What if every student were curious, self-motivated, and passionate about their learning? Wouldn’t our classrooms be more joyful and dynamic and our schools be more innovative? In this white paper, Kristin Rouleau lays the groundwork for a powerful new model for school improvement—an inside-out, curiosity-driven approach—that looks for and builds on schools’ bright spots in ways that go beyond improvement and help unleash both student and educator curiosity. This innovative approach relies on a school’s readiness to commit to shared values within a purposeful community, a focus on teaching and learning, support for professional growth among teachers using a triad peer coaching model, and a consistent, deep practice that weathers the storms of change.
All posts by McREL.org
Curiosity Works™ is what McREL is calling our new approach to school improvement and innovation. It incorporates our existing What Matters Most® framework that for years has been helping educators worldwide to spend their time and effort most effectively, and it adds an exciting new focus: harnessing the power of curiosity to drive ever-greater performance from students, teachers, and school leaders.
No two schools are alike—heck, no two school days are alike. So, in keeping with McREL tradition, the aim of Curiosity Works is decidedly not to impose a rigid program that must be followed unimaginatively. Rather, it aims to inspire teachers and leaders within a school to grow the courage and capacity to make things better without waiting for orders from the outside.
Nevertheless, our decades of consulting and research work have shown that many school leadership teams (we call them research and innovation teams) undergo similar phases of development when they get serious about improvement and innovation
Some of the best-known therapeutic techniques for people suffering the after-effects of trauma include art therapy, music therapy, and exercise. Sound familiar? These also happen to be the “specials” that we sometimes think of as distinct from academics. However, for traumatized students who have trouble concentrating, they could hold the key to accessing learning throughout the school day, McREL CEO Bryan Goodwin proposes in the December 2017 issue of Educational Leadership magazine.
Goodwin recalls that it’s been 20 years since the director of a popular weight-loss program revolutionized our understanding of the long-lasting impact of emotional trauma by observing that nearly half his patients had experienced such difficulties in childhood as being abused, witnessing domestic violence, or having an incarcerated parent. Perhaps these “adverse childhood experiences” contributed to their overeating—and other risky behaviors—as adults.
Brain research has supported this proposition, uncovering brain abnormalities that would make it hard to regulate emotion and concentration—and thus make it hard to learn—in people suffering from chronic stress or post-traumatic stress disorder.
Research suggests that the level of incivility in the U.S. is rising. As we publicly battle out our issues in every arena—on our roads, in schools, on social media, in the check-out lane—we’re exhausting our collective ability to empathize with each other. In his latest column in ASCD’s Educational Leadership, McREL’s CEO and president Bryan Goodwin looks at the research and wonders why the shift away from empathy began, and how, as educators, we might help reverse this trend.
Empathy is feeling with another; compassion is feeling for another. Either would lead us to behave ethically toward the people around us. But, to social scientists and brain researchers, they differ in a crucial way: Compassion can be taught and better sustained than empathy.
In Major League Baseball, game data have been a constant, with RBIs, batting averages, and ERAs long-serving as measurements of player and team performance. The end goal for all teams, year after year, has also been a constant: win a World Series championship. What has changed more recently are the metrics: measurements that are used to track and assess the status of progress. Thanks to Moneyball, most of us know the story of the 2002 Oakland Athletics baseball team and their relentless commitment to dissecting player data in new ways, which helped them assemble a low-budget ball club that won more games and eventually entered the playoffs. Since then, many teams across the entire landscape of baseball have changed the way they do business. They’ve found a better way to use data to identify good players who were previously undervalued.
What if an entire region of schools and districts took a similar approach to addressing challenges with early literacy? What would that look like?
The Reading Now Network of West Michigan and its ongoing work on addressing challenges with early literacy could provide a glimpse of what is possible.
The Hamilton County Department of Education’s decision to adopt McREL’s Balanced Leadership framework during the 2017–18 school year was recently profiled on The Chattanoogan.com, an online daily newspaper in Tennessee. This leadership development training and coaching will be connected to the district’s mission and vision, and is intended to focus on specifically supporting school-level leaders. The article quotes McREL consultant Mel Sussman, who explained how school- and district-level leaders will gain access to “a validated research model in how quality, shared instructional leadership should be carried out throughout the district.” Justin Robertson, the district’s assistant superintendent of curriculum and instruction, expressed that learning about “McREL’s research-based findings that link school-level leadership with student achievement,” will help ensure that the district’s students are college- and career-ready upon graduation.
Why do we have to learn this? Many students challenge teachers with this question and, for a teacher without the answer, it can be mortifying. In an instant, your authority is undermined and your confidence is shattered.
Don’t get mad, get ready! While we could do without the eye-rolling that frequently accompanies this inquiry, the question itself is perfectly valid. We should ask ourselves before every lesson, Why do my students have to know this? Finding the answer is part of being intentional with one’s instruction—and it’s one of three key imperatives for effective teaching, along with being demanding and being supportive, that are discussed in McREL’s The 12 Touchstones of Good Teaching.
Being intentional means that teachers know and understand why they are doing what they are doing in the classroom to coach their students to deeper understanding and knowledge.
Solving a problem is great. Even better is when solving one problem helps students form a schema that they can use to solve future, more complex problems, McREL CEO Bryan Goodwin writes in his “Research Matters” column in the October 2017 issue of Educational Leadership.
Schema is the researchers’ term for the experience required to innovate solutions to new problems, Goodwin writes, offering two examples of careers that require the instantaneous meshing of learning, experience, and new data: airline pilot and chess master.
Teachers are surrounded by the greatest professional development resource ever created: other teachers. So, doesn’t it make sense to team up for mutual support and growth? In this white paper, we describe the research that supports peer coaching and lay out the components of an effective coaching triad, with participants taking turns coaching, being coached, and observing. While school leadership can promote an environment that values and encourages trusting working relationships, the real work of coaching needs to be planned and executed by teachers themselves, the authors say.
The superintendent of the Rome City School District in upstate New York won praise from his board recently—and by extension so did McREL’s Superintendent Evaluation System, which is based on McREL’s Balanced Leadership™ Framework. The Rome Sentinel reported that new Superintendent Peter Blake finished his first year with a “proficient” rating following a McREL evaluation process, which the Sentinel explained is a notable achievement for a first-time superintendent given the rigor of the McREL superintendent evaluation process. The board adopted the McREL evaluation system two years earlier because it was “more comprehensive” than their previous process. The McREL Superintendent Evaluation system helps district leaders and boards focus their reviews on:
- Purposeful community – using assets to accomplish goals that matter to all community members.
- Managing change – understanding the implications and adjusting leadership behavior accordingly.
- Focus of leadership – targeting appropriate areas for school improvement efforts.
- Management – having a system in place for organizing the work of the school district and prioritizing student learning and safety.