness, disillusionment, apathy, and indifference to truth in a way that may compromise the future of our democracy.”
One result of all this is the increased prominence of conspiracy theories, some of them old chestnuts (the Kennedy assassination, UFOs at Roswell, New Mexico), some more recent (drug companies and the FDA intentionally suppressing natural cures for cancer), and some that turned out to be true (the Tuskegee Institute/U.S. Public Health Service experiment on African-American men beginning in 1932). Hobbs believes a well-planned high-school curriculum unit on conspiracy theories is a worthwhile use of academic time. She suggests these Enduring Understandings for such a unit:
And here are some Essential Questions for a unit on conspiracy theories developed by Dave Fosco and Rebecca Russo in their semester-long course at Arthur L. Johnson High School in New Jersey:
“Teach the Conspiracies” by Renee Hobbs in Knowledge Quest, September/October 2017 (Vol. 46, #1, p. 26-31), no free e-link available; Hobbs can be reached at [email protected].
In this New York Times article, Aaron Carroll reports on two cost-benefit analyses of later high-school opening times. According to a 2011 Brookings Institution study, the additional cost of starting at 8:30 a.m. or later is about $150 per student for transportation, but the benefit in improved academic achievement is the equivalent of two additional months of schooling, which the researchers calculated would add about $17,500 to each graduate’s lifetime earnings.
A more recent RAND Corporation study calculated the impact of revised start times (no earlier than 8:30) for middle and high schools, looking state by state and year by year at a variety of factors, including car accidents, lifetime productivity, and the multiplier effect of one person’s benefits on others. The study found that pushing start times forward would have a negative financial impact at first - $150 more per student for transportation and $110,000 per school for upfront infrastructure upgrades. But by the second year, benefits would begin to outweigh costs, and over the first decade, later start times would contribute $83 billion to the U.S. economy.
Of course there are other factors, says Carroll – for example, parents having to make adjustments in their personal and work schedules to accommodate later start times – but even with these additional costs, the benefits of later start times outweigh the costs. And the RAND study may have underestimated some factors: they weren’t able to put a dollar estimate on the impact of inadequate sleep on teens’ depression, obesity, overall health, and suicide.
“Some schools are beginning to take this seriously,” Carroll concludes, “but not enough. When it comes to start times, the growing evidence shows that forcing adolescents to get up so early isn’t just a bad health decision; it’s a bad economic one, too.”
This year’s Phi Delta Kappan poll of U.S. opinions about the public schools reveals the following:
A timeline of the earth’s average temperature since the last ice glaciation – This cartoon depiction from Vox maps events on our planet against average temperature over the last 22,000 years: https://www.vox.com/2016/9/12/12891814/climate-change-xkcd-graphic
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About the Marshall Memo
Mission and focus:
This weekly memo is designed to keep principals, teachers, superintendents, and others very well-informed on current research and effective practices in K-12 education. Kim Marshall, drawing on 48 years’ experience as a teacher, principal, central office administrator, consultant, and writer, lightens the load of busy educators by serving as their “designated reader.”
To produce the Marshall Memo, Kim subscribes to 60 carefully-chosen publications (see list to the right), sifts through more than a hundred articles each week, and selects 5-10 that have the greatest potential to improve teaching, leadership, and learning. He then writes a brief summary of each article, pulls out several striking quotes, provides e-links to full articles when available, and e-mails the Memo to subscribers every Monday evening (with occasional breaks; there are 50 issues a year).
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• Publications (with a count of articles from each)
• Topics (with a count of articles from each)
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Core list of publications covered
Those read this week are underlined.
All Things PLC
American Educational Research Journal
American Educator
American Journal of Education
AMLE Magazine
ASCA School Counselor
ASCD SmartBrief
District Management Journal
Ed. Magazine
Educational Evaluation and Policy Analysis
Educational Horizons
Educational Leadership
Elementary School Journal
English Journal
Essential Teacher
Exceptional Children
Go Teach
Harvard Business Review
Harvard Educational Review
Independent School
Journal of Adolescent and Adult Literacy
Journal of Education for Students Placed At Risk (JESPAR)
Kappa Delta Pi Record
Knowledge Quest
Literacy Today
Mathematics Teaching in the Middle School
Middle School Journal
Peabody Journal of Education
Phi Delta Kappan
Principal
Principal Leadership
Principal’s Research Review
Reading Research Quarterly
Responsive Classroom Newsletter
Rethinking Schools
Review of Educational Research
School Administrator
School Library Journal
Teacher
Teaching Children Mathematics
Teaching Exceptional Children
The Atlantic
The Chronicle of Higher Education
The Journal of the Learning Sciences
The Language Educator
The Learning Professional (formerly Journal of Staff Development)
The Reading Teacher
Theory Into Practice
Time Magazine