As part of my final course with the Digital Educational Leadership master’s program at Seattle Pacific University, I engaged in a 12 week practicum, job-shadowing two instructors who teach a technology elective course for middle school students. The course, a high school graduation requirement, focuses on preparing students to use technology for various academic and job-related objectives. It also seeks to explore the use of different digital tools and is taught using the Learning Management System (LMS), Moodle.
Although in many ways I was an independent observer, I did actively engage in the classroom. I worked with individual students on demand, had regular conversations with the instructors about their approach to the curriculum, and taught a few classes in their absence. These combined experiences provided me with an authentic and immersive understanding of the curriculum’s implementation.
After completing this practicum, I chose to engage further in my understanding of this course by conducting a program evaluation of its curriculum.
Focal Points for Evaluation
Utilizing the work of Sanders and Sullins (2006), the following focus was identified for this evaluation (p. 7):
Process of strategies for providing services to learners: to provide insights about how best to organize a school to facilitate learning
1. Curriculum design: to provide insights about the quality of program planning and organization
2. Classroom processes: to provide insights about the extent to which educational programs are being implemented
3. Materials of instruction: to provide insights about whether specific materials are indeed aiding student learning
For the past few weeks I have explored ISTE Coaching Standard 4b to try to understand how professional learning specifically impacts the use of education technology. School districts continue to take major steps, both in effort and resources, to provide professional development opportunities in the hopes of improving student learning. Unfortunately, the results continue to indicate that most professional development is unsuccessful (Jacob & McGovern, 2015). What are some potential options?
As part of my studies with the Digital Education Leadership program at Seattle Pacific University, I recently engaged in and completed an exercise in peer coaching with a new teacher. I considered the additional challenges that face new teachers in the first few months of school and transitioned from an advocate to a collaborative partner, capable of leading and guiding inquiry. I practiced communication skills, including active listening and questioning strategies as my collaborating partner and I worked to build lessons together. Much of my work in this course centered around the study of Peer Coaching: Unlocking the Power of Communication by Les Foltos.
How can a school without a peer coaching program still benefit from the peer coaching method?
“Universal Design for Learning” by Giulia Forsythe CC 2.0 https://www.flickr.com/photos/gforsythe/8527950743
As part of my recent exploration of peer coaching, I have recently explored what it means to peer coach and what 21st century learning looks like in the classroom. Now, my attention has progressed to think about lesson improvement within the peer coaching process. As previously discussed, effective learning challenges students to shift from simple consumers of information, to producers of knowledge in the real-world (Foltos, 2013). For many, this type of learning is not easily integrated into daily teaching (Foltos, 2013). What steps are necessary to co-plan an effective lesson plan?
Creating a Task
Foltos (2013) wrote that first you need to create a task that is complex and real-world. It shouldn’t be too simple or too easily solved (Foltos, 2013). While this concept sounds good, it can be difficult to translate into a learning activity that is both relatable and digestible for students. Foltos (2013) suggested that real-world problems presented are aligned with student interest and that requirements can be easily defined and understood by students.
Next, it is important to define the standards being focused on. There can be multiple categories of standards to consider: curriculum standards like those found in the Common Core, 21st century standards such as those with the Partnership for 21st Century Learning, and technology standards like the ISTE Student Standards.
Crafting Student Directions & Assessments
From here, the learning context can be defined. This might be more easily understood as a “series of carefully sequenced learning activities” (Foltos, 2013, p. 125). It is, of course, important to determine how the learning activities correlate with the standards (Foltos, 2013). Finally, student directions can be crafted, assessments can be created, and resources can be identified, all through a process of receiving and sharing feedback.
One of my collaborating partner’s current focuses is differentiation. As such, I thought it relevant to align this week’s guiding questions about co-planning lessons to questions of differentiation. Differentiation is easily discussed but not as readily implemented into the classroom. It remains a great theoretical concept that is difficult to implement on a daily basis, given time constraints and curricular demands.
What protocols can be used to collaboratively design differentiated instruction effectively?
“Shared Vision” by Annie Tremonte created using Piktochart is licensed under CC 2.0.
This week in my studies with the Digital Education Leadership program at Seattle Pacific University, I am continuing to explore ISTE Coaching Standards 1 and 2 by investigating what effective student learning looks like. Just as norms are an important part of a peer coaching relationship, so too is a shared vision for what effective 21st century learning looks like. This shared vision creates a starting place for any collaborative work.
The future of education is changing to respond to the internet’s information age. With an overwhelming amount of information accessible online, the role of teachers is less about possessing knowledge and more about facilitating learning driven by the students themselves. It is about preparing students for the emerging skills of tomorrow’s jobs. Resources like the Partnership for 21st Century Learning and the International Society for Technology in Education (ISTE) set out to define what effective students learning looks like to get there. Commonly referred to as the four C’s, communication, collaboration, critical thinking and creativity are referenced as the basic elements of 21st century learning. However, these skills can appear vague or nebulous compared to the daily needs of instruction. As a result, it is important for coaching teams to define which skills are most important to student success (Foltos, 2013). The work to define these characteristics becomes “a road map that describes what teachers need to do to improve their practice and specifics on how to shape teaching and learning activities to reach their goals” (Foltos, 2013, p. 105). Foltos (2013) provided a solid reminder that while it is easy to say that students need to learn 21st century skills, it is more challenging to transfer skills such as critical thinking to daily classroom practice.
How do we turn these frameworks, standards, visions and characteristics into realities? What does it looks like, specifically in an English language arts classroom?
This week in the Digital Educational Leadership program at Seattle Pacific University, I am exploring the roles of communication and collaboration in peer coaching as they align with ISTE Coaching Standards 1 & 2. Foltos (2013) asserted that effective communication and collaboration in a coaching relationship, “emphasize[s] inquiry over advocacy” (p. 87). He stated that reliance on advocacy can result in too much reliance on a coach’s expertise (Foltos, 2013). Instead, inquiry and feedback cycles between collaborating partners build capacity for autonomous problem solving, which serves to best meet student needs (Foltos, 2013).
For better or for worse, new teachers have the same amount of responsibilities that veteran teachers do. Additionally, they have to learn these responsibilities in real time. While coaches desire to build a new teacher’s capacity, it is still all too easy to advocate when daily problems need solutions. Unfortunately, reliance on advocacy puts the coach in the role of perpetual expert (Foltos, 2013). While I am not an expert in all realms, I do have an expertise that could be useful to a new teacher. On the other hand, I don’t want to influence a teacher too heavily from my one set of experiences and perspectives. Where is the balance between inquiry and advocacy in a coaching relationship with a new teacher?
How do you promote inquiry over advocacy, given the vast amount of new information new teachers need to acquire daily?
Created using Tagul by Annie Tremonte
This quarter in my studies in Digital Education Leadership at Seattle Pacific University, I am studying the practice of peer coaching. I have arrived to the table unsure of this role and ready to explore the model alongside my cohort of peers who come from rich and diverse educational environments. So, I am starting with the basics.
What is peer coaching?
While I have not worked in a school with peer coaches before, I have heard the term used in the past. Unfortunately, I have been disinterested because of my perception that it was a form evaluation. In an age when teachers are often blamed for educational malpractice, it is easy to be defensive. Additionally, while the practice of observation is often highlighted as a helpful component of coaching, it is closely tied with evaluation. Since I might not be alone in this perception, perhaps perception is an important consideration when implementing a peer coaching model. In order to address perception, it is best to start with the what before the how. According to Foltos (2013), “A Peer Coach is a teacher leader who assists a peer to improve standards-based instruction by supporting the peer’s efforts to actively engage students in 21st century learning activities” (p. 3). Integral to this process is a coach’s ability to guide a peer towards autonomy (Foltos, 2013). It is also a collaborative process between two peers, not a hierarchy of superiority. Transparency in these goals can also perhaps go a long way in establishing an effective practice.
What is essential for successful coaching?
Based upon the work of Foltos (2013) and my own experiences, the following themes have become apparent.
A coaching relationship needs to consist of willing participants, who are open to building trust with one another (Foltos, 2013). This trust is the foundation of a working relationship that encourages risk-taking and growth.
It is important to set goals and norms collaboratively. While it can begin with a school or district goal, it can also stem from goals set by the coaching partnership (Foltos, 2013).
Establishing modes of respect is a separate consideration from participation. It is important to address time as a factor in a coaching relationship, and recognizing certification hours and/or compensation for work being done outside of the school day can properly value the process.
How do you create a peer coaching model that doesn’t suggest or feel like an evaluation system?
One of my projects this quarter in the Digital Education Leadership program was to collaborate with my cohort in the design of a digital citizenship lesson. Using the ASSURE model to design our lesson, we focused the lesson around ISTE Standards for Teachers 4. As a group, we wanted to address the challenges faced by many when implementing technology in the classroom. Many educators are uncomfortable with the BYOD policies that are slowly emerging, and they bring valid concerns to the table. We chose to address these concerns by designing a session for educators who are interested in learning classroom management strategies for technology use. I hope to share this lesson with others, in my own community and beyond. Let me know if you could use something like this in your school or what you think about the strategies presented. Download the pdf of the lesson here.
Recently, I had the opportunity to interview my principal about the digital readiness of our middle school. The goal was to discover how my institution is ensuring that technology is being used wisely for teaching and learning. The infographic that follows is a visual representation of my findings. The two driving questions at the top of the infographic guided the interview, while Mike Ribble’s nine elements of digital citizenship, the ISTE Digital Citizenship Standard 5, and a number of informal interviews with colleagues guided the construction of the interview questions that follow.
My role as an educator is to both prepare students with the skills and knowledge for an undefined future, and engage them to take ownership of their own learning. The following mission statement aims to excite other secondary educators, as it identifies and addresses crucial areas of need during the secondary years. Educating students for the future is anything but explicit, and there is increasing demand to be technologically literate.