
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
International Baccalaureate Middle Years Program (IB-MYP)
The IB program has been in existence for several decades and has now reached over 2,000 schools and 124 countries.It is an internationally recognized and highly reputable program designed to fully engage students with an aim of creating a better and more peaceful world. It is catered specifically to the early puberty and mid-adolescent student. The MYP helps students develop the attitudes, life skills and knowledge necessary to participate fully in a growing and changing world.
It is vested in the ethics and values of young people, and its unique characteristics allow students to make connections between subjects, link what they learn to the real world, and reflect on their learning.
MYP mathematics expects all students to appreciate the beauty and usefulness of mathematics as a remarkable cultural and intellectual legacy of humankind, and as a valuable instrument for social and economic change in society.
MYP Aims
The aims of any MYP subject and of the personal project state in a general way what the teacher may expect to teach or do and what the student may expect to experience or learn. In addition they suggest ways in which the teacher and the student may be changed by the learning experience.
The aims of teaching and learning mathematics are to encourage and enable students to:
• recognize that mathematics permeates the world around us
• appreciate the usefulness, power and beauty of mathematics
• enjoy mathematics and develop patience and persistence when solving problems
• understand and be able to use the language, symbols and notation of mathematics
• develop mathematical curiosity and use inductive and deductive reasoning when solving problems
• become confident in using mathematics to analyze and solve problems both in school and in real-life situations
• develop the knowledge, skills and attitudes necessary to pursue further studies in mathematics
• develop abstract, logical and critical thinking and the ability to reflect critically upon their work and the work of others
• develop a critical appreciation of the use of information and communication technology in mathematics
• appreciate the international dimension of mathematics and its multicultural and historical perspectives.
But some small businesses, like American Educational Products in Fort Collins, Colo. — it sells classroom teaching aids like flash cards, animal models, globes and relief maps — say the testing and labeling costs are crippling to their operations even though their products are safe. They want the law amended to exempt products that present little or no risk to young children.Another industry hit hard is the scientific equipment industry. Here are some stories as they affect science classrooms.
"The challenge as a small business is that I cannot do it all (the testing) immediately," said Michael Warring, president of AMEP. "I would have to spend a full year of revenue to test every product I sell."
Warring recently laid off four of his 70 employees. In his 15 years with AMEP, he has not had one safety recall or complaint about lead.
Even so, Warring says he is required to test samplings of all products he makes and sells for young children, which he said costs about $2,000 per product. The tracking labels will add another cost, he says, since they must be a permanent marking on each product.
Heathrow designs and manufactures items for use by trained laboratory technicians. ... Heathrow directly employs 13 individuals in Vernon Hills, Illinois and 1 in Great Britain. Heathrow recently received a request from one of its U.S. customers to certify that its products meet the standards set forth in the CPSIA.This isn't the only manufacturer that won't be passing CPSIA test for its microscopes. The solder on microscope light bulbs fails the lead test too. So
Why, you may ask, would a company that designs, and manufactures, products for use by trained laboratory technicians, in professional labs, be asked to certify that its products meet standards set forth in a law that deals with safety standards for children’s products? The answer is that..this particular customer of Heathrow sells the Heathrow product range into the middle school science classroom marketplace...Therefore, they think they need to have on file certification from their suppliers that these products meet the CPSIA standards...Our products are not designed for use by children... if products are not designed for use by children, they are not subject to the CPSIA. However, many companies are spooked by the fact that this law has mandatory $100,000 per occurrence fines and felony criminal sanctions. They do not want to go to jail for selling products that violate the CPSIA, nor can they afford to risk $100,000 per occurrence fines.
So, they will either get their certifications or drop the products. This means that our products will no longer be available for use by middle school science teachers (who apparently found a use for them in teaching biology, chemistry and other sciences)
"First, Michael Warring of American Educational Products reports that a school opted to stop using AmEP's rocks to teach Earth Science and will instead rely on a POSTER... The continued ragging of consumer groups about "toxic toys" sullies the reputation of all good companies and their good products. In this case, rocks take on the "toxic" tag because they contain uncontrollable amounts of base elements found in nature.
"recently a manufacturer of the Potato Clock decided to test its version for compliance with the newfangled CPSIA. In their eager beaver-ness, they shot themselves in the foot, discovering (horrors) that the insulation on the product's potato wires contain trace amounts of lead over the arbitrary limits of CPSIA...
First, the company decided that since it now knew of the test failure, it had an immediate reporting obligation under CPSIA Section 15(b). In addition, they concluded they had an obligation to immediately stop sale, since continuing to sell would be another "knowing" violation - yes, kids, that's a felony with possible penalties of jail time and asset forfeiture (goodbye house and car!)...
The CPSC, apparently, upon receiving this (unwanted) 15(b) report concurred - yep, the wire insulation exceeds the standard, and yep, you have to stop sale. No recall was required by the CPSC BUT the company appears to have decided almost immediately that an informal recall was mandated. Why might they have decided such a thing? Well, perhaps they had a generalized fear of liability from dealers who might be sued for selling this "dangerous" device if it ever came to light that the product had impermissible lead in the wire insulation....
But the WORST part of this story, the most chilling, is the part about the wire insulation. The Potato Clock was recalled for having too much lead in the wire insulation. Why did it have lead in it at all? Wire insulation contains lead because it is recycled vinyl, probably recovered principally from scrap of other wire...
The real problem comes from the fact that the Potato Clock utilizes "ordinary" wire. Everyone and everything utilizes "ordinary" wire. No specially-coated wire is used in children's products and even if it were available, it would be too expensive for this kind of application. Potato Clocks should use "ordinary" wire. If ordinary wire will always fail the CPSIA standards because of its insulation, then everything using wire in schools can't be sold for use by children under 13 years of age. This means, among other things, no electricity education before the 7th grade in this country (and only for the 13 year olds in the room - the 12 year olds will have to leave the room until their birthday)."
ALMOST TWO YEARS ago, my father was killed by a hospital-borne infection in the intensive-care unit of a well-regarded nonprofit hospital in New York City. Dad had just turned 83, and he had a variety of the ailments common to men of his age. But he was still working on the day he walked into the hospital with pneumonia. Within 36 hours, he had developed sepsis. Over the next five weeks in the ICU, a wave of secondary infections, also acquired in the hospital, overwhelmed his defenses. My dad became a statistic—merely one of the roughly 100,000 Americans whose deaths are caused or influenced by infections picked up in hospitals. One hundred thousand deaths: more than double the number of people killed in car crashes, five times the number killed in homicides, 20 times the total number of our armed forces killed in Iraq and Afghanistan. Another victim in a building American tragedy.
About a week after my father’s death, The New Yorker ran an article by Atul Gawande profiling the efforts of Dr. Peter Pronovost to reduce the incidence of fatal hospital-borne infections. Pronovost’s solution? A simple checklist of ICU protocols governing physician hand-washing and other basic sterilization procedures. Hospitals implementing Pronovost’s checklist had enjoyed almost instantaneous success, reducing hospital-infection rates by two-thirds within the first three months of its adoption. But many physicians rejected the checklist as an unnecessary and belittling bureaucratic intrusion, and many hospital executives were reluctant to push it on them. The story chronicled Pronovost’s travels around the country as he struggled to persuade hospitals to embrace his reform.
It was a heroic story, but to me, it was also deeply unsettling. How was it possible that Pronovost needed to beg hospitals to adopt an essentially cost-free idea that saved so many lives? Here’s an industry that loudly protests the high cost of liability insurance and the injustice of our tort system and yet needs extensive lobbying to embrace a simple technique to save up to 100,000 people.
by David GoldhillAtlantic Monthly September 2009