Saturday, December 31, 2022

Reviewing the Educational Challenges of 2022: A Blog of Blogs

 The Need for Improvement in the Midst of Academic Gaps, Discipline and SEL Problems, School Shootings, and Continued Disproportionality

[CLICK HERE to read this Blog on the Project ACHIEVE Webpage] 

Dear Colleagues,

Introduction

   Happy New Year! 

   On a personal level, it’s been challenging, but exciting, month. In the midst of moving from Arkansas to Florida, I was consulting all over the country (as well as Canada) while living out of a string of hotels for over 3 months. My wife and I (mostly my wife) spent most of December unpacking hundreds of boxes. . . while trying figure out how to lock our front door!

   If you missed an early December Blog from me. . . there wasn’t one. . . sorry!

   Sometimes your personal life needs to take a “front seat” to your professional life. . . in fact, that probably should be the case virtually all of the time.

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   Meanwhile. . . on a professional level. . . it’s been a challenging and eventful 12 months.

   While many schools have a “pandemic hangover” that continues to impact students’ academic progress and social-emotional status, educators also continue to struggle with long-standing issues like school violence and chronic absenteeism, cultural responsiveness and disproportionality, early intervention and special education services, and staff recruitment, coverage, and retention.

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   While I don’t have a corner on the market of creative ideas and solutions, I do think that some of the “solutions” that have been marketed for a long period of time in the diverse fields of education and psychology simply have not worked and need to be retired.

   As discussed in one of my Blogs this year, “school improvement begins with principles before (figuratively) principals.” After that, strategic planning and implementation, an effective multi-tiered service and support system, and professional development and coaching—that holds all of us accountable to student-centered outcomes—becomes essential.

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A Year of Solutions in Review

   At the end of every year, I take a list of my bi-monthly Blog titles and organize them into “thematic clusters.”

   Because I write virtually all of my Blogs based either on (a) what has occurred in education (e.g., during my school consultations, or across the country) during the previous few weeks, or (b) significant just-published articles, reports, or (social) media posts, the clusters often represent the most important school and schooling themes we have experienced during the past year.

   Below, I briefly review these themes and Blogs, and—after providing an Abstract for each Blog—give you the links to the twenty-two messages written during 2022.

   I hope you will (re-)read the Blogs that are most important to your work in your respective field. Moreover, I hope you will implement one or more of my suggestions during the next semester of this school year.

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School Improvement: Collaboration, Principles, Professional Development, Politics, and Performance

   With all of the talk about closing students’ achievement gaps, addressing students’ social-emotional needs, and resetting schools’ trajectories toward excellence, educators still must recognize that this will occur only through strategic planning and implementation. At its core, this planning should focus on the science-to-practice of effective teams, professional development, collaboration, coaching, and feedback.

   Five Blogs this past year focused on how districts and schools can excel in these critical continuous school improvement areas.

   [LINK to each Blog by clicking on either its publication date or its CLICK HERE insert.]

November 26, 2022  How to Create High-Performing, Collaborative Teams of Staff in Schools: No Woman/Man is an Island

Abstract. Blog focuses on the importance and characteristics of high-performing, collaborative school teams and staff—emphasizing that many school leaders receive little training and coaching in this area. It shares four tenets to help educators “get off their islands” and on to collaborative teams. It then applies Friedman’s research, identifying five characteristics of high-performing teams, to school and other educational settings.

[CLICK HERE to LINK to BLOG]

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October 1, 2022  Reflecting on My 50th High School Reunion and What I’ve Learned about Life and Life in Education: A Poetic Sequel to “American Pie”

Abstract. Through an original poem based on the 1972 hit song “American Pie,” this Blog provides some personal and historical reflections on the occasion of the author’s 50th High School class reunion, and his experiences in American education.

[CLICK HERE to LINK to BLOG]

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June 25, 2022  In Order to Improve. . . Schools Need to Understand How to Improve. School Improvement Begins with Principles before Principals: Paying It Forward

Abstract. This Blog discusses ten principles needed to guide school improvement and change—both internally from the Leaders within, and externally for those working as consultants from the outside. These principles can easily be adapted to virtually any work setting.

[CLICK HERE to LINK to BLOG]

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May 14, 2022   Reconceptualizing Professional Development for the Coming School Year: Moving Away from Fly-by, “Spray and Pray,” and Awareness-Only Training

Abstract. Many school improvement initiatives fail because of their approach to professional development. This Blog describes the three interdependent goals and components of effective professional development, and the two science-based practices that must be embedded in the process. We end with a case study example of an effective elementary school professional development sequence focused on training teachers to teach the Stop & Think Social Skills in their classrooms.

[CLICK HERE to LINK to BLOG]

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January  8, 2022   Educators Need to Deal with Reality by Facing, Analyzing, and then Changing Reality. The Damage Done When We Ignore, Lie About, Misinterpret, Sugar-Coat, or Surrealize Reality

Abstract. With all of the polarized political, Pandemic, and pressurized issues and challenges facing education right now, this Blog encourages districts and schools to analyze, prioritize, strategize, and recognize that these issues will not go away or be solved by putting our collective “heads in the sand.” We discuss the negative organizational impact of false and toxic positivity, and the importance of leaders having high and realistic expectations for change.

[CLICK HERE to LINK to BLOG]

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Social Skills Instruction and Social-Emotional Learning: Prevention, Assessment, Implementation, and Crisis Management

   Many districts and schools continue to choose and implement social-emotional learning activities based on generic, all-inclusive “definitions” or “conceptualizations” that have not been objectively or soundly researched and/or proven for in diverse educational settings.

   Hence, they are at risk of wasting time, resources, and effort on strategies that will not overtly change students’ social, emotional, or behavioral interactions. . . and—especially for students with challenging behaviors—the strategies may actually make the problem worse and/or more resistant to change.

   Eight Blogs this past year focused in this broad area. Each one emphasized a science-to-practice perspective that included how to practically and functionally apply the recommendations to “real” schools, staff, students, and situations.

   [LINK to each Blog by clicking on either its publication date or its CLICK HERE insert.]

October 15, 2022  Emotionally Responding to a Crisis: Short-Term, Long-Term, Adults, and Children. Fight, Flight, Freeze, Resilience, and Resolve

Abstract. Blog shares personal experiences and professional reflections prompted by Hurricane Ian’s devastation in Fort Myers, Florida. Analysis focuses on student and adult emotional reactions, the response phases to a natural disaster, and how to strengthen resilience.

[CLICK HERE to LINK to BLOG]

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July 23, 2022  Should the U.S. Supreme Court Limit the Powers of the U.S. Office of Special Education Programs (OSEP)? How OSEP Has Taken “Liberties” with the Law, and Spent Tax-Payers’ Money on Flawed Frameworks

Abstract. Should the U.S. Supreme Court strike down specific regulations and legal interpretations made by the U.S. Office of Special Education Programs? This Blog reviews (a) a recent Supreme Court decision limiting a federal agency's ability to interpret the law; (b) two recent announcements by OSEP regarding how schools should be disciplining students with disabilities, and that the vast majority of state departments of education are not in compliance with IDEA, 2004; and (c) seven critical multi-tiered system of supports flaws, advocated by OSEP, that result in ineffective services to students with disabilities. Blog encourages schools and districts to know the law, understand the limits of the law for federal agencies--like the U.S. Department of Education, and resist any pressure that occurs when ineffective practices—based on an agency's misinterpretation or over-reach of the law—are recommended or “required."

[CLICK HERE to LINK to BLOG]

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April 30, 2022  Using Effective Practices to Screen and Validate Students’ Social, Emotional, and Behavioral Status: Finding, Sorting, Analyzing, and Synthesizing the (Right) Data (Part II)

Abstract. Blog discusses five primary ways to collect information within a school’s screening-to-services process when students have SEL challenges.

This Blog (Part II of a two-part Series) discusses five primary ways to collect information within a school’s screening-to-services process when students have SEL challenges: Reviewing, Interviewing, Observing, Testing, and gathering Self-Report information and data. Specific examples are provided, as well as screening-to-service/MTSS effective practices.

[CLICK HERE to LINK to BLOG]

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April 16, 2022   YES: Teachers Should Help Screen Students for Social, Emotional, and Behavioral Challenges. NO: That’s NOT Where the Screening Process Ends. Schools Must Use Effective Practices to Screen and then Validate Students’ Mental Health Status (Part I)

Abstract. In the face of schools training teachers to screen and recognize the "early warning" indicators of students' social-emotional and mental health problems, this Blog discusses the ten necessary screening-to-service practices that all schools should use, in a multiple-gating process, to ensure that valid student problems are identified, analyzed, and then addressed with high probability of success services, supports, strategies, and interventions.

[CLICK HERE to LINK to BLOG]

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March 26, 2022  Students Understand Social “Reality” Only When They Can Socially Analyze Multiple Realities. Are Students Prepared When Personality and Power Control, Misrepresent, or Lie About the Truth?

Abstract. Using a recent episode of Survivor where a transgender cast member “came out,” this Blog discusses the importance to teaching students media and social media skills to differentiate between fact, fiction, and fake news. Also addressed are the many controversial social issues students need to understand in the news and social media, the misguided attempts to politically and functionally shield students from these issues, and the fact that such censorship will result in students still accessing the prohibited information, but perhaps being misinformed during the process.

[CLICK HERE to LINK to BLOG]

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March 5, 2022  Fitting Social Skills Instruction into the School Day: Necessity, Priority, Fidelity, and the Secondary School Advisory Period. Effective Planning, Execution, and Accountability are Essential to SEL Success

Abstract. To address students' current social skills gaps, this Blog described the characteristics of effective social skills programs; when and how classroom teachers can schedule and teach the social skills consistently across the school year; why social skills instruction is important to students' academic progress--even with the current pandemic-generated gaps; and how to effectively use the secondary-level Advisory Period for social skills instruction.

[CLICK HERE to LINK to BLOG]

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February 19, 2022  The SEL Secret to Success: You Need to “Stop & Think” and “Make Good Choices.” Helping Students Learn and Demonstrate Emotional Control, Communication, and Coping

Abstract. After describing Counselors' perspectives on the most pressing social, emotional, or behavioral student, staff, and school needs, this Blog describes the SEL outcomes when students are taught emotional control, communication, and coping skills in their classrooms, and then the "SEL Secret to Success"—the evidence-based Stop & Think Social Skills process and universal language. The science-to-practice underlying this language and why it works are detailed.

[CLICK HERE to LINK to BLOG]

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February 5, 2022  Why Do They Keep Trying to “Validate” Restorative Practices with Lousy (or Worse) Data? More Proof that Schools Need to Avoid Restorative (Justice) Programs and Practices

Abstract. This Blog critically analyzes (a) a new “research” report that inaccurately attempts to use a large-scale student survey to show that restorative practices “effectively” decrease disproportionate discipline actions for students of color, and (b) the implications of a recent ACLU report showing that the Pittsburgh (PA) School District under-reported disproportionate school arrests for students of color and disabilities in the face of a “successful” restorative practices program that ended the year before.

[CLICK HERE to LINK to BLOG]

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Addressing Students’ (Integrated) Academic and Social-Emotional Needs and Gaps

   One of the continuing “pandemic hangover” challenges in schools across the country is the gap related to students’ academic and social-emotional status and functioning.

   Critically, this gap is uneven across where students live, their grade levels, socio-economic status, cultural and language backgrounds, and home and family experiences. And yet, many schools seem to be using only one global, across-the-board strategy to address these integrated issues. . . often without the diagnostic, root cause data needed for differentiation and individualization.

   Five Blogs this past year focused on effective practices in this area.

   [LINK to each Blog by clicking on either its publication date or its CLICK HERE insert.]

November 12, 2022 Teaching Students Needed Academic and Social-Emotional Skills: We Need to Sweat the Small Stuff

Abstract. Blog describes five vignettes that reinforce the importance that educators and related services professionals “sweat the small stuff.” We demonstrate that, to make big and meaningful academic and social, emotional, and behavioral gains with students in our classrooms and schools, we need to sweat the small details that make effective practices work.

[CLICK HERE to LINK to BLOG]

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October 29, 2022  The Three Keys to Closing Students’ Academic and Social-Emotional Gaps: Strategic Planning, Proven SEL Strategies, and Student-Centered Multi-Tiered Services and Supports

Abstract. Blog discusses the predominant academic and social, emotional, and behavioral challenges for students in our schools today, and describes (with links to a recent national radio interview and past Blogs) the three keys to addressing these challenges and facilitating student success.

[CLICK HERE to LINK to BLOG]

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September 10, 2022  The Academic and Social-Emotional Impact of Multiple Moves on Students in Poverty. The Stress We Feel When Moving is Exponentially Higher for Disadvantaged Students

Abstract. This Blog discusses the research and real academic, social, emotional, and other impacts of the multiple moves often experienced by students who live in poverty. Educators are encouraged to “seek first to understand” the cumulative stresses of these moves when new students come from multiple schools with many different curricular, instruction, disciplinary, and social-interactional approaches.

[CLICK HERE to LINK to BLOG]

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August 27, 2022  Generation C (COVID) is Entering School with Significant Language, Academic, and Social Delays. The Pressure on Our Preschool and Kindergarten Programs to Act NOW

Abstract. This Blog reports the results of a number of recent studies and their descriptions of some of the delays exhibited by infants, toddlers, and preschoolers who have grown up during the pandemic. It then discusses some of the pandemic-related reasons why infants born during the pandemic appear to have nearly twice the risk of developmental delay—specifically in communication and social development—when compared with pre-pandemic infants.

   It recommends evaluating individual children as needed, determining the pre-pandemic, pandemic-related, and pandemic-unrelated root causes of any problems found, and linking the evaluation results to specific services, supports, strategies, and interventions.

   It concludes by detailing what early childhood, preschool, and kindergarten teachers, administrators, and support staff need to do for today’s Generation C children—supported in three areas by their schools and districts: Child Find, the use of Social-Developmental Histories, and the implementation of effective and compensatory educational services and supports.

[CLICK HERE to LINK to BLOG]

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August 6, 2022  Closing the (Pandemic?) Reading Gap in Our Schools: We Need to Link Sound Assessment with Strategic Intervention. How One New Federal Status Report (and Three Popular Press Articles) May Lead Educators Astray

Abstract. Blog critiques August 4, 2022 National Center for Education Statistics report identifying how many students ended the past school year with academic skill gaps. Also critiquing three follow-up popular press articles, Blog recommends a multi-tiered intervention continuum based on determining the root causes of each student’s literacy gaps, and policy changes away from retaining students not proficient in reading at the end of Grade 3.

Blog critiques new National Center for Education Statistics report on students with literacy skill gaps and three popular press articles, recommending more effective ways to close the gaps.

[CLICK HERE to LINK to BLOG]

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School Safety, Student Discipline, and the Ongoing School Shooting Epidemic

   Echoing my introductory comments above, too often districts and schools choose (or continue) strategies to address school safety, classroom management, and student discipline and self-management that simply have not worked. . . across years and even decades.

   Over these same years, I have provided science-to-practice explanations as to why these strategies have not worked and will not work, detailing alternative, evidence-based approaches that have demonstrated, sustained success across settings, time, and circumstances.

   At the same time, some behavioral events—specifically, school shootings—transcend students and settings. . . as they also occur in community and socio-political contexts. Nonetheless, it is essential to understand the diverse ecological and psychological root causes of school shootings so that they can be minimized in the New Year.

   Four Blogs this past year focused on this broad area.

   [LINK to each Blog by clicking on either its publication date or its CLICK HERE insert.]

July 9, 2022  Reviewing Three New Studies on Student Discipline, Disproportionate Office Referrals, and Racial Inequity. It’s Not about School Shootings! It’s about Recognizing What Needs to Change in our Classrooms

Abstract. This Blog discusses three new studies on student safety and classroom discipline, disproportionate office referrals and school suspensions, and racial equity and students’ need for social-emotional supports during the still-pandemic-influenced past school year. We end with an outline of action areas to make the systemic changes needed, and to help schools build an infrastructure toward a successful future.

[CLICK HERE to LINK to BLOG]

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June 11, 2022  Why School Shootings should be Considered Extreme Events along the Social-Emotional Learning Continuum. . . And Why Schools Need to Conduct SEL Audits and Needs Assessments to Decrease the Future Risks

Abstract. This Blog emphasizes that school shootings are extreme events at the far end of the social-emotional learning continuum that often occur due to a combination of incomplete preventative practices and ineffective responsive practices. Described are recommended SEL Audits and Needs Assessments to decrease the risks of future school shootings, as well as peer teasing, taunting, bullying, harassment, hazing, and physical aggression.

[CLICK HERE to LINK to BLOG]

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May 26, 2022  How Many More Children Need to be Gunned Down in our Schools and on our Streets? A Historical Plea to Protect our Children from the Politics of Polarization

Abstract. Blog discusses the recent school shooting in Uvalde, TX, and why both gun control and mental health services are needed to decrease the possibility of similar, future events. An emotional plea is made to separate history from politics, and to listen to Steve Kerr, who lost his Dad to gun violence, and Adalynn Ruiz, whose mother (a 4th grade teacher) was killed in Uvalde.

[CLICK HERE to LINK to BLOG]

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January 22, 2022  (Pandemic-Related?) Behavioral Challenges and Student Violence in Our Schools Today: Preparing for Action by Pursuing the Principles Needed for Assessment and Intervention

Abstract. Given the increasing number of social, emotional, and behavioral challenges exhibited by students in schools across the country this school year, this Blog encouraged schools to avoid “crisis-oriented” reactions and responses.

   Instead, we recommended using a strategic planning approach that is guided by both systemic and student-specific principles and practices.

[CLICK HERE to LINK to BLOG]

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Summary

   While his quote varies depending on your source, H.L. Mencken, an American journalist and cultural critic, said:

For every complex problem there is a solution that is simple, elegant, clear, and wrong.

   Far too often in education and psychology, we forget (or do not attend to) this quote.

   Instead, we retreat toward simplistic solutions that (a) do not rely on sound and objective data-based root cause analyses; (b) are marketed by (perhaps, well-intentioned) individuals or (for-profit or not-for-profit) companies; or that (c) may work in one setting or situation, but do not necessarily work in your setting and with your schools, staff or colleagues, or students.

   I understand the dilemma of not enough time, resources, funds, expertise, or personnel.

   But we cannot make decisions about students’ educational lives and futures without regard to the elements of sound practice, implementation, and evaluation.

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   As always, I appreciate everyone who reads this bi-monthly Blog and thinks about the issues or recommendations that we share.

   I again wish all of you a “Happy New Year” on both a personal and professional level.

   We have five to six more months to positively impact our students, staff and colleagues, schools, and other educational settings. While many districts are already planning for the future (i.e., the 2023 – 2024 school year), we still need to understand that the “future is now.”

   If I can help you map out your future—for example, in the areas of (a) school improvement, (b) social-emotional learning/positive behavioral discipline and classroom management systems, and (c) multi-tiered (special education) services and supports—feel free to contact me to begin this process.

Best,

Howie

[CLICK HERE to read this Blog on the Project ACHIEVE Webpage]

Saturday, December 3, 2022

How to Create High-Performing, Collaborative Teams of Staff in Schools: No Woman/Man is an Island

 Dear Colleagues,

 [CLICK HERE to read this Blog on the Project ACHIEVE Webpage]


Introduction

   Schools are necessarily complex and multi-layered organizations that too often are conceptualized and run in simplistic and sequential ways.

   Many think: “All we need are good teachers, sound curricula, essential resources, and motivated students, and we’ll be successful.”

   But that’s simply not true.

   It’s not true in business. . . not true in government. . . not true in the non-profit world. . . not true in medicine. . . and not true in education.

   Indeed a good hospital is not simply about having good doctors, nurses, and support staff.

   A good hospital results from effective planning, organization, staffing, training, teaming, implementation, and evaluation.

   And good schools. . . that maximize all students’ academic and social, emotional, and behavioral learning, mastery, and independence. . . have (need) the same attributes.

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Getting Educators Off their Islands and On to Teams

   Too many educators work (or attempt to work) on an island in their schools

   They spend a lot of time isolated in their offices or classrooms, completing solitary tasks. And when asked to change, they invest too much time defending “their” way of doing things. 

   And this seems worse since the pandemic.

   Indeed, because some students are so far behind academically and socially—due to two-plus years of isolated Zoom-instruction in their homes and/or pod-dependent teaching in their schools—we have now asked our teachers to catch these students up—individually, student by student, and individually, teacher by teacher.

   Simultaneously, we have sacrificed professional development and instructional coaching, we have revisited unproductive systems of teacher observation and evaluation, and we have embraced computer-assisted learning and after-school tutoring. . . all as primary “closing-the-gap” fixes.

_ _ _ _ _

   What we really need to do is to engage every staff member—at the district and school levels—in a collaborative, shared leadership, team-driven transformation of the school and schooling process.

   This begins with an understanding of “what makes a good team.”

   It also begins with some essential tenets.

Ø Tenet 1: It’s not your class.

   While we want every teacher to dedicate themselves to their students and instruction, they are not the “masters of their domain.

   That is, they do not independently determine what to teach, how to teach, when to teach, and who to teach.

   This is determined by the District—guided by state standards, and Principals—guided by evidence-based practices and specific, scaffolded curricular scope and sequences (including those related to teaching students social skills).

   If district or school administrators allow teachers to function in wholly isolated and independent ways, this “abdication of collaboration” will not close our current academic and social-emotional student gaps and, in fact, they will increase them.

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Ø Tenet 2: All teachers teach in at least five areas: Literacy, Math, Oral Expression, Written Expression, and in their Content Area (if this differs from the four above).

   While this is most evident at the Elementary level, it is essential at the Secondary level.

   Stated simply: Teachers do not teach only in “their” subject areas.

   Virtually every subject (think especially about science) requires reading, oral expression, and written expression. And while there may be less math when teaching reading, reading should be taught in order that students understand, for example, the vocabulary and content in math.

   Similarly, music, art, physical education, coding and computer science (etc.) all require the “four core” academic areas above, as these four core areas determine students’ success in these “elective” areas.

   Parenthetically, secondary-level teachers are not employed to “deliver” courses, presentations, and content. They are responsible for educating their students.

   And if this means that a science teacher must teach his or her students math while reinforcing writing, then so be it.

   And if this means that an English Department must coordinating its writing program with the History or Math Departments, then so be it.

   Too many secondary educators are still “delivering” isolated courses with the belief that “if the students do not get it, the students are responsible to take the actions needed to get it.”

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Ø  Tenet 3: To teach effectively and efficiently, teachers need to teach in transdisciplinary and cross-sectional ways.

   Given Tenet 2, teachers need to systematically coordinate their lateral literacy, math, oral expression, and written expression instruction across the different academic disciplines (and teachers) in a school. In addition, they need to coordinate their vertical instruction, in each respective academic area, with their colleagues from grade level to grade level.

   Relative to lateral instruction, this was what the Common Core established when specific standards emphasized the importance of teaching students (a) to be proficient readers of both fiction and non-fiction, as well as (b) to apply sound literacy strategies to content in other academic areas.

   Relative to vertical instruction, we need to recognize that “education is a tag-team marathon.”

   That is, at the beginning of each new school year, teachers in subject-specific areas (e.g., literacy, math, science, respectfully) need to continue instruction at the point where their students enter from the year before, and teach them so that they can successfully transition—at the end of the year—to the next year and/or course.

   To effectively address both of these transdisciplinary and cross-sectional goals, curricular and instructional coordination is essential.

   Functionally, this may involve—for example—the coordinated use of similar:

·       Literary organizers, rubrics, strategies, devices, and constructions;

·       Mathematical algorithms, graphing and representational approaches, calculation and/or problem-solving strategies, and measurement and statistical procedures; and

·       Writing preparation, drafting, editing/revision, and self- and rubric-driven evaluation procedures and strategies. . .

laterally—across academic subject areas, and vertically—from grade level to grade level.

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Ø  Tenet 4: “Planning” comes before “Success” in the dictionary. . . and in education.

   As noted in Tenet 3, engaging all staff—at the district and school levels—in a collaborative, shared leadership, team-driven transformation of the school and schooling process—here, emphasizing curriculum and instruction—requires strategic planning and continuous attention to:

·       The academic and social, emotional, and behavioral goals and outcomes for students from preschool through high school;

·       How those goals will be progressively attained at each grade level, using scope and sequence-driven curriculum and instruction; and

·       How, once again, this will be accomplished with an explicit eye toward both vertical and lateral coordination and collaboration.

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Getting Teams to Work Collaboratively

   Over the years, we have addressed the importance of collaborative, shared leadership (and committee-driven) approaches at the district and school levels.

   See, for example, the following previous Blog discussions:

June 25, 2022

In Order to Improve. . . Schools Need to Understand How to Improve: School Improvement Begins with Principles before Principals--Paying It Forward

[CLICK HERE to LINK to Blog]

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June 26, 2021

Reconsidering or Rejecting Collective Teacher Efficacy and the Acceleration of Students Who are Academically Behind: Take the Bus, Get Off the Bandwagon

[CLICK HERE to LINK to Blog]

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June 5, 2021

Maximizing Meeting Participation and Productivity: Is Everyone “Bringing It” to Your (Virtual or In-Person) Meeting? Why Be There if You’re Not There?

[CLICK HERE to LINK to Blog]

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   Today, however, I would like to extend this conversation by briefly sharing Ron Friedman’s research, published in the Harvard Business Review (October 21, 2021) on “5 Things High-Performing Teams Do Differently.”

   Friedman noted:

(N)ew research suggests that the highest-performing teams have found subtle ways of leveraging social connections during the pandemic to fuel their success. The findings offer important clues on ways any organization can foster greater connectedness—even within a remote or hybrid work setting—to engineer higher-performing teams.

   Based on a survey of 1,106 U.S.-based office workers, Friedman separated the responses from those rating their work teams as high-performing versus low-performing, respectively, so that he could discern what high-performing teams do differently.

   The study revealed five key differences:

·       High-Performing Teams are not Afraid to Pick Up the Phone

·       High-Performing Teams are More Strategic with their Meetings

·       High-Performing Teams Invest Time Bonding over Non-Work Topics

·       High-Performing Teams Give and Receive Appreciation More Frequently

·       High-Performing Teams are More Authentic at Work

   Translating these keys into an educational context, we briefly emphasize the following relative to establishing and sustaining collaborative and effective school teams.

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High-Performing Teams are not Afraid to Pick Up the Phone

   Unfortunately, many districts and schools have an overt or covert culture that discourages staff from admitting or acknowledging that they don’t know, understand, or have experience in specific skill or content areas.

   In contrast, we believe that staff should feel free and comfortable to admit that they have professional development or experiential gaps.

   Using “picking up the phone” euphemistically, then, we believe that (a) such gaps are best addressed through professional development, mentoring, and coaching; and that (b) “everyone in a school—at any level and in any position—is a potential professional development consultant or coach for someone else.”

   For example, bus drivers are often the first “educators” to see our students in the morning. Thus, they are important consultants to other school personnel wanting information on how specific students are coming from home to school.

   Secretaries, in a similar vein, often have more in-depth interactions with certain parents (e.g., on the telephone or in the Office) than some of our teachers. Thus, they may have important information regarding these families and children or adolescents.

   On a more professional level, many teachers often have hidden talents, professional experiences, and training that even their “best-friend” colleagues of many years do not know about. At times, these hidden talents may be the talents that become the key to a student’s success.

   The first “bottom line” here is that every school staff member needs to know and maximize the collegial resources that already exist within their own school.  

   The second “bottom line” is that staff should not feel pressured to “know everything,” or to implement strategies or interventions where they have skill or content gaps.

   Those in the Medical Profession consistently practice the adage: “When you don’t know, you get a consult.”

   That is, you “pick up the phone,” you acknowledge what you don’t know, and you ask for help.

   Schools and educators need to celebrate this adage and act. It is the essence of professional development and growth. And it is the path to effective instruction and student services, supports, interactions, and interventions.

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High-Performing Teams are More Strategic with their Meetings

   No educator that I know was trained—at the undergraduate or graduate level—in how to run an effective meeting.

   And yet, to be effective, those leading school teams need learn and receive coaching and feedback on exactly this skill.

   Too often, I sit in school leadership or committee meetings where (a) there is no agenda, and people are coming in unprepared or unbriefed for what will occur; (b) no one taking the meeting minutes to document what was accomplished, who received tasks or responsibilities for the next meeting, and what discussions occurred but resulted in no decisions or consensus; and (c) administrative-only tasks are discussed solely by the Principal or Committee Chair, and no substantive educational discussions (or debates) transpired.

   No wonder why so many staff hate to go to go to meetings (including Faculty meetings)!

   Similarly, across many school leadership or committee meetings, the responsibilities of team members are often not discussed, processed, or evaluated. Moreover, when team members forget, avoid, or breach these responsibilities, some team leaders struggle to consistently hold the individuals accountable.

   All of this needs to be consciously addressed.

   Team leaders need training in how to run effective meetings. And, team members need to know the social norms and expectations of group participation.

   Effective Team members, for example:

·        Come to meeting on time

·        Listen to each other with interest

·        Keep side conversations to a minimum

·        Participate actively in discussions

·        Interact positively and productively with others

·        Treat everyone with respect and in a dignified manner

·        Keep the best interests of the students in mind

   Critically, team meetings are the first place where high-performing, collaborative teams are created. If team meetings are not used to teach, practice, and reinforce collaboration, why would anyone expect team members to work in collaborative ways outside of these meetings?

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   Relative to Friedman’s result that high-performing teams have “strategic meetings,” it is important to recognize that this means that some scheduled meetings do not happen at all.

   We believe that (a) all school staff should be on at least one school-level committee (see below); (b) all school-level committees should meet on at least a monthly basis; (c) all school-level committees should publicly post their full-year schedule on a Master Calendar (e.g., on the school’s Google drive) at the beginning of each year; and (d) all committees should take and post meeting minutes, once again, on the school’s shared or Google drive so that everyone can track the activities, actions, goals, and progress of committees that they do not formally sit on.

   One of the implicit “mantras” here is: “It’s easier to cancel a meeting than organize and convene an unscheduled or “floating” (committee) meeting.”

   But. . . as alluded to above. . . if there are no potential benefits or outcomes expected from a scheduled meeting, the meeting should be strategically cancelled. There is no reason to have a meeting that, in essence, wastes people’s time.

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   For more information about how to implement a shared leadership and effective school committee process in a school, please feel free to review our Monograph linked below:

Shared Leadership through School-level Committees: Process, Preparation, and First-Year Implementation Action Plans

[CLICK HERE to Review the Webpage with this Monograph]

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High-Performing Teams Invest Time Bonding over Non-Work Topics

   According to Friedman and his study:

From a managerial standpoint, it's easy to frown upon workplace conversations that have nothing to do with work. After all, what good can come from employees spending valuable work time chatting about a major sporting event or blockbuster film?

 

However, research suggests that discussing non-work topics offers major advantages. That's because it's in personal conversations that we identify shared interests, which fosters deeper liking and authentic connections.

 

Within our study, we found that high-performing team members are significantly more likely to spend time at the office discussing non-work matters with their colleagues (25% more)—topics that may extend to sports, books, and family. They're also significantly more likely to have met their colleagues for coffee, tea, or an alcoholic beverage over the past six months.

 

In other words, the best teams aren't more effective because they work all the time. On the contrary: They invest time connecting in genuine ways, which yields closer friendships and better teamwork later on.

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   Enough said.

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High-Performing Teams Give and Receive Appreciation More Frequently. . . and the Pay-for-Play Trap 

   High-performing and collaborative teams—whether they involve district or school committees, departmental or grade-level teams, multi-tiered or related services teams, or other school support teams— spend more time giving and receiving positive feedback, regard, and appreciation than ineffective or low-performing teams.

   While this may involve “planned” positive feedback and support, it also involves random, unsolicited, and/or unexpected feedback that is unconditional. . . and with no expectations of reciprocity.

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   From a motivational perspective, we know that social and intrinsically-oriented person-centered feedback is often the most compelling and appreciated.

   And yet too often, I see districts and schools get into the “pay-for-play” trap where they. . . with all good intents. . . begin to pay their staff for committee work and (sometimes, union-influenced) “duties unassigned.”

   This trap often backfires relative to encouraging and attaining high-performing, collaborative teams and staff as they:

·       Become dependent—relative to both their commitment and their personal finances—on the additional pay;

·       Inaccurately connect team or meeting attendance—and not collaboration, productivity, and substantive outcomes—as the pay-for-play standard;

·       Adopt a more generalized expectation that all “additional or unassigned” duties should similarly be compensated; or

·       Decide that they do not want to participate, leaving some committees understaffed or staffed with an insufficient mix or representation of members, and some staff members—unproductively—on too many committees to “take up the slack.”

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   As this situation backfires to the point where action is needed, district or school administrators often have to modify, recalibrate, or dismantle the system.

   This may result in a negative response from some or many staff (e.g., anger, disbelief, withdrawal, mistrust, deprivation, disenfranchisement) when:

·       The pay-for-play stipends are withheld, reallocated, or they are unfunded;

·       Committees and/or committee members are held accountable for outcomes and productivity, respectively; or

·       The system is unilaterally changed.

   All of this undermines the goals of establishing and sustaining high-performing and collaborative teams and staff. Moreover, an successful and contentious pay-for-play experience may create a long-term, negative history that makes a future shared leadership system virtually impossible in a district or school for a generation or more.

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   The best way to avoid this trap is to not fall into it at all.

   This can occur when some of the possible negative outcomes noted above are anticipated, considered, and actively prevented.

   More specifically, this occurs when all staff—as an automatic part of their contractual responsibilities— are expected to be involved on one or more committees, and to engage in other shared services work within the school, district, or community.

   This, then, is overseen collaboratively by a school’s Leadership Team—which includes both administrators and a representative group of instructional and support staff. This Team designs, guides, evaluates, and fine-tunes the school’s shared leadership and committee participation expectations, responsibilities, roles, and contingencies. And, it collectively determines how to handle staff members who are not conforming to these expectations and, hence, are interfering with their colleagues’ high-performing collaboration.

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High-Performing Teams are More Authentic at Work

   According to Friedman:

Within our study, members of high-performing teams were significantly more likely to express positive emotions with their colleagues. They reported being more likely to compliment, joke with, and tease their teammates. In emails, they were more likely to use exclamation points, emojis, and GIFs.

 

Interestingly, however, they were also more likely to express negative emotions at work. We found that they were more likely to curse, complain, and express sarcasm with their teammates.

   Members of high-performing and collaborative teams in school and educational settings understand the difference between “criticism” and “critique.” Moreover, they much more often communicate their concerns as critiques and not criticisms.

   Criticism represents an observation or evaluation that focuses more on a person and his/her characteristics, attributes, or motivations.

   A critique is an observation or evaluation that focuses more on what a person is saying, doing, or not doing, and its goal is to motivate analysis, reconsideration and, hopefully, a desired or expected change.

   The on-line Merriam-Webster’s dictionary notes:

There’s some overlap in meaning (between a criticism and a critique), but they’re not the same in every situation. Criticism is most often used broadly to refer to the act of negatively criticizing someone or something or a remark or comment that expresses disapproval, while critique is a more formal word for a carefully expressed judgment, opinion, or evaluation of both the good and bad qualities of something—for example, books or movies. 

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   Beyond this, effective Team members also:

·        Ask questions for clarification when they don’t understand

·        Focus on issues and content, not personalities and personal agendas

·        Encourage different points of view

·        Are honest and open to the ideas of others

·        Are willing to compromise

·        Are creative when appropriate and fact/data-driven when needed

·        Check for consensus before finalizing decisions

·        Support decisions that are made by consensus

·        Follow through on agreements and action items

·        Help review the effectiveness of each meeting at its end

   In the end, members of high-performing, collaborative teams are more honest, forthcoming, fair, tempered, real, realistic, facilitative, and transparent. They do not spend a lot of time censoring themselves. At the same time, they recognize—with wisdom and humility—that they need to aware of their own biases and limitations when they interact with other team members and/or colleagues.

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Summary

   This Blog focused on the importance and characteristics of high-performing, collaborative school teams and staff.

   We began by emphasizing that many educators and school leaders receive precious little training and coaching in this area. Hence, self-study and self-evaluation becomes essential.

   With this in mind, we shared four tenets to help educators “get off their islands” and on to collaborative teams. These tenets were:

   Tenet 1: It’s not your class. 

   Tenet 2: All teachers teach in at least five areas: Literacy, Math, Oral Expression, Written Expression, and in their Content Area (if this differs from the four above).

   Tenet 3: To teach effectively and efficiently, teachers need to teach in transdisciplinary and cross-sectional ways.

   Tenet 4: “Planning” comes before “Success” in the dictionary. . . and in education.

   We then took the results of Ron Friedman’s research published in the Harvard Business Review (“Five Things High-Performing Teams Do Differently;” 2021) and applied them to district and school teams.

   Friedman’s Five High-Performing Team differences were:

·       High-Performing Teams are not Afraid to Pick Up the Phone

·       High-Performing Teams are More Strategic with their Meetings 

·       High-Performing Teams Invest Time Bonding over Non-Work Topics 

·       High-Performing Teams Give and Receive Appreciation More Frequently 

·       High-Performing Teams are More Authentic at Work

   The resulting discussion provides both a “how-to” and an evaluative roadmap for districts and schools would want to (a) assess where their teams are in this high-performing context; and (b) what they need to do to go to the next level of sustained excellence and impact.

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   As always, I appreciate everyone who reads this bi-monthly Blog and thinks about the issues or recommendations that we share.

   As we enter December, and begin to think about our students’ progress this past semester and their needed progress in the coming semester, know that we have a number of Project ACHIEVE resources that may facilitate this process (see our Website Store: www.projectachieve.info/store), or by calling me for a free one-hour consultation conference call to clarify your needs and directions.

   If you would like a more “personal” approach, know that I am continually completing Needs Assessments and Resource Analyses for different school districts in the areas of (a) school improvement, (b) social-emotional learning/positive behavioral discipline and classroom management systems, and (c) multi-tiered (special education) services and supports.

   The results are a research-to-practice Action Plan and implementation blueprint that helps many districts to reach their student, staff, and school goals and outcomes for the next three to five years.

   Please feel free to reach out if you would like to begin this process.

Best,

Howie

[CLICK HERE to read this Blog on the Project ACHIEVE Webpage]