Thursday, October 26, 2023

Middle-School Students Discuss a Hot Topic

 Middle-School Students Discuss a Hot Topic

In this Journal of Adolescent and Adult Literacy article, Shireen Al-Adeimi and Jennie Baumann (Michigan State University) say the IRE pattern of classroom discussions – initiate, respond, evaluate – is ubiquitous in K-12 classrooms:

  • The teacher initiates by asking a question.

  • A student responds.

  • The teacher evaluates the response.

This dynamic, say Al-Adeimi and Baumann, tends to elicit factual knowledge and “leaves little room for elaborated discussion or student input.” 

The authors studied videos of several seventh- and eighth-grade classrooms in which the teachers stepped back from the traditional role and facilitated “dialogic” talk (a.k.a. accountable or academically productive), where the teacher-student power dynamic was more equal and students engaged in critical thinking, perspective-taking, text comprehension, and argumentative reasoning, built on each other’s ideas, and engaged in collective thinking and understanding.

The classes were discussing whether a D.C.-area football team, then called the Washington Redskins, should change its name because of what many considered its derogatory connotations. (A few years after these discussions, the team changed its name to the Washington Commanders.) Al-Adeimi and Baumann analyzed transcripts of the classroom dialogues and considered whether the class time spent was academically productive. Here’s what they found.

The classes were using the interdisciplinary Word Generation curriculum, and discussions spanned social studies, science, math, and language arts lessons over several school days, culminating in students arguing their positions supported by evidence and reasoning. The academic focus words for the unit were derogatory, stereotype, connotation, slur, and stigmatize

During discussions, students’ participation fell into four categories as the floor was held by successive speakers, facilitated by the teacher (who took up about half of the air time):

  • Primary – often initiated and sustained discussions, talked frequently, with or without evidence to support their claims – 12 percent of class time;

  • Secondary – their contributions aligned with, elaborated on, and supported those of the primary participants – 12.5 percent of the time;

  • Tertiary – engaged in playful quips, surface-level contributions, or sarcasm, sometimes eliciting laughter – 7 percent of the time; 

  • Peripheral – few claims, little substantiation, not well reasoned – 10 percent of time.

Students took on different roles depending on their personalities, engagement with the topic, and personal investment and knowledge on the topic. Some students shifted from one role to another and power and control of the discussion were very much in play as students expressed their views, debated points, and sometimes interrupted.

Al-Adeimi and Bauman say students were eager to engage and the discussions were lively, with broad student participation and listening to other perspectives. But the classes didn’t arrive at consensus, and it appears that few students changed their initial positions. This was not a failure because the object was for students to “think for themselves with others,” explore a high-interest topic, express and hear different viewpoints, and develop thinking, speaking, and listening skills. 


“Roles of Engagement: Analyzing Adolescent Students’ Talk During Controversial Discussions” by Shireen Al-Adeimi and Jennie Baumann in Journal of Adolescent and Adult Literacy, September/October 2023 (Vol. 67, #2, pp. 42-52); the authors can be reached at aladeimi@msu.edu and povenmir@msu.edu.

Are Trigger Warnings Effective?

 

Are Trigger Warnings Effective?

In this article in Clinical Psychological Science, Victoria Bridgland, Payton Jones, and Benjamin Bellet (Flinders University, Australia) report on their meta-analysis of recent studies of trigger warnings. The idea of such warnings is to alert students to upcoming content that may be distressing because of memories of negative experiences, helping them to emotionally prepare for (or completely avoid) the content. 

Trigger warnings first showed up on feminist message forums in the early days of the Internet to help women prepare for or sidestep content that was likely to remind them of past trauma. Over time, content warnings spread to university and other classrooms, museums, news media, and social media, and expanded to include a variety of potentially unsettling content, including microaggressions. An example: This article contains details that some readers may find distressing.

Trigger warnings have sparked a lively debate in universities. Some argue that content warnings are necessary to show sensitivity to historically marginalized groups and those who are psychologically vulnerable. Others have challenged trigger warnings as a hindrance to academic inquiry and questioned their efficacy, even arguing that warnings may make things worse for sensitive people. Bridgland, Jones, and Bellet explored these and other arguments by doing a meta-analysis of studies of university students and adults, all from WEIRD societies (Western, educated, industrialized, rich, and democratic). 

What did the analysis reveal? Here’s what Bridgland, Jones, and Bellet found in four key areas:

Emotional reactions – The studies in the meta-analysis almost unanimously showed that trigger warnings did not mitigate students’ and adults’ distress about the identified material. Why would trigger warnings have so little impact? The authors suggest that most people are not skilled at emotional preparation – that is, “reappraising emotional content or using coping strategies.” Trigger warnings alert people to what’s coming but don’t give them ways to deal with their reactions when they hit. 

Avoidance – The meta-analysis shows that trigger warnings did not lead most people to avoid the warned-about material. One study found that only 6 percent of people actually took the option of not viewing what had been flagged as potentially upsetting. It appears, say Bridgland, Jones, and Bellet, “that trigger warnings foster a forbidden-fruit effect in which warnings actually increase rather than decrease attraction to potentially negative material.” This has also been called the Pandora or teasing effect, and studies have shown that these effects are stronger among those who are most vulnerable. 

Anxiety – Trigger warnings “reliably increased anticipatory anxiety about upcoming content,” say the researchers. “In theory, this anticipatory period could indicate that forewarned individuals are bracing themselves for a negative emotional experience. However… whatever bracing might occur during this anticipatory period is apparently completely ineffective. In other words, according to the current literature, this small increase in negative emotions induced by trigger warnings serves no productive purpose.” 

Educational impact – The analysis found that trigger warnings had little or no effect on students’ and adults’ comprehension of the warned-about material. “Advocates claim that warnings in the classroom help to foster a safe environment for trauma survivors,” say the authors, “allowing them to prepare for distressing material and therefore enhancing their learning outcomes. However, we found that, at best, warnings have no effect on comprehension of material. At worst… trigger warnings have the potential to increase apprehension and anxiousness about attending class.” 

The bottom line, say Bridgland, Jones, and Bellet, is that trigger warnings are “fruitless,” have the added disadvantage of inducing “a period of uncomfortable anticipation,” and “should not be used as a mental health tool.” 


“A Meta-analysis of the Efficacy of Trigger Warnings, Content Warnings, and Content Notes” by Victoria Bridgland, Payton Jones, and Benjamin Bellet in Clinical Psychological Science, August 18, 2023 (Vol. 11, #5); Bridgland can be reached at victoria.bridgland@flinders.edu.au.

Benefits of Curriculum Alignment and PLCs-

 

  • A curriculum revision starting in 2015 phased in Common Core-aligned expectations to all schools, including higher expectations and more emphasis on non-fiction reading.

  • The curriculum reforms were phased in one subject at a time over a six-year period, accompanied by teacher training.

  • Students in DoD schools are using similar curriculum materials at each grade level across all the schools.

  • Collaboration among teachers is required, with team meetings built into the schedule.

  • DoD schools are philosophically committed to raising the floor of teaching effectiveness for all classrooms, compared to a “pockets of excellence” approach implicitly embraced by many other schools. 

Good Schools in the Department of Defense

 The article goes on to list some positive characteristics of Defense Department schools that might point the way for policymakers:

  • All military families have access to housing and health care.

  • In all families, at least one parent has a job.

  • Students are racially integrated – 42 percent white, 24 percent Latin, 10 percent African-American, 9 percent Asian-American, and 15 percent multi-racial. 

  • Students are economically diverse, with the children of lower-rank and lower-paid parents in classrooms with children of high-ranking officers.

  • The schools are well funded, spending about $25,000 per student, with a predictable budget each year.

  • Schools are well supplied so teachers have less need to spend their own money on basics.

  • Teachers are well paid and generally have a decade or more of experience.

  • All Defense Department schools are run by a headquarters in the Pentagon.

  • A curriculum revision starting in 2015 phased in Common Core-aligned expectations to all schools, including higher expectations and more emphasis on non-fiction reading.

  • The curriculum reforms were phased in one subject at a time over a six-year period, accompanied by teacher training.

  • Students in DoD schools are using similar curriculum materials at each grade level across all the schools.

  • Collaboration among teachers is required, with team meetings built into the schedule.

  • Teachers receive detailed feedback from instructional coaches and administrators.

  • DoD schools are philosophically committed to raising the floor of teaching effectiveness for all classrooms, compared to a “pockets of excellence” approach implicitly embraced by many other schools. 


“Who Runs the Best U.S. Schools? It May Be the Defense Department” by Sarah Mervosh in The New York Times, October 12, 2023

Tuesday, October 24, 2023

Setting Expectations as a Project Manager

 from Harvard Business Review - 10/24/2023

How to Set Expectations When Managing a Project
Managing the expectations of a wide range of stakeholders is one of the biggest challenges you can face as a project manager. But it’s a critical skill to develop—directly addressing misalignment of expectations can have tangible benefits, including reducing safety incidents and increasing productivity. Here are some strategies you can use to close the expectations gap.
  • Consider the root of everyone’s expectations. To prevent conflict and confusion, collectively set goals at the outset, and understand what it will take to meet key performance indicators (KPIs). Equally important is continually reevaluating these goals as the project moves along.
  • Don’t take sides. As the project manager, your job is to find the common ground of all your stakeholders.
  • Foster relationships with your team. Project management requires a significant level of emotional intelligence. The more people trust you and feel psychologically safe, the more comfortable they’ll feel to speak up when issues inevitably arise.
  • Build a project structure that’s sturdy but flexible. Even the most well-organized projects can go awry. A project’s structure needs to be sturdy enough to move forward, but nimble enough to adapt when timelines and expectations shift. The easiest way to do this is to break projects down into small, functional steps.
  • Keep the team grounded in an overall vision. Collective purpose is one of the strongest human motivators. Establish it early and keep it top of mind—especially if competing stakeholders lose sight of that overall mission as the project progresses.

Tuesday, October 17, 2023

PLC-learning about students' understanding

 [possible communication to level leaders for tmrw?  PLCs in Action


How can we learn more about students’ understanding of sentences?


We wanted to find out more about students’ understanding of sentence structure. So we designed a set of 20 simple multiple-choice questions to try and shed some light on why students make these kinds of errors. Here are two questions from the set.


These two questions are examples of the way that two questions targeting the same concept can still have very different challenges - something we have written about before. Both questions are structurally quite similar, in that they are testing student understanding of sentence fragments. But despite this structural similarity, the surface features make a big difference. Students find one question very easy, and one much harder. In our first trial of these two questions, with a couple of thousand Year 5 students in England, 91% got the first question right but only 13% got the second one right.


Why is there such a big discrepancy? We think that students don’t understand what makes a sentence, and instead focus on surface features - in this case, sentence length. The correct answer to option 5 looks like it is about the right length, and all the other options are very short. But in question 6, sentence length leads students astray. The correct answer is very short, and students therefore don’t think it can be a sentence.


Thursday, October 5, 2023

A Collection of Discussion Strategies

 Cult of Pedagogy - link

Example of a Comprehension Problem that is a Knowledge Problem

 Doug Lemov - link

Merit Pay in Dalls - the Ups and Downs - Marshall Memo 10/2/2023

The Track Record of Merit Pay in Dallas

In this Education Gadfly article, Amber Northern describes the trajectory of the

Accelerating Campus Excellence (ACE) merit pay pilot program launched in 2016 in the

Dallas schools. It followed the implementation of a new performance evaluation process two

years earlier. Here’s what happened:

- High-rated principals could make $13,000 more, assistant principals $11,500 more,

teachers $6-10,000 more, instructional coaches $6,000 more.

- To get the pay increase, educators had to be accepted to work in one of the district’s

lowest-performing campuses, dubbed ACE schools.

- Educators already in those schools had to go through a rigorous screening to keep their

jobs.

- Only 20 percent were retained; the rest (including principals) were assigned elsewhere.

- They were replaced by teachers from the pool of the highest performers.

- Researchers followed data in the initial cohorts of ACE schools, comparing them to a

control group of non-participating schools with similar incoming student performance.

- ACE schools showed an immediate, significant improvement in student achievement,

bringing their math and reading scores close to the district average.

- In the second and third year of the intervention, ACE schools’ scores continued to rise,

showing that the more exposure students had to highly effective educators, the better

they did.

- Test scores in the control group schools flatlined.

- Student achievement gains in the ACE schools were so great that by 2019, three of the

four initial ACE schools no longer qualified for the program.

- As a result, educator stipends were eliminated in those schools, along with after-school

and other programmatic components.

- Over 40 percent of the high-performing teachers transferred out of their ACE schools,

and those who remained were assigned to PD responsibilities outside the classroom.

- The former ACE schools then saw a sharp decline in student achievement, reversing

most of the previous gains.

- Schools in the control group didn’t experience these fluctuations.

What lessons can be drawn from Dallas’s initiative? First, significant pay incentives can

persuade educators to transfer to a low-performing school. Second, reconstituting a school’s

staff can make a dramatic difference. Third, good teaching and school leadership are keys to

student achievement. And finally, if effective teaching and other programmatic elements are

not sustained, everything falls apart.

“The Ups and Downs of Dallas’s Pay-for-Performance Roller Coaster” by Amber Northern in

Education Gadfly, September 28, 2023

17 Tweaks to Group Work

 From Cult of Pedagogy: link

From HBR - Four Stories Leaders Should Tell

https://hbr.org/2023/09/5-types-of-stories-leaders-need-to-tell?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_notactsubs 


The historian Doris Kearns Goodwin was once asked what questions she would put to Abraham Lincoln if given the chance. “I feel like a bad historian,” she answered, “but I’d probably ask him to tell me a story.” As she herself has documented, the 16th U.S. president was not just a great political leader but also a masterful raconteur, who used stories to entertain, educate, and inspire.

Storytelling is an important leadership skill. As psychologists Gordon H. Bower and Michal C. Clark of Stanford first observed in 1969, we’re 7 times more likely to remember a fact when it’s wrapped in story. Telling stories can also help with all five of the effective leadership practices that Santa Clara University professors James M. Kouzes and Barry Z. Posner lay out in their book The Leadership Challenge: 1) model the way, 2) inspire a shared vision, 3) challenge the process, 4) enable others to act, and 5) encourage the heart. But it’s important to learn which types of stories lead to which outcomes. Here’s a primer.

Trust Story

As noted in The Moth book, How to Tell a Story“When you choose to share your story, you share a piece of yourself.” In so doing, you start to build trust and connect in new ways with your listeners. Trust stories humanize you as a leader and allow you to encourage the heart of your team.

Thasunda Brown Duckett, president and CEO of TIAA, connects her memories of being the only Black girl on the soccer team not invited to a teammate’s birthday party to often being the only woman and person of color in a meeting. When you demonstrate vulnerability by sharing a personal story, others will be inspired to reciprocate, creating a virtuous circle of trust.

Teaching Story

BrenĂ© Brown defines a leader as “anyone who sees potential in people and has the courage to develop that potential.” Great leaders need to be great teachers. Stories allow you to simplify complex topics by providing easy-to-follow models for behavior and skills.

As chairman, president, and CEO of Lowe’s, Marvin Ellison uses stories from his life to teach his team. Early in his career, when he worked at Target, a senior leader from corporate visited his store and asked employees for feedback. When no one spoke up, Ellison volunteered that a new system wasn’t working as intended. In the end, the system was fixed and Ellison was recognized for speaking up. Now, he tells this story when visiting Lowe’s locations as a way of enabling others to act with candor and promoting a feedback-driven culture.

While a trust story is built around you, a teaching story and the other three types can also be an indirect narrative — using someone else’s story, a fictional one, or a parable to deliver your message. Just make sure your audience can identify and empathize with the protagonist so they want the same thing for themselves.

Action Story

A big part of a leader’s job is to inspire action — and one of the best ways to do that is through an story that leaves the audience thinking, “If we do this (insert your desired action here), then we will get that (the desired result).”

Entrepreneurs can use action stories to launch new business ideas. Canva founder and CEO Melanie Perkins dreamed of making graphic design accessible. To do this, she needed to create a new story for investors. “People are scared of designing,” says Perkins. “They’re conditioned their whole lives to think that they’re not creative.” Early success stories included people completing simple design challenges and creating resumes that helped them land jobs.

Action stories can also be used to inspire organizational change. Former CEO Indra Nooyi used story to challenge the process at PepsiCo, shifting a product portfolio that was primarily sugar-based to something more health conscious. She wanted to maintain the sense of fun but ensure that it was also good for you. “Words that speak to people’s hearts are more important than speaking to their minds,” Nooyi shares. She developed an indirect narrative to get buy-in from her board, using story to illustrate emerging trends of evolving consumer tastes.

Values Story

If you want your team to buy into your organizational values, tell a story that shows someone living into them as a means of modeling the way for them to do so as well.

For example, to model the family-first mindset at Zoom, founder and CEO Eric Yuan often tells a story about being late to the company Christmas party because he was traveling with his son’s basketball team. Chobani’s CEO and founder Hamdi Ulukaya frequently shares tales of growing up amid corruption in Turkey and explains how it made him want to become a more ethical business leader. These stories communicate personal and organizational values and encourage values-driven behavior in others.

Vision Story

History is full of examples of leaders using vision stories. Following the evacuation at Dunkirk, Winston Churchill vividly described a Britain that would “fight on the seas and oceans” and “never surrender.” In his iconic “I Have a Dream” speech, Martin Luther King, Jr. used story to paint a picture of a world in which “man would not be judged by the color of his skin but the content of his character.”

In business, GM CEO Mary Barra uses story to illustrate a future with “zero crashes, zero emissions, and zero congestion.” In taking the reins as the first non-founder CEO at Microsoft, Satya Nadella needed to shift the culture internally from being “know-it-alls” to “learn-it-alls.” To promote the “learn-it-all” mindset, Nadella shared a story about his dad. “He had this diary he would write in every day — people met, ideas generated to act on. It’s a continuous system.”

Stories make the unseen future feel vivid and real, inspiring a shared vision that listeners will commit to and make progress toward.

As Kouzes and Posner’s title implies, leadership is a challenge. But story can help with all five practices of effective leadership. Vision stories inspire a shared one. Values stories model the way. Action stories can spark change and, in turn, challenge the process. Teaching stories transmit knowledge and skills to others, enabling them to act. And when you share your own story you build trust and encourage the heart.