
Solitaire-playing legislators draw criticism
They do what they do.
Thinking about schools and peers and parent-child attachments....I came across one of my favorite posts .
My local school district is talking about reinventing the high school around a project-based learning model. I don't know much about this stuff, but I'm concerned about some of the things I'm hearing. Are you aware of any scholarly research that's been done on PBL? There will be some public forums coming up soon, and I'd like to have some hard evidence (one way or the other) to rely on. I just recently found your blog, so perhaps you've written something on PBL that you could recommend as well?
In countries where there is a single health care system -- and thus a single pool of money to pay for it -- it is somewhat easier to control costs. Britain's NHS often decides, for example, that it won't pay for kidney dialysis for a 90-year-old. That means somebody's grandmother will die, but at least Grandma and her relatives know that the money saved is going to be used to help some sick baby or some accident victim.
Q&A with Correspondent T.R. Reid
In countries where there is a single health care system -- and thus a single pool of money to pay for it -- it is somewhat easier to control costs. Britain's NHS often decides, for example, that it won't pay for kidney dialysis for a 90-year-old. That means somebody's mother will die, but at least Mom and her children know that the money saved is going to be used to help some sick baby or some accident victim.
The politics of education was a disappointment and a shock to me. Our boards of education are purely political entities, state boards of education even more so. The two largest teachers groups, the National Education Association and the American Federation of Teachers, are nothing but political organizations. Throw in the colleges of education [which] are populated by frighteningly political professors, and you have lots of people in power with plenty of axes to grind, many of which bear only tangentially on education. Our schools should be places where barriers are removed and doors of opportunity are opened through the common denominator of knowledge, but they should never be tools of social engineering.
There are too many people in education who think that science and math are elite subjects. They think they are too difficult for the average student and therefore are not to be emphasized in curriculum or in practice. These people are wrong. Science and math not only provide essential information, but they give us a logical and critical way of thinking. Science is a process of thought as much as it is a body of knowledge Science and math should be part of all instruction, enhance all instruction, and clarify all instruction. Sadly, the same people who want to reserve science for the few are the same people who don't want us to teach phonetic reading, civics, or geography.
I can tell you where [it] shouldn't go. The consolidation of science curriculum into general science instead of its component disciplines is nothing more than a dilution of scientific knowledge to accommodate the shortage of qualified science teachers. We saw the same think happen when "social studies" was substituted for the real disciplines of history, geography, civics, and economics [ed: right, Catherine?]. And look what a mess that has turned out to be!
The drop out rate of first-year teachers is ridiculously high. The children don't seem to want to learn, and their behavior runs from difficult to outrageous. Our schools have, frankly, fed their students a load of manure. At the very least, the first-year teacher feels that their training doesn't reflect the real world. They become disillusioned, frustrated, and angry with themselves and the system and they quit. It is a terrible waste of time and talent. Show me a teacher who went into education just because they love children, and I'll show you a person who will be found bound, gagged, and abandoned in her closet by a group of third graders some time in mid-September. What you have to love is knowledge.
I see school systems that seem to have decided their first and only function is educating their students in a rigorous and challenging curriculum, and those systems are beacons of light in a dark night. It is interesting that these positive changes seem to be all in small and isolated spots. There aren't any "big course" corrections coming out of our colleges of education.
Part of the problem is teacher preparation. Another problem is our decision to excuse poor performance instead of correcting it. Starting in the 1970s, there was a "feel good" movement that pushed for a mea culpa for the world's ills by giving students a pass on anything that might make them feel challenged. What we got was a generation that was very comfortable with failure. We are having a hard time recovering from that, because the students who grew up with that are now teaching the next generation of teachers.
If we are going to compete with students in the emerging nations, especially in Asia, we are going to have to stop using schools for social experimentation and return to using them for education. We are going to have to accept that students must be reading fluently by third grade. They must be ready for algebra in eighth grade.
Many theorists in the educational community will be shocked to hear me say that I reached all of my students by teaching to the top of the class. You put in plenty of safety nets to catch the students who need extra help, but the forward direction of the class should always be the top. By doing that, you make sure you reach the students who will return the biggest bang for the buck, and you make success the standard. The key is to assume that most of your students can achieve the same standard. You help everyone, but hold no one back. . . Not that my class was a democracy. I was in charge, and any one who doesn't think that children need a leader hasn't tried to organize so much as a rock fight.
"You won't believe what happened to me this week. I checked an elderly diabetic into my hospital. The guy had a lot of troubles. A great guy, but he just can't manage his diabetes. I had operated on his foot a few weeks ago. And what do you know? As soon as he heals, he goes on a bender. His sugar goes out of control. He was in terrible shape. I checked him into the hospital because I suspected he had an aneurysm ... If he tested positive, I knew I had to operate immediately, the next day. That baby could blow any minute and he would bleed to death."Well, the PCP (primary care physician) who is my patient's gatekeeper just called me. Because he represents the HMO, the gatekeeper has to approve the bill. He thinks I should not have admitted my patient into the hospital for the tests. He questioned my judgment. He told me I was practicing bad, wasteful medicine. He threatened to throw me out of the insurer's network of doctors if I kept this up. I lost my temper. I told him in no uncertain terms that he just does not understand my kind of medicine. He's out of his league-out of his depth."[snip]I have heard Paul's plaint many times in the course of the research I've conducted for my Harvard Business School case studies and after the lectures I've delivered to hundreds of health care groups. I know from decades of interactions with business organizations that when colleagues cannot communicate with each other without rancor and misunderstandings, when competence and motives are questioned without cause, the organizational culture has gone terribly wrong. In successful organizations, confrontations of this sort lead to intervention and analysis by upper managers, and ultimately to a plan to correct the problem ... but in most managed care organizations, this kind of culture does not exist.[snip]Here's how a successful health care organization handled a similar problem.Joan is the Oklahoma-based technical specialist for a firm that manufactures life-support equipment. She is notified that the device in a Louisiana hospital is not working properly. The hospital has no backup and has tried all the usual remedies to no avail. This too is a life-or-death situation that calls for immediate action. But, unlike Paul, who had to "consult" the PCP before he could act, Joan can proceed to do what she knows to do: she e-mails a request to her manager for permission to ship an expensive replacement device ASAP. Permission is expeditiously granted. She also knows that if she does not receive a response within 15 minutes, she is authorized to proceed on her own. Here, everyone cooperates: all efforts are properly focused on the right and expeditious thing to do for the patient's well-being.Why are these two situations so glaringly different? It is not the existence of clear procedures in one case and not the other. They could have made a difference, of course. But the core difference is that Joan's organization has a culture that lends itself to the development of such protocols and Paul's does not.People in an organization whose culture relies on a shared vision are positive and action oriented rather than negative and blame oriented. They want to work things out, find solutions, and serve their customers. ... The culture helps them realize that a confrontation is not a clash of personalities, but rather a sign that something deeper is going wrong and a signal that it must be fixed to preserve the organization's ability to perform its mission.In health care, a productive organizational culture means finding ways to help patients. But such cultures have become rarer and rarer in managed care organizations and hospitals for reason that we will explore....Who Killed Health Care?pp. 29-32
Ten years ago both the structure and the culture of Adlai Stevenson High School in Lincolnshire, Illinois, reflected it commitment to the traditional task of sorting and selecting students.[snip]In this structure, teachers saw themselves as quality control inspectors. Their job was to present information as clearly as possible, assess the aptitude of each student, and promote student success by placing students at the appropriate ability level. Assigning grades according to a bell-shaped curve was a common practice that, by definition, limited the number of students who could achieve at a high level and ensured that a certain percentage were destined to fail. The “teacher as quality control inspector” had little need to collaborate with others. There was no compelling reason to coordinate curriculum, instruction, or assessment with colleagues teaching the same course.Teachers were not only isolated from one another but from parents as well. No active parent organization existed other than booster groups for specific student activities. Teachers were required to communicate with parents only when a student was in danger of failing. Further, the primary means available to communicate student failure was an individual letter to each parent. Thus, parents received a progress report only if failure was imminent. The majority of parents had no idea how their child was doing until they received a repot card in the 10th week of the semester.
“Restructuring Isn’t Enough by Richard DuFourEducational Leadership April 1995 p. 33-24
Can anyone think of a good reason for the only required book for 10th grade Honors English to be Lies My Teacher Told Me by James W Loewen?
No, they apparently weren't doing it as an example of propaganda. No, I did write English and not History.
Lastly, there’s the question of how valuable the 30 different books for 30 different kids approach really is. I was trained in Readers Workshop and had to use it in my classroom. It wasn’t effective, or satisfying. It becomes almost impossible to have deep, rich conversations about books. You can’t possibly be familiar with every book every kid is reading, so you’re encouraged to ask questions that are not terribly deep or interesting: Can you describe the setting? Which character are you most like? Are there any questions you wish you could ask the author? It’s a kind of cookie-cutter, paint-by-numbers way to teach literature. If today’s mini-lesson is “Good readers pay attention to what characters say and do” (yes, we actually teach that to 5th graders) it doesn’t matter if we’re talking about War and Peace or Captain Underpants. At one level, that’s true. At another, it’s just plain silly.
You can easily say “not every child participates in those rich, whole-class discussions.” But not every child is engrossed in reading in the reader’s workshop either. A lot of them are just going through the motions.
We should also step back and ask for a moment whether many of today’s students who are disengaged are because of the substance of the material, the quality of the teaching, or because they haven’t been taught to read so encountering challenging literature is frustrating for them? Good stories have timeless appeal and as the Eduwife – a former high school literature teacher herself — likes to point out, if you can’t make many of the classics, with their sex, violence, and foul deeds exciting for students then you’re in the wrong line of work.
Call Me E.D. Hirsch