iceberg

Beyond the tip of the iceberg

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“What does ‘good’ look like?” This is a question I am often asked in my work in schools and kura across the country. In any change or improvement initiative, it is getting your head around what it is that is being asked, for that is often the biggest barrier for staff to engaging in the change process. This desire to understand the vision for good and effective is one of the key things that drives the enthusiasm for wanting to go and see ‘it in action’ in other settings. It has teachers and leaders hopping across cities, provinces, the country, and even the globe to visit schools who are perceived to be thought leaders and have the reputation for doing things well.

Visiting others is hugely valuable! One of the real challenges of visiting other settings, though, is that anything you see is always simply a thin slice of the reality. You miss a huge amount just walking around and looking. Even if you get to talk to leaders, teachers, and students you will still only scratch the surface. There is the metaphor of the tip of the iceberg, and the image is often shared of the iceberg with the visible stuff like buildings, routines, policies, etc., being ‘above the water’ and all the other factors like school culture, relationships, etc., being below the surface.

iceberg

The challenge is how to get a sense of all the things that have had an influence on where a school is today but may not be immediately visible in a one-off visit. Things like:

  • History — everything will be as it is for a reason. Events in the past will have influenced the trajectory and pace of change towards the current state. In order to understand where things are now you need to know where they have come from and what has influenced why they look like they do now.
  • Tangata Whenua — who are and have been the significant influencers of the change processes and directions? They may well have been those in formal positions of responsibility and leadership, but they may equally well be those who exerted informal and more ad-hoc leadership.
  • External people — who have been the ones who have influenced the influencers? Those who people have met, listened to, read or read about, or visited themselves. Also, those who the same people have been deliberately trying not to follow. Those who formed the negative examples.
  • Influencing voices — family and whānau, student, and community voices are all often overtly gathered and inform change.
  • Physical realities — things like budgets, buildings, and even which direction the prevailing wind is from, or natural disasters, can hugely influence what a school reality is like in its present form.

The list above could go on and on. The challenge is how to get a sense of these factors and the influence they have had on the reality you see before you, as you step into, and walk around, any educational context. I think of all the things that have influenced me in my career as an educator:

  • thinkers and authors like Sergiovanni, Peter Senge, and Michael Fullan
  • colleagues — both leaders and educators
  • bodies of thought and educational movements like Reggio and Waldorf/Steiner
  • all the settings I have taught in and led, and even my own classroom and other educational experiences.

One thing that has helped me make sense of all these different and competing things are graphic frameworks and models for how systems work. I really like pictures, and largely follow the mantra that if you can’t draw a picture of a system or idea then you don’t understand it well enough yet. Diagrams and models help me make sense of the complexity of ideas and are particularly helpful in explaining things to other people. If I am looking at any new ideas, I am particularly looking for ones that are supported by clear and concise graphics.

In the past few years I have become quite deeply involved in the New Pedagogies for Deep Learning programme led by Michael Fullan. One of the things that attracted me to this programme initially was the cohesive structure and concise diagrammatic outline of what ‘good’ looks like and the key components of effectiveness it describes.

pedagogies for deep learning

For me, and schools I am working with in the programme, the NPDL framework captures key elements of good practice and provides a structure for identifying what both next step and long-term improvement focuses could be. The tools and rubrics also give lenses for examining practices you observe in your own context as well as others you may be visiting. The experience and thinking of the NPDL Global Team, including Michael Fullan, means that there is also tremendous intellectual and practical rigour in the learning and change design processes NPDL uses. A key component is also being able to customise and personalise the NPDL experience to each context and having the ability to moderate and share practice in local, nation, and international forums.

In your context, and as you consider your change initiatives over time, here are some key questions to reflect on:

  • How do YOU ensure that you are getting beyond the ‘tip of the iceberg’ in understanding your setting and its history, people, etc?
  • How do YOU get a collective picture of ‘good’ and ‘effective’ you can move towards?
  • How do YOU measure and manage improvement and change in your setting?
  • How do YOU scale up what you find does work?
  • Can YOU draw a picture of what you are aiming to achieve?

To find out more about how the NPDL programme can support you do these things (and more) get in touch with one of the team.

 

Image credits:

  • Iceberg: By AWeith [CC BY-SA 4.0 (https://creativecommons.org/licenses/by-sa/4.0)], from Wikimedia Commons
  • NPDL diagramme from CORE blog

 

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stand out

What’s your point of difference?

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stand out

With Auckland’s ever-expanding population, marketing for roll growth is not something a large number of schools have as a priority at the moment. But, what of those schools with a declining roll? Or those that have a hanging legacy to try and cast aside? Getting students through the door and growing a school can, in some cases, be a real challenge. And it’s not just students, what about attracting high-quality teaching staff? Auckland is a prime example of an area that is crying out for teachers. The media is constantly full of articles sharing the stories of teachers who have left the metropolis for the regions. Whether it’s cost of living or simply trying to get onto the property ladder, some of New Zealand’s larger cities are losing teachers at an alarming rate.

As someone who visits a lot of schools, I often find myself wondering what each school’s point of difference is. With my ‘parent-of-a-child-who-is-just-about-to-start-school’ hat on, what is it that would make me send my son to your school? What I’m talking about is a school’s value proposition. In marketing terms, it is defined as ‘an innovation, service, or feature intended to make a company or product attractive to customers.’ In real-world terms, I’m asking to see not just what the school does very well, but also how it is different from other schools around it.

Now, please do not misunderstand me — I’m not looking to start a marketing war between schools with flying accusations of poaching one another’s cohorts. I’m simply wondering whether leaders who are responsible for enrolments and appointments have considered what it is that makes their school special. Of course, most of us value our teaching and learning environments. It’s what makes teaching in New Zealand such a pleasure, knowing that no two classrooms or schools are the same. We have the freedom to develop our own thinking, direction, and culture within our individual environments and at a wider school level. My question is: Has this been formatted into a ‘unique value proposition’?

“Also known as a unique selling proposition (USP), your UVP is a clear statement that describes the benefit of your offer, how you solve your customer’s needs and what distinguishes you from the competition. Your unique value proposition should appear prominently on your landing page and in every marketing campaign.” (Unbounce.com)

Whether it’s your extra-curricular options, your incredible inquiry model, and delivery plan, or sporting success, unfortunately, many prospective parents and employees start at the same place: Decile. With the upcoming system changes and transition to the MoE anonymous targeted funding initiative, or risk index, things are going to change. But, that is never going to extinguish any fires burning from previous negative associations and, until the new system is fully embedded, decile ratings (both past and present) will significantly influence people’s perceptions.

Do what you've always doneHaving recently visited a school with my parent hat firmly fixed on, I left with as many wonderings as when I stepped inside the doors. I couldn’t shake the question, ‘what else?’ Everything I was shown was fine. There were opportunities for growth and learning, steps being taken towards modern learning practice, and dabbling in the ILE world. All was absolutely… fine. So, why couldn’t I shake the question? It’s simple really. Being okay isn’t okay. Teaching and learning under the ‘That’s-What-We’ve-Always-Done’ mentality is just never going to be okay. I don’t for one second think this is the case in the school I visited. I wholeheartedly believe they had innovation and powerful opportunities for engagement and empowerment happening within the school; I just couldn’t see it. Their website touched on it, their inquiry model certainly talked about empowering learners and self-exploration, but as a visitor to the school and prospective parent, it wasn’t in front of me. No matter what question I asked or how subtly I pushed, the school’s uniqueness didn’t shine through. And it made me wonder… Is this what visitors to the school see? Is that okay? To a parent outside of education, what was shown was similar in some ways to the education they received. Surely that wasn’t the school’s unique value proposition?

Do more of what makes you awesomeIn the busy life of schools, the must-dos of governance and Ministry requirements are, at the very least, time-consuming. Little time is left for the ‘should dos’, and they are dealt with the best they can be. For example, we should be promoting teaching as inquiry and establishing strong relationships both within and across schools. We should be strengthening our repertoire of skills and letting the ‘pockets of promise’ shine through. But what about the ‘could dos?’ It’s here that schools have an opportunity to push beyond the norm and define themselves as genuine institutions of modern learning. After the charter has been submitted and the data has been analysed, many leaders have little time to engage in purposeful conversations around pushing the boundaries of education. This is by no means a criticism; just the reality of the incredibly high pressured life of a leader in education. So often I’ve seen the pendulum swing away from future-focused education towards governance and accountability. And, it’s here where facilitators and consultants like myself have an opportunity to help make a significant change. Our role is not to show schools the way. We don’t have the map. But we do have the paper with which leaders can draw their own and decide on just what it is that makes them special.

On seeking the advice of a very experienced and highly-regarded, forward-thinking principal recently, he shared his insights on the direction he felt schools were headed. So many of his colleagues and fellow leaders were so preoccupied with governance, property, and finance (their must-dos), that their ‘should-dos’ received just a fraction of their time. It left nothing for the big questions. Where were they going? Where did they see their school in 5, 10, or even 20 years time? How were they providing learners with purposeful, agentic learning and focusing on the skills sought by businesses and future employers? Were they focusing on the key competencies and values within The New Zealand Curriculum and promoting communication, organisation, and collaboration (see here for a 2016 article via Linkedin)? The list of questions was endless and all were very much in the wider, strategic direction space. I, like many of his colleagues, simply had no answer.

There are many great thinkers and edutainers out there. They enthrall us with their vision of the future and incredibly simple explanations of the most complex concepts. But, just how often does it transfer into genuine change? So, I direct my final comments to leaders who are asking the questions but simply don’t have the capacity to find the answers. Find your map. Collaboratively, creatively, and with the support of colleagues both within and outside of your organisation. Sometimes that means someone like me has the honour of coming along with you on your collective journey, and sometimes it’s just a case of finding the time to prioritise your could-dos. Whatever you choose, whatever it is that makes your school shine, sing it from every rooftop and do it with pride.

Whāia te iti kahurangi ki te tūohu koe me he maunga teitei, Seek the treasure you value most dearly: if you bow your head, let it be to a lofty mountain.

 

References

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engage with the nzc

Are you engaging with the New Zealand Curriculum?

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engage with the NZ Curriculum

Most great conversations start with a really purposeful question. A question that’s simple but not simplistic. A simple question posed in conversation recently was, ‘Are you engaging with the New Zealand Curriculum?’ Before you answer, think carefully about what that question actually means. In my humble opinion the New Zealand Curriculum (NZC) is one of the finest documents created. It has guidance, it asks questions, it can define your view of education. In any purposeful conversation or debate, there is usually a catalyst. So, before I go any further, I’d like to extend my heartfelt thanks to Daniel Birch, Principal of Hobsonville Point Primary School, for being an incredible thought provoker in conversation today.

The New Zealand Curriculum is a 49-page document that should underpin the content and practice of every educator in every classroom in the country. But does it?

Most of us, myself included, focused initially on pages 16-33, studying the learning areas and objectives, planning carefully for good coverage and making sure that I was accountable. But that still leaves us 32 pages to explore. Taking out place-holder pages, covers, and glossaries, we are left with around 28 pages of information, advice, and guidance, and it’s these where tremendous value can be found. So, I return to my original question, are you engaging with the New Zealand Curriculum? Looking back at my own classroom practice, and allowing time for the question to genuinely percolate, no, not fully. You see, the document was never designed to simply be a reference point for teachers to choose what to teach. It’s an all-encompassing document that stresses the importance of teaching the whole child.

nzcWhen you look at the diagram, lifted straight from the document, it makes sense that about a third of the content is dedicated to Learning Areas. It could be argued that about a third of learning is assimilating knowledge in specific content areas. But what of the other two thirds?

Once again I return to the original question, are you engaging with the New Zealand Curriculum? All of it. With the pressure of National Standards and NCEA achievement targets, it stands to reason that there would be a logical slip towards knowledge in order to have something to summatively assess. Much of the brilliant research out there focuses on raising student achievement. As an example, John Hattie’s extremely highly regarded Visible Learning focuses on effect size and the influence on achievement. It’s a strong reminder that we are continuously surrounded by the language of achievement, value added and academic progress. But what of the main vision? What about the skills businesses value and are looking for? Don’t misunderstand my point, subject-specific knowledge very much has its place, but that place is just one piece of the complex puzzle that is teaching and learning. A wonderful colleague of mine mentioned recently that if we can get the values and key competencies right, the other things will sort themselves out. I think she has a point!

In recent years, the metaphorical pendulum has swung towards pedagogy and away from content. Most teachers and principals I engage with have a better understanding of research and how their students learn than ever before. Much of the challenge around maintaining this focus on powerful, meaningful learning opportunities lies with identifying our drivers. Why do we do what we do, not what we want as an outcome. Meeting a national standard or predetermined benchmark cannot and should not be a driver. It is an outcome. Put simply, achieving a standard is a result of good teaching practice with a balance of values, key competencies, and focus on learning areas.

Identifying Misconceptions

More recently, I was shared into a fantastic ‘What if’ style set of statements, post staff meeting in a large high decile school. The staff meeting had centred around inquiry and curriculum, however staff were given the opportunity to share statements at the end of the meeting to further discussion, challenge concepts, and share ideas moving forward. It was here that a statement was delivered by a teacher that reignited this post, displayed by a small pocket of teachers from within the school…

“What if the New Zealand Curriculum had been designed by educators and not politicians.”

Having not been present at the meeting, I am not fully aware of the conversations that took place and led to this statement being shared. However, I’m led to believe that the statement came as a result of discussion with a small group of teachers. I was left almost speechless. As someone who works alongside schools, my place is not to judge, it is to educate, facilitate, and provide opportunities to explore. It has never crossed my mind that there could be a pocket of people out there who believe the NZC was designed by politicians. In the design of the original NZC, the consultation process was long and extensive. Educators from across the sector were invited to share their thinking and shape the way we deliver education in this country.

The link between those engaging with only the subject matter and learning areas and those who believe the curriculum was constructed by people outside of education is immediately apparent. If you believe something has been constructed by someone who doesn’t understand your role, you simply won’t buy into it. It becomes learning that is done to you- the most ineffective of all professional learning.

Linking to Digital Technologies | Hangarau Matihiko

It has been a priority for many New Zealand teachers for several years and more recently has become a national priority via the Ministry. Much like the NZC, the current draft copy must not be interpreted as a set of learning intentions to be adhered to. It’s a broader, more holistic, approach to establishing digital fluency within today’s learners. It’s new, but it’s not really new. Many forward-thinking schools have continued to push the boundaries of education and digital possibilities for years. The development of the DT & HM curriculum is simply a step towards helping others be and do more. Like the NZC it incorporates a strong ‘why’ and detailed explanations around the value we need to place in developing wider skill sets to meet the needs of both future employers and our current learners. It is not prescriptive, nor is it a sequence of lessons or breakdown of modules to teach. Like every other learning area (both within and outside of the NZC), the intention is to use existing strengths within inquiry teaching and extend them using algorithmic and computational thinking.

However you view the curriculum, there are some things you simply cannot ignore. It was designed by educators for educators. The intention is to teach the whole child, not to teach the content areas. If you want to teach for success, there’s no better place than to start with the NZC and utilise it to its full extent.

 

Image Credits:

Engage image: Engage by Nick Youngson CC BY-SA 3.0 Alpha Stock Images
The New Zealand Curriculum

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thriving children

Learning to Thrive in a Transforming World

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thriving children

For most teachers, the beginning of a school year is an opportunity to look ahead with fresh eyes, thinking of our students and how best we can nurture and grow them as learners. In our schools, kura, and early years settings, there’ll be lots of activity around preparing the themes, topics, and resources required to inspire creative minds, not to mention the physical arrangement of the learning environments, scheduling of time, and allocation of tasks that will enable all of this to happen.

In the midst of this, many of us will be participating in some form of teacher-only time, where we take the opportunity to look at some of the ‘wider’ issues facing our work. For some, that may mean a fresh look at areas in the curriculum where learners need additional support, for others it may involve the introduction of some new, school-wide initiatives, while for others it may involve an opportunity to stretch ‘out of your comfort zone’ for a moment, and reflect a little on the bigger questions such as, ‘What is the purpose of education?’

The latter can be a challenging, and often uncomfortable, experience. How often do we hear “We live in exponential times!” to explain the constant pressure to change, and as an expression of the challenges ahead? But what does this really mean? And what are the implications for us as educators?

Wherever we look nowadays there seems to be another conference with keynote speakers professing to give a glimpse of the future — featuring examples of science fiction-type technological advances that are now becoming a reality. Whether it’s the prospect of flying cars, robots taking our jobs, or virtual reality providing places to hide from the real world, some find themselves endlessly fascinated with these ‘miracles’ of modern technology. For many, however, it can lead to feelings of being overwhelmed and ‘powerless’ when these things challenge and even threaten the very basis of our established norms and practices.

The simple truth is that we are facing times of unprecedented change, with lots of it happening as a consequence of technology, and all of it impacting significantly on the ways we live, work, communicate, and spend our leisure time. Much of this change is ‘unpredictable’, being the unintended consequence of some sort of intervention – all of which adds to the dilemma of how we respond, both individually and collectively.

The concept of schooling has always been premised on preparing young people for life in the adult world — as contributors to the “economic engine” that underpins modern society. Our current education system, which emerged in the middle of the 19th century and was designed to serve the needs of the Industrial Revolution, is facing significant stress. There is an increasing perception that our education system is failing to meet the needs of modern society, leading to a plethora of ‘school reform’ movements across the world.

Today, education has to be about learning to thrive in a transforming world.

The statement above should be printed across the doorway of all of our staffrooms and on the cover of all of our planning documents as we look ahead to 2018.

We need to be asking ourselves what we can do to enable each and every child, whatever their starting point, to flourish and lead fulfilling lives and to become responsible and active members of society. We also need to be open to exploring together what is the role of education in creating a fairer society.

To work towards this, here are three things that may be helpful to frame some of your thinking and planning as you prepare for your learners as they return for the new school year:

1. Focus on building capabilities

We must do more to shift from a system that has been predominantly focused on ‘front-loading’ learners with the knowledge and skills required to function productively in future society, to one that recognises change as the constant and prepares learners, of all ages, with the strategies and capabilities to cope with and feel empowered within this world of change.

Our school curriculum and the pedagogical approaches we use must inspire and motivate our young learners to develop the kinds of capabilities that are key to leading successful lives. This includes things such as creativity, critical thinking, problem solving, collaboration, and communication.

As you prepare for the coming year, ponder these questions…

  • How are the key competencies in the national curriculum really addressed in what happens on a day-to-day basis in your classroom and across your school?
  • To what extent do your students and parents/whānau regard the development of key competencies as a priority?
  • What is the evidence you look for and gather to ensure these are being developed?

2. Learning as a disposition

It is now widely acknowledged that learning occurs across diverse contexts and throughout our lifetimes – not only at school! We know that learners accumulate knowledge, skills, and competencies in formal and non-formal settings, and understand that, without regular maintenance, some knowledge and/or skills may depreciate with time.

As a consequence, we need to ensure the focus of our education system is on learning (i.e., ‘how’ we learn), and less on the content (i.e., ‘what’ we learn). We need to foster the development of a learning disposition that will ensure the learner is able to engage with and learn about new ideas, new skills, and new thinking as required throughout their life.

The concept of life-long learning is well established in our rhetoric and many of our policy settings, but it often exists as a vague intention rather than being a strategically and explicitly planned part of how we think and provide this within our ‘organised’ learning systems. Thinking of how you might give a greater focus to this in your context in 2018, you might ask:

  • How might you build a ‘language of learning’ among your students, staff, and community, where these capabilities are prioritised and reinforced through the learning endeavour?
  • How do you recognise and acknowledge learning that occurs beyond the school boundary – in clubs and after-school groups, across all domains – cultural, sporting, academic etc.?
  • How are you and your colleagues demonstrating a learning disposition in your personal and professional life, and what is the evidence of this learning on your approach to the work you do?

3. Learning involves everyone

The percentage of children who struggle to engage with education for a range of reasons, often connected with poverty, is well documented. The task of addressing the broad range of learners’ needs in our modern society cannot be addressed by schools alone. There is a clear recognition that unless the difficult questions about how to improve outcomes for learners and their families are tackled, the aspiration to build a more equal society cannot be achieved.

Education is critical to social and economic development and has a profound impact on the wellbeing of all in society. The old saying; ‘It takes a village to raise a child’ has special significance nowadays, particularly as the fabric of ‘the village’ is not as well woven as it may once have been. We need to be exploring new ways of enabling the village to work together again — dispelling the siloed mentality that so often separates the very services and supports that need to be working together to create a learning society. Some questions you may ask as you reflect on your start to 2018 could include:

  • What opportunities do you create for multi-generational learning to occur in your context – i.e., adults in the classroom, evening classes, project-based mentors etc.?
  • What use do you make of community resources and contexts for learning? What about access to community expertise? Is this reciprocated in any way?
  • How are you embracing the richness of diverse cultural backgrounds represented in your ‘village’ — how are different groups learning from each other in this way?
  • How might you initiate or cultivate a learning focus in areas of your community other than school – e.g., within local libraries, local clubs, and service organisations, health centres etc.?

Let’s make 2018 a year when we focus more intentionally and explicitly on the development of key competencies/capabilities.

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old classroom

The four most significant shifts in modern pedagogy

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We are at a stage in the teaching profession where it is an overwhelming task to know we are getting it right, for every child, every day. Yet what we know without a doubt is this: we want to get up, get it right that day, for those children who we have the chance to impact.

With movements to integrated, connected, and multidisciplinary curriculum that focusses on growth mindset, along with problem-solving and emotional intelligence, and ensuring that metacognition, student agency, and authentic experiences are at the heart of learning — no wonder we are overwhelmed!

Grant Lichtman, in his book Ed Journey 1, sums it up beautifully when he says, we are “perched on the cusp of two fundamentally different learning systems”. He goes on to discuss the frustration educators are experiencing as we try to tweak the industrial age model we have experienced for the last 150 years, to a new ecosystem model that reflects our wants of what we know is good teaching practice.

Recently, at a conference around future-focused education, I ran a workshop that summarised these shifts in education into four categories. I did so, in a hope that for an hour, I would give educators a chance to stop, take a breath, and clearly see what they could celebrate in their current practice, and hopefully give them some knowledge of where to head in their own professional development journey.

When I started the discussion, I talked about my own experience of primary school in the 80s and how, generally, the students that succeeded tended to be the girls, who listened well and finished their tasks quietly. I asked the group, if they were to summarise the four most significant shifts in pedagogy over the last few decades, what would they be? After their predictions, I countered that technology was not one of my main four, as I believe technology has always been present and impacted on pedagogy — the biggest shift has been the rate of changes in technology and keeping up with it!

So, I shared what I believe from my experience, research, and leadership in education to be the four most significant shifts in modern pedagogy.

four significant practices in pedagogy

1. Accessible, meaningful experiences for all as a focus. Gone are the days where a syllabus is one size fits all.

2. A move to visible teaching and learning. No longer are the mysteries of learning and progress held in the teacher’s head, with students ready to be spoon fed next steps on Monday morning at 9am.

3. Agency. Not just learner agency, but agentic teachers and schools building their own agency in teaching processes.

4. The move to flexible environments and systems. We see the new type of collaborative, flexible learning spaces being created and schools are challenging the old notion of ‘cells and bells’ and fixed timetables.

Over the next few months, I will unpack each of these four pedagogical shifts on this blog, with a hope that you will read it and celebrate the success you have accomplished within these movements. Hopefully too, the discussion of these shifts will give you a clear, less overwhelming focus on something you can put in place next. So that you can wake up, go to work, and know that you are doing your best in today’s challenging time of being a teacher.

Can I finish by saying, “Thank you, teachers, for all that you do’. You probably don’t get thanked enough, but thank you, because, if you are a teacher who is doing the best you can, reading educational blogs and waking up every day with a mindset to do the best for your learners, then those children are lucky. So, thanks.

 

1 Lichtman, G. (2014) #Ed Journey: A Roadmap to the Future of Education. Jossey-Bass San Francisco.

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