Architecture that allows spaces to be adapted in schools is a small step in the right direction. Control of one’s environment and space could support the productivity and motivation of both kids and adults. While the article also mentions the incorporation of greater natural light, it doesn’t mention other critical factors of school design such as air quality, noise reduction (perhaps the hanging cushions help?), or greenery.
John King lays out what makes a school successful for all kids
“The question, I think, for all of us is, ‘How do we ensure that these strong features of successful schools are in place in all schools?’ We also need to focus on the reality that schools that draw socioeconomically diverse student populations are not only likely to get stronger academic outcomes but also are able to prepare students for the diverse workforce and civic society of which they will be a part.
Not to say you can’t have a successful school with concentrated poverty — certainly there are such schools, and I was privileged to be principal of one. But it is significantly more challenging, and I think there are real advantages to working toward schools that reflect the diversity we value.”
There was an interesting recent the74 piece on a Philadelphia charter organization, Mastery, which takes low performing schools and works to “turn them around.”
Embedded within this article is the implication that a shift to a focus on the teaching of conceptual math, rather than “rote” procedural teaching, led to a swift downturn in math scores.
“So this year, the network began reintroducing teaching techniques that had been a staple at Mastery schools for years, while seeking a middle ground between no excuses and restorative practices. It’s a ‘journey of trying to find out what’s the right mix,’ Gordon said.
Specifically, the network is reintroducing procedural math instruction, which focuses on rote instruction like memorization and repetition.”
It seems worth digging into this supposition a bit more.
Is Mastery’s downturn in math scores due to the failure of conceptual math in general as a pedagogical approach? Or is it a failure of the network to attract and train teachers who can teach this type of math more effectively?
Or is it a failure in the assessments that were used as a reference? Or was it that conceptual math takes longer to “stick” and pay dividends? Or was it a failure of the curriculum they used to move in a more conceptual direction? . . .
What are the consequences of children interacting daily with AI voice assistants like Alexa or Google Home?
“There can be a lot of unintended consequences to interactions with these devices that mimic conversation,” said Kate Darling, an MIT professor who studies how humans interact with robots. “We don’t know what all of them are yet.”
I think the fears about transference of how kids talk to robots to humans is overblown here — after all, we all talk to our pets as kids but that doesn’t seem to taint our interactions with other humans. But definitely worth considering how these devices could potentially provide linguistic training and refinement of questioning as an educative tool.
Direct instruction in a “circle time” game could help promote self-control in children.
Researchers noted that “there could be educational implications to their results: ‘the irony may be that in devising strategies for parenting and schooling geared to a world of rapid technological change while neglecting the importance of traditional cultural practices, we may be contributing to a deterioration of young people’s attentive and inhibitive resources, thus promoting impulses toward instant gratification’.”
According to an evolutionary psychologist, high school poses “an unprecedented social challenge to our prehistoric minds.”
Could just as easily switch the word parent to teacher here: “the things that the parent thinks that the child should be concerned with (preparing for a career and developing important life skills) and the things that the child is emotionally driven to actually be concerned with (being popular and having fun) are often at odds.”
A little wildness and diversity can go a long way.
“In an Urban Forestry & Urban Greening study of vacant lots in Cleveland, Ohio, where economic impoverishment and a declining population have left some 27,000 lots to go feral, the ecosystem services provided by inner-city lots far surpassed those of carefully-tended residential and suburban spaces.”
An important reminder from Nikole Hannah-Jones what the word “public” means in the US — including both its dark side and it’s promise.
“as black Americans became part of the public, white Americans began to pull away.”
“schools, as segregated as many are, remain one of the few institutions where Americans of different classes and races mix. The vast multiracial, socioeconomically diverse defense of public schools that DeVos set off may show that we have not yet given up on the ideals of the public — and on ourselves.”
Success Academy’s Moskowitz gets called out by Politico
Suddenly, Moskowitz, one of the most vociferously and politically aggressive of education reformers, claims that “I … need to consider whether it is appropriate for me to use my position as the leader of a collection of public schools paid for with government funds to advocate politically.”
One volunteer I met, Liz Clegg, was running a center for women and children—it was the most reliable place in the Jungle to find, among other things, diapers and face cream—out of a sky-blue school bus that the actress Juliet Stevenson had bought on eBay and then donated. Clegg, a wiry fifty-one-year-old former firefighter from England, has lived on the road since she was seventeen. In the summer of 2015, she attended the Glastonbury music festival. Appalled by the “fuckload” of stuff that people had left behind, she filled her trailer with cast-off tents and sleeping bags and drove straight to the Jungle, intending to donate them. “I’d seen in a Sunday magazine that they needed camping equipment, and Calais’s, what, three hours away?” she recalled. “You couldn’t not do it.” She ended up staying.
Most volunteers left the Jungle at night for safety, but Clegg was there full time, serving as a nurse, bodyguard, counsellor, and surrogate mother to the camp’s hundreds of unaccompanied children, almost all of them boys. At one point, she lived in a shack with half a dozen kids. “We had to sleep with knives,” she told me.
I know, I’ve mostly stopped posting. A conflux of being-really-busy at work, getting-really-sick (turns out I’m allergic to a certain type of antibiotic), and being-overwhelmed-with-information (I get way too many newsletters) and needing to just kind of hit the pause button on everything. And winter.
I guess there’s some kind of game going on, but I’m not a football person, so I’m posting this instead. So here you go:
Former Secretary of Education John King is moving to CEO of Education Trust. But before doing so, his federal office created a great guide to increasing student diversity: Improving Outcomes for All Students: Strategies and Considerations to Increase Student Diversity. NCSD: http://school-diversity.org/pdf/improving-outcomes-diversity.pdf
I’ve always felt like we have a tendency in the world of education to over-emphasize differences between kids rather than focus on what is relatively similar. Similarly, in the world of science there’s often an outsized focus on gender differences. A recent book pushes against this narrative and stresses the social, environmental, contextual impact on creating those differences: “It’s the social circumstances that the fish find themselves in that sculpt their anatomies and their behaviors.” NPR: http://www.npr.org/sections/13.7/2017/01/26/511734926/the-science-of-gender-no-men-arent-from-mars-and-women-from-venus
“I asked Cher what had made her think that the Pigeon story could be a kids’ book. She paused, then said, of her work at the time, ‘There were two classrooms, the same size, the same kinds of kids in terms of age, background. Every day with their lunch, the children got a cookie that came in a cellophane wrapper. In one of the classrooms, the teacher would come around with scissors and snip the cellophane off each cookie wrapper. In the other classroom, the teacher said, ‘Absolutely do not touch those wrappers, do not help the children open them. These kids are motivated, they can open these cookies themselves.’ Sometimes there was a lot of struggle. The cookies might be pulverized by the time they were opened. But they were opened, each one of them. I knew kids could desire, fail, be angry, thrive. I knew that this was territory that made sense for them. Those Pigeon emotions made sense to them—that told me something.’ ”
—Rivka Galchen, “Fail Funnier” on children’s book author Mo Willems in The New Yorker
“…many trucking companies use cameras that automatically record a driver whenever there’s sudden braking, swerving or speeding up. But in one company Bernstein studied, the videos never go to management and are not used in performance reviews (unless the driver is texting-at-the-wheel dangerous). Instead, a team of coaches, whose only job is help drivers improve, receives the videos. Drivers, he says, like and trust that the system is there to help them, because it keeps their mistakes within a trusted circle of people who are not wielding power over their lives.
…In instituting these four forms of privacy—privacy within team boundaries, privacy limits on employee data, privacy in decision-making, and privacy about time—the organizations Bernstein studied refused the temptation to observe (or try to observe) everything. That refusal did not cost them profits or effectiveness. Instead, respect for privacy enhanced their success.”
Observations of teacher practice have become a rote chore of paperwork to try and please accountability mavens. Those same mavens then get in a huff when they don’t find a whole bunch of teachers rated ineffective.
How about you just let teachers observe one another and give each other feedback, and administrators just sit in on that process every now and then? You might find that to be much more effective than the rigmarole of compliance that teacher evaluations have become.
If you care about education, it’s worth paying close attention to what’s going down in Silicon Valley. The hyperdrive capitalism of venture investment, with its raw focus on the rapid scale of the highest performing and rapid failure of all the rest, parallels and in some ways informs edtech and charter models.
There’s certainly a healthy and necessary space in education for a private marketplace of rapid iteration, scale, and fail. But there’s also a necessity for the less efficient but robust, slow-growth, long-term models of public schools.
In The New Yorker there is an interesting piece on Y-Combinator’s Sam Altman relevant to this. It’s interesting purely as a biopic, but scattered throughout are insights into the driving mindsets and ethics of Silicon Valley. Let’s take a closer look at some quotes from the article with the frame of education in mind.
Altman, as he nursed a negroni after dinner, had his own warning for the timid: “Democracy only works in a growing economy. Without a return to economic growth, the democratic experiment will fail. And I have to think that YC is hugely important to that growth.”
Democracy needs a heck of a lot more than just a viable economy. It needs strong civic institutions and an active citizenry that has a shared understanding of how to engage with those institutions and of their purpose. Public education should serve the public in cultivating shared civic knowledge and values.
. . . In his book “Hackers & Painters,” Graham calculated that smart hackers at a startup could get 36x more work done than the average office drone—and that they would, therefore, eventually blow up employment as we know it. He made this sound patriotic and fun; how could an oligarchic technocracy go wrong?
Indeed? How could a focus solely on only the most productive and efficient members of society go wrong? In education, imagine if we only invested in the most gifted and talented. The rest would be herded into service professions or unskilled labor. A meritocracy! Wait. Isn’t that more or less how things used to be before the advent of a public education . . .
. . . And he told me, “It’s bad for the companies and bad for Silicon Valley if companies can stay alive just because they’re [associated with Y-Combinator]. It’s better for everyone if bad companies die quickly.”
This is a driving philosophy of venture capital and rapid scale that Silicon Valley pursues. Scale the few most successful ventures rapidly, and fail the remainder. With schools, we could only invest in and scale the ones that demonstrated strong academic performance — all the rest we would close. Sounds good, right? Kids should only be in schools that have demonstrated their worth.
But there’s a problem with rapid scale in terms of sustainability:
. . .The truth is that rapid growth over a long period is rare, that the repeated innovation required to sustain it is nearly impossible, and that certain kinds of uncontrollable growth turn out to be cancers. . . Every great startup—Facebook, Airbnb—has no idea why it’s growing at first, and has to figure that out before the growth stalls. Growth masks all problems.”
A school could be high performing, but not such a great place to be.
This isn’t to say that there isn’t a place for markets in the education system. A market doesn’t have to mean Silicon Valley style scale and fail.
…it’s possible to create a huge tech company without taking venture capital, and without spending far beyond your means. It’s possible, in other words, to start a tech company that runs more like a normal business than a debt-fueled rocket ship careening out of control. Believe it or not, start-ups don’t even have to be headquartered in San Francisco or Silicon Valley.
. . . You can simply start a business, run it to serve your customers, and forget about outside investors and growth at any cost.
Schools that do this work are the ones that get better: they put their focus on service to their students and families and adapt accordingly.
But there’s other ways that those who abide by the scale and fail model are investing in, recognizing the limitations of a brick and mortar approach. Venture capitalist Marc Andreessen (you may have heard of AltSchools?) lays out the long-game for software and tech in the education industry in this Vox interview:
Primary education in the US is a monopoly. It’s a public sector monopoly with very little competition. Even the charter schools end up under sustained attack for violating the monopoly. You see this most recently in New York with De Blasio trying to shut them down. A government-sponsored monopoly is not easy to move.
. . . New technologies tend to vaporize on impact with those institutions. The last thing a unionized public school wants to do is to fundamentally change how they operate. Of course they don’t want to adopt new technology. It’s antithetical to the philosophy.
So the solution? Software!
Look, there’s great potential for technology in the education sphere, and I think experiments like AltSchools and Udacity are well worth making. But Andreessen’s premise here is false. Having worked in NYC public schools for even the short length of time that I have, I’ve seen so many tech fads get readily embraced by educators and districts that it’s become ridiculous. Rather than “vaporizing on impact,” new tech fads rather seem to become desperately embraced and then just as hurriedly discarded. Harried educators and administrators would love it if a SMART Board or data system or robot would magically and rapidly improve the outcomes for their kids!
But I do think Andreessen makes a more balanced analysis and point here:
We can’t revamp the entire system. Nobody can. But I think more and more, there are gaps in what the current system can accommodate compared to what people actually want. There are opportunities to build on the edges, around the sides, parallel systems. And at the very least introduce choice. In the best-case scenario, it becomes a real challenger to the status quo.
I fully agree that there are massive gaps and many opportunities to better serve our nation’s students, and I for one welcome the evolution of edtech and tools and software, as well as the vibrant niches of effective charter models and networks. But we’re on a quixotic mission if we’re shooting for supplanting public education systems, rather than supplementing them.
The argument for why this is so can be viewed in statements that Barack Obama and Vox’s Ezra Klein have made about the function of public institutions vs. private ones (I’ve posted this before):
The final thing I’ll say is that government will never run the way Silicon Valley runs because, by definition, democracy is messy. This is a big, diverse country with a lot of interests and a lot of disparate points of view. And part of government’s job, by the way, is dealing with problems that nobody else wants to deal with.
. . . sometimes we get, I think, in the scientific community, the tech community, the entrepreneurial community, the sense of we just have to blow up the system, or create this parallel society and culture because government is inherently wrecked. No, it’s not inherently wrecked; it’s just government has to care for, for example, veterans who come home. That’s not on your balance sheet, that’s on our collective balance sheet, because we have a sacred duty to take care of those veterans. And that’s hard and it’s messy, and we’re building up legacy systems that we can’t just blow up.
I will say one thing about both government and private-sector production, which is something that I do think is important is there is an advantage to being willing to do kludgy, difficult, somewhat unpleasant things.
. . . As you say, there’s an attraction — recognizing the government is inefficient — to just saying, “Well, let’s just do cash transfer for everything. Let’s go UBI for everything.” But there is a lot that government does, often not that well, that somebody needs to be doing, because a lot of the people you want to help are actually really difficult to help. This is something . . . this is one of the things I believe strongly in policy that we underrate.
A lot of what we’re trying to do in government is not help people who want “free stuff,” but is help people who are actually very, very difficult to help. This is particularly true in health care.
And particularly true in education. The work of education is a slow, complicated, incremental process that will benefit from new technologies, software, and schools, but that will not rapidly scale, and provides a public service that makes rapid failure of massive amounts of schools or students a nonviable option.
The experience of being a part of a diverse and inclusive community is equipping me and my kids to go forward and connect and speak up in a world of difference, however messily. We proceed respectfully, and with eyes and ears wide open. We disagree, and we discuss. Our days have more texture, more color, more depth. There is tension, yes, and sometimes confusion; there are hurt and bad feelings, and there are misunderstandings. But there has also been so much joy. Despite the instinctive resistance to leaving “the comfort zone,” which all of us have, when we persevere through that feeling, we profit. It is the right thing to do. But it also feels really, really good.
. . . integrating our nation’s schools is not the whole solution — but I believe it’s a powerful step that will have a powerful ripple effect. I believe that integrated schools can have a powerfully stabilizing and sustaining effect in a time of chaos. I’ve already seen how my own community has anchored me, and many others, during this tumultuous past week. It is a place where we know we have a common investment in our future. It is a place where we talk and think about justice. It is something real and tangible in an increasingly virtual world. It is spiritual infrastructure.