Archive for the ‘Education’ category

Conspiracy Theories: Patterns, Teaching, and Thinking

July 17th, 2009

The human brain loves patterns so much it can take random puzzle pieces and construct seemingly coherent, if wildly implausible, pictures. “The CIA stockpiled lederhosen in case of an Alpine leg virus epidemic, causing the severe shortage of appropriate menswear for high school productions of The Sound of Music.” See? Random pieces strewn together to create a wild yet coherent picture—a conspiracy theory.

While interesting and entertaining, conspiracy theories reveal important principles for teaching, learning, and thinking.

The brain constructs meaning via patterns, even occasionally imposing patterns to make meaning from random data. As John Medina explains, “We…are terrific pattern matchers, constantly assessing our environment for similarities, and we tend to remember things if we think we have seen them before.”1 Patterns provide a gateway to prior experience, and prior experience provides reference points for constructing new understanding. “Patterns are paths for memories to follow,”2 explains Judy Willis. When patterns fail to emerge from sorted data, the brain either ignores the data or imposes a pattern on it—hence, conspiracy theories.

Researchers suggest teachers should develop students’ pattern-recognition capacities: “The idea that experts recognize features and patterns that are not noticed by novices is potentially important for improving instruction…One dimension of acquiring greater competence appears to be the increased ability to segment the perceptual field (learning how to see). Research on expertise suggests the importance of providing students with learning experiences that specifically enhance their abilities to recognize meaningful patterns of information.”3 Judy WIllis agrees: “Education is about increasing the patterns that students can use, recognize, and communicate. As the ability to see and work with patterns expands, the executive functions are enhanced. Whenever new material is presented in such a way that students see relationships, they generate greater brain cell activity (forming new neural connections) and achieve more successful long-term memory storage and retrieval.”4

By using patterns, the brain is able to connect ideas from disparate disciplines. The conspiracy theory in the opening paragraph features ideas from government, virology, economics, and musical theatre. Sure, the example is ludicrously wild, but it demonstrates the brain’s capacity to weave tapestries with threads from different spools. As the mind perceives patterns within a discipline’s content, it can seek, and often find, the same pattern within other disciplines. This enables the overlaying of one discipline with another, the identifying of connections between the disciplines, and the emergence of new ideas that combine concepts from multiple disciplines. A new tapestry is woven with thread from different spools.

According to Howard Gardner, such a “synthesizing mind” is now a “core competence”: “The ability to knit together information from disparate sources into a coherent whole is vital today. The amount of accumulated knowledge is reportedly doubling every 2-3 years. Sources of information are vast and disparate, and individuals crave coherence and integration.”5

Students who do not perceive patterns miss opportunities for beneficial interdisciplinary thinking: “In their English classes, young persons may learn how to write effective prose; but if they fail to transport at least part of those lessons across the hallway to history class or to biology lab assignments, then they have missed an opportunity to link compositional strategies. Adolescents may be exposed to causal reasoning in their physics classes; but if they draw no lessons about argumentation in history or geometry class, then this form of thinking needs to be retaught.”6

How, then, do we teach to foster multi-disciplinary thinking? I hesitate to suggest thinking like a conspiracy theorist, but to a degree, that’s part of the answer.

Consider an earth science unit—volcanoes, earthquakes, mountain formation, etc. As the teacher explores the content’s details, a few “conspiratorial” questions can help:

  • What are the major ideas in this unit?
  • How can I “connect the dots”—what are the relationships between those ideas?
  • What succinct, general statement communicates the relationships?

With the previously mentioned unit, the teacher may notice that internal forces/changes and external forces/changes are prominent ideas. How are these dots connected? Internal forces can influence external changes; external forces can influence internal changes. Succinctly? The internal (or inside) can affect the external (or outside), and the external can affect the internal.

Now, as the teacher teaches the material, she frequently references the pattern and engages students in thinking about how the material illustrates it.

Take another look at the pattern. Can you think of other places, other disciplines where the same pattern can be seen? How about characters in literature? Do internal forces (beliefs, values, motives) affect external elements (actions, dialogue)? Do external forces (character, events) affect internal elements (beliefs, values, motives)? Do the internal and external ever mingle and cause mutual change in other disciplines?

Instruction that emphasizes patterns creates opportunities for cross-discipline thinking. Concepts and skills get transferred (Constructing a geometric proof can help me write that persuasive essay), ideas merge to enable critical thinking (The inner turmoil at Company X seems like the pressure build-up along a fault line, which leads me to predict…), and new analogies empower “well-motivated leaps” (If I envision the website as a real estate agent’s showing of a new house…).7 With access to information on a constant and meteoric increase, knowing how connect data from disparate sources and disciplines—how to use patterns to recognize and use interdisciplinary connections—becomes equally constant and meteoric in its increasing necessity. Thinking a bit like a conspiracy theorist, connecting concepts into coherent patterns, can help us structure our teaching in ways that increase student ability and potential for interdisciplinary thinking.

  1. Medina, J., Brain Rules (Seattle, WA: Pear Press, 2008), 82.
  2. Willis, J., Research Based Strategies to Ignite Student Learning (Alexandria, VA: ASCD, 2006), 15.
  3. Bransford, J. D., Brown, A. L., & Cocking, R. R., eds., How People Learn: Brain, Mind, Experience, and School (Washington, DC: National Academy Press, 1999), 24.
  4. Willis, 15.
  5. Gardner, H., Five Minds for the Future (Boston: Harvard Business School Press, 2006), 46.
  6. Ibid., 64-65.
  7. Ibid., 66.

Integrated Living. Separated Learning? (Part 2)

June 26th, 2009

This article, written by Jason Flom, is cross-posted on Ecology of Education
In such an integrated world, where the reverberations of problems and solutions ripple far beyond their localized sources, we must learn to think in terms of systems (called systems thinking), to see beyond compartmentalized events, and work with others from diverse backgrounds and cultures toward common goals.

That’s a tall order for a human race often short on patience, tolerance, and understanding.

Additionally, thoroughly analyzing influencing factors beyond the immediate manifestation of a problem is often impossible alone, and cannot be attained by accident. Successful systems thinking requires both critical faculties and collaborative cooperation. Helping students navigate that balance is part of our responsibility as educators: it must be intentionally taught, cultivated, and prioritized.

Project Learning can provide much of the framework and substance for learning skills farther up Bloom’s taxonomy. However, simply providing students with projects and experiences is akin to drinking decaf coffee: its got the taste without the kick.

What’s the kick? Reflection and skill development.

Learning that prepares students for identifying, evaluating, and tackling problems that cross over systems and cultural boundaries must be diversified. No one style or approach can possibly cover the gazillions of options. Students need opportunities to immerse themselves in sweeping projects in which they apply a broad range of skills.

But they also need opportunities to learn, practice, and hone specific skill sets. Exploring and finding the balance between integrated projects and separate skill development should be a primary objective for both reflective practitioners and innovative administrators.

The problem we face today is the over-emphasis on what one of my students’ parents referred to as “the low hanging fruit” — basic skills. With almost exclusive focus on filling a student’s tool box with testable skills (without accompanying opportunities to employ those tools in novel and complex situations), we risk sacrificing holistic, integrated, and systems thinking in order to hold teachers and schools accountable. The sacrifice results in not just bland teaching and irrelevant schooling — the real consequence is that we inadvertently limit the potential of our students.

The compartmentalizing of all skills and learning makes for a cubicle education, while outside the schoolhouse doors students are living in an iPhone world.

Perhaps that is the perfect compliment — isolated schooling and integrated living? With today’s students forever connected to one another through sprawling digital networks, perhaps they are learning systems thinking themselves, and it is only the basic skills they need from schools.

I, myself, am not ready to gamble that. For now, I’ll continue to build curriculum around broad scope projects, breaking them down into bite size, skill development chunks, doing my best to take advantage of integrated living through an understanding the pieces.

Image: MIT Senseable City Lab

DFER Fundraiser for U.S. Senator Michael Bennet (D-CO)

June 5th, 2009

Democrats for Education Reform is hosting a low-dollar fundraiser ($25/person) for U.S. Senator Michael Bennet (D-CO) this Tuesday, June 9th, from 6 to 8 pm at the Capitol City Brewery in Washington, DC. You can register by clicking here.

Senator Bennet came to his new position from the Superintendency of Denver Public Schools, where his record was extraordinary. He instituted one of the most innovative merit pay systems in the country (with the teachers union members’ support) which pays high-performing teachers and those who teach in high-need schools more. He hit the pavement to bring students back into the system, while closing failing schools so that those students would return to a renewed system. During his tenure at DPS, he advised then-candidate Obama on education issues and was a short-list candidate for Secretary of Education.

He is already a crucial part of the discussion in the Senate and within the Democratic Party about what meaningful education reform will look like. Here’s what the Denver Post had to say: “U.S. Sen. Michael Bennet staked out his claim to help shape national education reform … announcing in his maiden speech on the Senate floor that he would draw up comprehensive legislation by year end. The bill could include some of the most critical elements of a national reform agenda supported by the Obama administration and Secretary of Education Arne Duncan: merit pay for teachers, voluntary national standards, and evaluations of students’ performance as they advance from grade to grade, known as longitudinal tracking.”

We’d like every stripe of education reform advocate to meet this rising star in the Democratic Party, so I hope you’ll join us on Tuesday at the Capitol City Brewery!

"What" and "Where" Enable Learning and Higher Thinking

June 2nd, 2009

By Dr. Kevin Washburn, Contributing Editor

While their research and associated technology can be complicated, the discoveries of neuroscientists often reveal simple principles of brain functioning.

For example, neuroscientists recently traced the flow of auditory data through the brain. As sound waves spark our nervous system into action, auditory data gets sent from lower functioning areas of the brain to higher functioning areas via two “routes.” One route, the “low road,” carries data through the temporal lobe and enables us to identify what we are hearing. Simultaneously, data traveling the other route, the “high road,” moves through the parietal lobe and enables us to identify where the sound was produced.1

Visual data follows very similar routes. The “low road” flows through the temporal lobe and extracts information about what is being seen. The “high road” flows through the parietal lobe and extracts information about where objects are located.2 What and where precede deeper thinking about new data.

What does this have to do with learning? If students are asked to think critically about or apply new information without an opportunity to establish what and where, their efforts will likely yield poor results.

For example, I often observe teachers presenting a sequence of steps that students need to follow to achieve some result. As students practice, the teacher roams the room and checks student work. A student with an incorrect result is often reminded that the steps “are listed on the white board,” and directed to look there to find his mistake. But whose brain processed what and where as the teacher wrote the steps in order on the board? The teacher’s. The student’s brain focused on the what and where of the teacher’s movement and voice, not the material. As a result, the student still lacks the processing of the material necessary to enable higher functioning, such as using the sequence of steps to achieve a result.

However, if the teacher has the students write the steps of the sequence onto index cards and then arrange them in the correct order, the students process the what and where of the new material. Additionally, the teacher can assess the students’ knowledge before they begin making application. Instructive feedback at this point prevents incorrect practice.

Professional literature often refers to this processing of what and where as comprehension (not to be confused with reading comprehension), and some instructional design models recognize its role in effective teaching. Including opportunities for students to identify and sort new instructional material—to identify what and where—enables the higher functioning, such as constructing understanding and engaging in critical thinking, that we’re pursuing.

A simple principle of brain functioning; a necessary element of learning.

1. How Brain Processes Speech. ScienceDaily. http://www.sciencedaily.com /releases/2009/05/090526140733.htm
2. Berns, G., Iconoclast: A Neuroscientist Reveals How to Think Differently (Boston: Harvard Business School Publishing, 2008).

Who Should Coach? Three Essential Traits for Professional Development Coaches

May 19th, 2009

By Kevin Washburn

“Who do you think should be our coach?” I get this question from administrators in schools that invite me to lead professional development events. There is an assumption that after a few days of working with teachers I’ll have a good sense of who could coach colleagues effectively. Sometimes I do, but often I don’t feel confident in making a recommendation. I’ve had teachers in these events who seemed resistant but on a return visit had become a new initiative’s supporter and best practitioner. Conversely, I’ve experienced teachers who seemed receptive and motivated during training but who resisted actually making changes to their practice. The training event is not the best setting for identifying potential coaches.

What, then, should we look for? What traits does a successful coach possess? While a lengthy list could easily be developed, let’s examine three that are critical.

First, an effective coach possesses a passion for and a deep understanding of the new initiative. Genuine passion is contagious. It acts like a magnet, drawing others to its energy, but it rarely manifests itself as a cheerleader. A quiet dedication to doing something right, to working with excellence even while learning, marks the teacher who attracts others to a new initiative. An effective coach will help colleagues see the value of new ideas through actions more than words. Does the teacher take an initiative to make changes to her practice? Does she seem concerned about getting it right, about trying out the initiative as designed? Does the teacher pursue more knowledge and better ways of implementation?

Implementing a new initiative is an act of transfer—the applying of new ideas and methods to actual classroom practice. Coaching others is a step beyond that: equipping and enabling others to be successful in their transfer of new ideas and methods to their classrooms. “The first factor that influences successful transfer is degree of mastery of the original subject,” conclude Bransford, Brown, and Cocking. “Without an adequate level of initial learning, transfer cannot be expected. This point seems obvious, but it is often overlooked…Transfer is affected by the degree to which people learn with understanding rather than merely memorize sets of facts or follow a fixed set of procedures [italics added].”1

Just attending the same training event everyone else attended does not equip someone to coach colleagues successfully. Deeper understanding must be constructed so that the coach can adapt the initiative to various teachers, various classrooms, and to best serve various students. An effective coach seeks additional learning and, if available, additional training in the new initiative.

Second, an effective coach knows how to strategically handle difficult conversations. If the training event went well and the administration has been open with teachers prior to it, difficult conversations may be few in number, but they will still happen. At some point, the coach encounters a colleague who is overwhelmed and feels stressed and defensive about making changes, or a colleague who feels threatened by the idea of having a coach in the classroom, or even a colleague who would like to be left alone to use the same approaches that have been used before. All these conversations occur in every type of school.

After explaining the importance of self-respect and respect for one’s counterpart, Holly Weeks, author of Failure to Communicate, explains how a successful coach perceives difficult conversations:

Self-respect and respect help us frame the problem between us and figure out how to talk about it. Meanwhile, respecting the landscape of a tough conversation assumes there will be problems ahead. Rather than put our heads down and start to plow through, we will do better to step back, take a satellite view, and think about the lay of the land. That is, think about the problems we are likely to encounter and look for a good path through them.2

A good coach will approach difficult conversations with such a “satellite view,” rather than a perspective of “the problem is you.” A good coach stays focused on solving problems and supporting progress, avoiding and ignoring personal attacks.

Finally, a good coach focuses on improving thinking. The goal with any major professional development initiative should not be to produce robots who follow formulas to plan teaching. The goal should be to help teachers understand what works and why it works, to deepen teacher thinking about teaching and to increase teacher intentionality. A good coach aids colleagues’ thinking, often using questions to support teacher thinking rather than short-circuiting thinking by always giving answers. Questioning helps others discover insights for themselves. David Rock, author of Quiet Leadership, explains:

…it’s time to give up second guessing what people’s brains need and become masters of helping others think for themselves. The best way to do that is by defining solutions rather than problems, and helping people identify for themselves new habits they could develop to bring those solutions closer. Pivotal to all this is the art of enabling other people to have their own insights. Once people have had new insights for themselves, our job as quiet leaders is to provide the encouragement, ongoing support and belief in people, over time, to ensure they develop the new habits that are possible. Then we will be truly bringing out the best in others.3

Certainly more contributes to successful coaching, but these three traits are where I’d begin my search, either for a coach or to determine my potential as a coach. Here are some guiding questions based on these thoughts:

  • With whom does the new initiative seem to resonate? Who holds the same values as those advocated by the new approach? Who shows an authentic dedication to the new ideas?
  • Who is skilled at navigating difficult conversations? Who can calm others in the midst of heated interaction? Who maintains a focus on finding solutions? Who seems capable of equipping and encouraging colleagues?
  • Who is skilled at engaging others in thinking? Who asks great questions? Who can use questioning to help others think things through for themselves? Who works with colleagues to think things through rather than assigning blame or taking resistance personally?

The professional development event may be great. The presenter may be dynamic, engaging, and informative. But after the event, the real work begins. The coach plays a pivotal role and directly influences the success of a new initiative. Effective coaches know the program, know the people, and know the processes that will optimize success. When asked for my recommendations, the best advice I can offer administrators is, “Choose wisely.”

  1. Bransford, J. D., Brown, A. L., & Cocking, R. R. (Eds.), How People Learn: Brain, Mind, Experience, and School (Washington, D. C.: National Academy Press, 1999), 41, 43.
  2. Weeks, H., Failure to Communicate: How Conversations Go Wrong and What You Can Do to Right Them (Boston: Harvard Business Press, 2008), 45.
  3. Rock, D., Quiet Leadership: Six Steps to Transforming Performance at Work (New York: HarperCollins, 2006), 27.

On Charter Schools, Part 3: Criticisms of Charter Schools

April 23rd, 2009
This is the third in a series on the growing Charter School movement in American education. Previous articles have outlined the general disrepair of the American public education system and attempted to define specifically what is meant by the term “Charter School”. This series is being cross-posted at the blog, Sweat & Technique.
Much of the media attention on charter schools as a solution to our educative woes seems to be positive. Charter schools played an important role in Barack Obama’s education speech in Ohio. Barack Obama’s new education secretary, Arne Duncan, helped to rebuild public schooling in Chicago in part with charter schools. This post will not extol the virtues of Charter Schools, but instead will attempt to outline their critiques. As this article published Wednesday in the Wall Street Journal suggests, there are criticisms being levied against the expansion of charter schools. This post will not attempt to refute or discuss these critiques, but merely to present them as objectively as possible. For objectivity’s sake, let me make it clear that I am a teacher at Ánimo Justice Charter High School, a charter school managed by Green Dot Public Schools.

They Reinforce Segregation

“Charter schools are largely more segregated than public schools.” Charter Schools and Race: A Lost Opportunity for Integrated Education, the Harvard Civil Rights Project, 2003.

In the forward to a 2003 report issued by the UCLA Civil Rights Project (formerly the Harvard Civil Rights Project), Gary Orfield writes, “Although there was an early concern that charter schools would serve as a haven for white students to escape diverse public schools, many minority parents have expressed strong interest in alternatives to their local public schools.” That minority parents should be embracing charter schools should not be surprising. I believe that our nation’s Achievement Gap speaks to the fact that problems faced by our public education system are compounded for minority communities. As a result, “charter schools in most states enroll disproportionately high percentages of minority students, resulting in students of all races being more likely to attend school that on average, had a higher percentage of minority students.”

Difficulties with Accountability

In my post last week, I wrote “a charter school must outperform the public school to remain in existence.” Commenter, jkowal, responded,

“in most states & districts, charter schools don’t actually have to *outperform* the traditional public schools. I wish this were the case! But in many areas they can be getting results just as lousy as the nearby district schools and stay open. It really depends on the rigor of their sponsor/authorizer’s accountability standards, and whether or not the sponsor has the resources/stomach/fortitude to shut down a school that’s still better than some in the same district.”


Many may be familiar with the struggle around the closing of Uphams Corner Charter School in Boston. The seven-year-old Charter serving fifth through eighth grade students had made great strides in establishing an identity offering a classical education to struggling students. What Uphams Corner had failed to do was post test scores.
Though a state inspection team found improvements over the past year in student behavior and classroom instruction, MCAS scores remain low. For the first four years, many classes lacked rigor, and teachers didn’t teach a curriculum that was aligned with the state’s academic standards. A majority of teachers left the school in the second and third years.

On the MCAS last year, Uphams Corner performed worse than Boston’s regular, noncharter public schools in math, and similar to Boston in English, according to the state inspection report. Seventy percent of Uphams Corner’s sixth- and eighth-graders failed the 2006 math MCAS tests, compared with about 50 percent in Boston and about a quarter statewide. English scores were better — 49 percent of Uphams Corner’s eighth-graders scored proficient in English, the state’s goal. In comparison, 54 percent scored proficient or higher in Boston, along with 74 percent statewide.

Take note of the year. The article references 2006 scores. The Massachusetts State Board of Education voted to revoke the charter of Uphams Corner Charter School in January of this year. The charter is revoked effective June of this year. The review of scores and practices found Uphams Corner to be deficient in 2006, but the nature of the review process is such that it took two more years for the process to be completed. The process is by nature costly.

According to “Grading the Chartering Organizations,” a June 11, 2003 Education Week article, “In most states, however, there are few resources for oversight of schools and revocations of charters for educational failure, as opposed to financial problems, are rare.” The realities of public schooling on the ground often prevent sponsoring agencies from holding Charter Management Organizations (CMOs) accountable. Each year, the Center for Education Reform (CER) publishes an Accountability Report on Charter Schools. The 2009 report states that, since 1992, less than 100 charter schools have been closed down by their sponsors for failure to achieve their stated academic goals.
Distribution of funds
Charter Schools receive funding through their sponsoring institution based upon the Average Daily Attendance of their student body. Unfortunately, charter schools do not receive all of these funds. According to CER, “Nationwide, on average, charter schools are funded at 61 percent of their district counterparts, averaging $6,585 per pupil compared to $10,771 per pupil at conventional district public schools.” Part of the problem is the path of this funding. In California, for example, the money goes from the State to the local District to the CMO or School. In California, 31¢ of every dollar does not make it from the District to the CMO or School.

Another criticism of Charter School funding revolves around CMOs. In some states, such as Michigan, it is possible for a CMO to be a for-profit organization. Designed to bring competition to the administrative side of education, criticisms of for-profit involvement with education are pretty clear. If tax dollars are being diverted from the classroom to private shareholders, even as a reward for efficiency, these are dollars that are not being spent as intended … on the education of children. According to an evaluation performed by Western Michigan University, Michigan Charter Schools are on average lower performing than Charter Schools in other states.
They Skim Off The Cream
While it is beyond the scope of this article to discuss the measured success of Charter Schools, certainly, it would be easier for a Charter School to succeed if it were enrolling only the best students from a low-performing local school. Many attribute the success of Charter Schools to just this phenomenon i.e. the Skimming of the Cream. In California, Charter Schools must enroll students when they have available spots. If there are more applicants then available spaces, a lottery must be held in order to determine who will enroll. In theory, the practice is extremely egalitarian. Schools can, however, require interviews and/or personal essays as part of the application process. While these may not be judged for merit, they can be judged for “fit between the charter school and the family” and certainly favor the highly motivated. A December 2008 article on Chicagoist.com speaks of community “disappointment with the charter school program and how they are ‘destroying neighborhood schools’” by catering “to the kids that shine on state tests, leaving the lower-scoring kids behind in neighborhood schools.”
Union Issues/Job Security
Much of the education reform debate seems to cast union advocates as obstructionist, and while some of this is deserved and fair, a strong teacher’s union can increase teacher longevity and job security. There has been no love lost between prominent CMOs and powerful teacher’s union. The union I am a member of, Asociación de Maestros Unidos, which represents all teachers at Green Dot Public Schools, seems to be the exception rather than the rule.

CMOs as a general rule seem to see union organizing as an obstruction to school reform. The internet has multiple references to the cleansing of unionizing schools and unfair labor practices when it comes to the formation of unions. I realize that this is a flashpoint issue, and I do not wish to now debate the issue. I simply wish to highlight that there are teachers who wish to unionize at charter schools who are being blocked in their efforts.
Burnout
I am currently in my fourth year of teaching. At my young Charter School in its third year of existence, I am a veteran. I serve as Chair of a Department, Testing Coordinator and on various committees. In the past, I have thought nothing of working a 70-hour week. I am not a workaholic, I just have a strong commitment to my school and its needs. But this is not a sustainable pattern of behavior and leaves me susceptible to any number of diversions such as blogging about charter schools instead of lesson planning (rest assured, I am fully prepared for school tomorrow:) Kidding aside, however, according to a post at EdWeek, “In the charter schools, nearly a quarter of the teachers ended up leaving by the end of the school year, 14 percent of them leaving the field altogether and 11 percent transferring to another school.”
Conclusion
I write this post not because I am anti-charter. I am pro-education reform. I write this post looking for solutions to these problems. While I have attempted to stay impartial in presenting these criticisms, I hope that you will weigh in with your opinions on these and other criticisms of Charter Schools. I will leave you with a quote from a Pennsylvania legislator who voted to create charter schools, State Rep. Mark B. Cohen of Philadelphia, culled from the Wikipedia page on Charter Schools. According to Wikipedia, Cohen said that

“Charter schools offer increased flexibility to parents and administrators, but at a cost of reduced job security to school personnel. The evidence to date shows that the higher turnover of staff undermines school performance more than it enhances it, and that the problems of urban education are far too great for enhanced managerial authority to solve in the absence of far greater resources of staff, technology, and state of the art buildings.”

Part 1: Why Change Is Necessary

April 10th, 2009

This is the first in a series on the growing Charter School movement in American education. This series is being cross-posted at Sweat and Technique.

Charter School as defined by Wikipedia:

Charter schools are elementary or secondary schools in the United States that receive public money but have been freed from some of the rules, regulations, and statutes that apply to other public schools in exchange for some type of accountability for producing certain results, which are set forth in each school’s charter.

While charter schools provide an alternative to other public schools, they are part of the public education system and are not allowed to charge tuition. Where space at a charter school is limited, admission is frequently allocated by lottery based admissions. Some charter schools provide a curriculum that specializes in a certain field– e.g. arts, mathematics, etc. Others attempt to provide a better and more efficient general education than nearby public schools.

This first post is not intended to depress. It is intended to spell out in some detail why a change is necessary, i.e. why the current American public education system is inadequate. As a math teacher, I will begin with the TIMMS (Trends in International Mathematics and Science Study). Every four years a non-profit organization based out of Washington D.C. attempts to provide “reliable and timely data on the mathematics and science achievement of U.S. 4th- and 8th-grade students compared to that of students in other countries. Throughout my credentialing program, the TIMMS report was discussed extensively, in particular, the fact the United States consistently scored in the middle despite being amongst the leaders in per pupil spending.

Again, my intention is not to depress. First and foremost, I wish to state my belief upfront that these sorts of claims are misleading. There is something unique to American education that is difficult to quantify and thus does not make itself apparent in these sorts of studies: American education is about equity. What I mean by this, is that in theory, any one individual American student has the same educational opportunities as any other one individual American student. This is not the same in most countries. For better or for worse, most countries sort students prior to entering secondary education. For better or for worse, in theory, every American secondary student has the same educational opportunities. Looking at the TIMMS, when we note that Singapore has the highest performing mathematics students on the planet, keep in mind that Singapore does not teach higher mathematics to all of their students.

Before continuing, let me say that this series will assume that equal education for all is the highest of goals. I do not wish to entertain discussions on whether our system should include trade schools or alternative educations of any type. I am operating under the belief that every American teenager should be given the opportunity to attend a four-year university. To be clear, as our economy completes its transition from an industrial into an information economy, this is absolutely necessary. Which brings me to the state of the American public education system … WHY DO WE NEED CHANGE?

Let us begin with a discussion of the current educational model. This model was developed nearly 100 years ago to confront the needs of a burgeoning industrial nation. Its stated goals were very different from our current stated goals. Where today we discus equity in education – preparing every child for university matriculation and engendering in every child higher level problem solving skills and abstract thinking – the goals of our antiquated system were much more simple. Our current public education system was built to process a large number of students in order to prepare them for the performance of some rote task, i.e. the goal was to develop industrial workers. To be clear, the preparation of industrial laborers was what the country needed at the time. We were in the midst of the Industrial Age. Most American jobs were in large factories. In order to be competitive in the global economy, America needed strong, capable workers. It makes sense then, that our public education system resembled a factory.

During this time, success could be measured in a very different way. When the vast majority of students would not be attending university, it was not always necessary that they even graduate from high school. They needed to be competent at learning a simple, repetitive task that may require some manual strength. If this is what is needed, then it makes sense to have students moved through an assembly line of classes (six 45 minute periods) and a dropout rate of 50% or more is tolerable. For the majority of the twentieth century, there were more than enough jobs waiting for these young men and women.

America’s economy is no longer based around industry. Yet our schools are still run as if they are factories. Public education is impersonal. Teachers teach upwards of 150 students at a time. Counselors have caseloads of 500 students. The focus of education is on behavior management as opposed to conceptual understanding. Often times a student’s locker may be his or her only stable point of reference during an eight-hour day. Imagine doing your job having to work at six different desks during the day. The result: students at urban schools (often disproportionately African-American or Latino) dropout at rates above 50%. Few are being prepared for jobs that use higher level thinking.

The short answer to the question: Why is a Change Necessary? We are no longer an industrial economy that needs Industrial laborers. We are an information economy that requires thinkers.

I will leave you with a short anecdote of an informal anthropological observation I have made. I live on the West side of Los Angeles near the UCLA campus and Santa Monica. For those unfamiliar with the geography of Los Angeles, the West side is the “wealthy”/”white” side of town. I teach in South Los Angeles (a few blocks from Central Avenue which would mean I teach in “South Central” Los Angeles). South Los Angeles is the “poor”/”brown” side of town.

I made an observation during a recent trip to my cell phone provider’s store front. Doing an informal count of the employees of this particular store (located at 26th and Wilshire in Santa Monica), I noted that the vast majority of the customers of this particular store were white. I then noted that the vast majority of the employees of this store were people of color (African-American, Latino). This was a jarring observation to me, particularly because the majority of these employees were just a few year older than my students and definitely of university age. Was this their destiny, to wind up as customer service employees for a multi-national cellular phone company rather than attending university? As anyone who has had to troubleshoot their cellular phone can attest to, working for the company requires intelligence. Could it be that, without a university level education, my students are destined to sell their intellect at slightly higher than minimum wage as customer service technicians rather than at healthy salaries (we assume with a substantial benefits package) as designers, engineers and executives for these same companies? This is a question that I do not yet have the answer to.

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