Showing posts with label Pandemic-Related Strategies. Show all posts
Showing posts with label Pandemic-Related Strategies. Show all posts

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, 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

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

Dear Colleagues,

Introduction

   There is no school in the country whose students have not been touched by the pandemic-related (and other) events of the past two to three years.

   I do not need to re-review the many studies showing our students’ academic delays—especially emphasizing the disproportionate gaps for our students from poverty, our students with disabilities, and our students of color. Indeed, the recent National Assessment of Educational Progress (NAEP) scores, reported the past two to four weeks, show not only significant declines across all student groups, but even more striking declines in the groups above.

   And I do not need to re-review the many studies showing our students’ diminished social-emotional skills and interpersonal interactions, the increases in their discipline problems and chronic absences, and the wide range of stresses they report and are exhibiting. These problems, once again, are disproportionately affecting students from poverty, students with disabilities, and students of color—many of whom (along with their schools) have less access to the mental health and other intervention resources that they need.

   And, finally, I do not need to re-review the toll that all of this has taken on teachers, support staff, and administrators. . . exacerbated by staff shortages, less professional development and coaching, and more political and societal turmoil.

   There are no easy answers or fixes to the circumstances above. But maybe that is the point.

   Far too many schools are pulling heavily marketed, endorsed, or touted interventions and programs—some clothed with circumstantial data—off the proverbial “rack,” implementing them without regard to their validity, their applicability to their specific students, or their potential to exacerbate the problems that exist.

   Other schools and districts are analyzing their student data, researching and linking their selected interventions and programs to the root causes of their problems, investing in the training needed to ensure their success, and collecting more formative and summative data to realize that success.

   These districts are taking “the long view.”

   And they are more than weathering the storm, they are supporting their students and staff, and they are demonstrating progress and long-term benefits for both their achieving and struggling students.

   And with this progress, their school climate and student-staff morale is more positive, attendance and motivation in both groups is higher, and these districts are attracting higher quality staff and retaining them longer.

   But what is the “secret sauce”?

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Schools’ Top Three Keys to Success: Strategic Planning, Evidence-based SEL, and Student-Centered MTSS Interventions

   The districts and schools described above are succeeding because they demonstrate ongoing effectiveness in three areas: Strategic planning, evidence-based social-emotional learning (SEL) systems, and student-centered multi-tiered systems of supports (MTSS).

   While it seems simple to “rattle” these three areas off, districts’ implementation of strategies in these areas succeed when they are (a) systemic and comprehensive in nature, (b) leverage significant district- and school-wide commitments and resources, and (c) utilize proven blueprints and integrated strategies that address the individual needs of different schools’ students, staff, and communities.

   Moreover, it is critical to recognize that there are many implementation layers within each of these areas, and while the layers necessarily overlap, some have distinct or unique characteristics or elements.

   Finally, it is critical that those reading this Blog understand that I am not talking about the strategic planning, SEL, and MTSS frameworks and processes that most state departments of education advocate, push, or (even) require.

   As discussed and demonstrated in my Blogs over the past five-plus years, these frameworks (a) are largely unproven; (b) they have not been comprehensively field-tested in large samples of schools with diverse populations; (c) most of their successes are “cherry-picked” from the larger sample of schools that have tried them; (d) most have not been sustained past three years of “implementation;” and (e) many of the “successful” schools have not maintained these “successes” after the external, supplemental funding, resources, and/or coaching was withdrawn.

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   Last month, I discussed these three success areas with Larry Jacobs, the host of Education Talk Radio, in a 38-minute interview. We discussed how schools across the country are “missing the mark” because they are trying to address the staggering problems in our schools today either (a) with “quick-fix” strategies, and/or (b) programs and strategies that are unproven, simplistic, not comprehensively field-tested, poorly matched to specific students and staff, politically-motivated, or unable to be truly sustained.

   You will find the interview immediately below. After that, there is a brief discussion—with links to past Blogs that provide more complete information—so that you can explore and share this information in more depth.

[CLICK HERE for Education Talk Interview]

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Expanding on Strategic Planning, Evidence-based SEL, and Student-Centered MTSS Interventions

   As noted above, below are links to previous Blogs that provide science-to-practice discussions on how to effectively analyze, design, and implement effective, user-friendly, and outcome-based school-wide approaches to strategic planning, social-emotional learning systems, and multi-tiered systems of support.

   Many of these Blogs integrate two or three of these areas together.

   The goal is for districts and schools to implement comprehensive and sustained strategies that are evidence-based and that produce actual, functional academic and social, emotional, and behavior outcomes with all students—including those who are struggling and/or presenting with significant challenges.

Strategic Planning

   Strategic planning involves a core set of scientifically-proven principles, components, and practices that are applied to different professional settings and situations. Educators, sometimes, have not been fully trained in how to utilize effective strategic planning practices and, thus, their strategic initiatives do not attain the outcomes desired.

   Below are three Blogs that discuss how to systematically use strategic planning strategies in districts or schools. . . as applied to school improvement, professional development, and students’ behavioral challenges and violence.

Saturday, 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 this Blog]

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Saturday, May 14, 2022

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

[CLICK HERE to Link to this 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

[CLICK HERE to Link to this Blog]

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Evidence-based Social-Emotional Learning Systems

   The goal of a multi-tiered, school-wide social-emotional learning system is to teach students, from preschool through high school, social, emotional, attributional, and behavioral self-management skills that, over time, they can independently apply to different situations.

   Said a different way, we want students to learn and demonstrate (a) positive and prosocial interpersonal skills; (b) effective and developmentally-appropriate social problem-solving skills; (c) sound conflict prevention and resolution skills; and (d) consistent emotional awareness, control, communication, and coping skills.

   To accomplish this, schools need to use scientifically-proven components and activities across students, staff, settings, time, and circumstances in consistent and sustained ways.

   Below are four Blogs that discuss these elements in general, relative to our current pandemic-influenced times, and as applied to school discipline and disproportionate disciplinary actions specifically with students of color and with disabilities.

Saturday, October 23, 2021

Addressing Students’ SEL Pandemic Needs by Addressing their SEL Universal Needs: What Social, Emotional, Attributional, and Behavioral Skills Do ALL Students Need from an SEL Initiative (Part I)

[CLICK HERE to Link to this Blog]

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Saturday, November 6, 2021

The Current State of SEL in our Schools: The Frenze, Flaws, and Fads. If the Goal is to Teach Social, Emotional, and Behavioral Skills, Why are We Getting on the Wrong Trains Headed “West”? (Part II)

[CLICK HERE to Link to this Blog]

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Saturday, September 25, 2021

How Have Districts Tried and Failed to Eliminate Disproportionate Discipline Rates for Students of Color and With Disabilities? It’s Not About the Plan, It’s About What’s IN the Plan. . . and the Most Frequently Recommended Strategies Do Not Work

[CLICK HERE to Link to this Blog]

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Saturday, August 14, 2021

The Components Needed to Eliminate Disproportionate School Discipline Referrals and Suspensions for Students of Color Do Not Require Anti-Bias Training: Behind Every Iron Chef is an Iron-Clad Recipe (Part II)

[CLICK HERE to Link to this Blog]

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Student-Centered MTSS Interventions

   Districts are required by the Elementary and Secondary Education Act to design and implement a local, comprehensive, and “personalized” multi-tiered system of supports that meets the needs of their specific students in both academic and social, emotional, and behavioral areas.

   In today’s educational world, this—again—needs to factor in the impact of the pandemic on these broad areas.

   To accomplish this, districts need to use a strategic planning process (see above) that includes needs assessment and resource analysis activities that identify what they are doing that is and is not working, and what curriculum, instruction, and intervention gaps still exist.

   These, then, need to be integrated into their comprehensive academic instruction and intervention systems, and their social, emotional, behavioral (SEL—see above) systems.

   Below are two Blogs that provide a “primer” regarding how to establish effective “tailor-made” multi-tiered systems for individual districts and their schools.

Saturday, February 6, 2021

Implementing Effective Multi-Tiered Systems of Supports during a Pandemic: Upgrading Your Academic and Social-Emotional Prevention, Assessment, and Interventions. It’s Not Your Fault. . .

[CLICK HERE to Link to this Blog]

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Saturday, February 16, 2019

Redesigning Multi-Tiered Services in Schools: Redefining the Tiers and the Difference between Services and Interventions

[CLICK HERE to Link to this Blog]

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Summary

  These are incredibly challenging times in education, and the pressures are coming from many different sources.

   And yet, while the effects of the pandemic are still affecting our students and staff, districts and schools are again being evaluated as if the pandemic never occurred.

   This Blog referenced what we all know. . . that students are exhibiting significant academic and learning delays, and they are demonstrating social, emotional, and behavioral challenges that are interfering with the interventions that are focused on addressing these delays.

   Added to this is (a) the disproportionate impact on students of color and with disabilities; (b) schools that are understaffed and missing the special education and mental health specialists they need; and (c) communities with limited resources and large numbers who live in poverty and disarray.

   But this Blog predominantly focused on the scientifically-proven solutions that will help students, staff, schools, and systems to make the needed short-term and long-term progress required.

   The “keys to success” discussed are Strategic planning, Evidence-based SEL systems, and Student-centered multi-tiered systems of supports (MTSS).

   The Blog provided links to a recent interview on Education Talk Radio, and to a core set of earlier Blogs with the content needed for successful implementation in these three interdependent areas.

_ _ _ _ _ _

   I hope that the information in this Blog (and the earlier, linked Blogs) is practical and useful to you.

   In many ways, my goal in writing these Blogs—often based on my experience in working intensively with districts and schools across the country—is the same as your goal:

To help you to maximize the academic and social, emotional, and behavioral learning, mastery, application, and independence of your students.

   While I trust your skills and expertise, sometimes an “outside” voice helps to facilitate the progress you need “inside” your organization.

   If I can help to be that voice—for you, your colleagues, your school, your district, or your specific professional setting—please feel free to send me an email, and let’s set up a time to talk. I would be honored to assist.

Best,

Howie

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

Saturday, 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

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


Dear Colleagues,

Introduction: Twittering Twitter Twits

   This past week, I posted a 46-minute free Webinar discussing the importance of teaching parents how to teach social, emotional, and behavioral skills to their children and adolescents using the Stop & Think Social Skills Parenting Program—a complement to our evidence-based (through SAMSHA, CASEL, and other groups) Stop & Think Social Skills Program for schools.

[CLICK HERE if You are Interested in Watching this Video]

   After posting an announcement of the Webinar on Twitter, I received a somewhat “twittering” tweet from a parent castigating me for suggesting that you could successfully teach parenting in 46 minutes (obviously a frustrated misinterpretation on her part).

   Such is life in today’s social media world where good intent is sometimes met with public scoldings (or worse). But, in a way, she did have a good point.

   Every time I prepare my bi-monthly Blog, I fully intend to spend 20 minutes on it, and write six to eight paragraphs.

   But then, three things happen. . . resulting in a bimonthly article (even though I still call it a “Blog”), and one to two days of preparation and writing.

   These things are:

·       I am forced (as we all should be) to recognize that the problems I often discuss with you are often terribly complex, and I do not want to over-simplify either the problems or the (sometimes) many different reasons why they are occurring; 

·       I realize that the solutions that I present are similarly complex, they typically are connected to the confirmed root causes of the problems at-hand, and there are multiple root causes to the same problem; and

·       I further recognize that these multiple root causes occur because students and their problems have their own histories, contexts, and interrelationships, and that successful intervention plans must be linked to these individual circumstances.

   And so, my Twitter parent was right. Something as complex as parenting cannot be “taught” in 46 minutes. But the science-to-practice blueprints of effective parenting can be described within that timeframe.

   And this—even after one to two days of writing—is what I to do in these Blogs.

   Specifically: Knowing (as bulleted above) that I can’t provide all of the information needed to fully address any problem at-hand, my Blogs provide evidence-based blueprints that can guide your analyses of a targeted problem—if present in your classroom, school, district, or other setting—toward greater objective understanding and field-tested, proven action.

   While I describe as many specifics as possible, very often, administrators, supervisors, program directors, and others then contact me—asking for the more personal, consultative support needed to apply information in the written Blog to their specific or unique site-based situations.

   And I love it when this happens. . . because I love to work, personally and collaboratively, with colleagues to help them to truly solve their significant, persistent, or systemic challenges.

   But at the same time, I know (because they write me) that many are using the evidence-based blueprints and field-tested recommendations in the Blogs to solve their own problems.

   And that clearly is a win-win for everyone.

_ _ _ _ _ _ _ _ _ _

Why are Behavioral Challenges and Student Violence Increasing in Schools Today ?

   Since New Year's Day, numerous professional and popular press reports have discussed the increasing number of social, emotional, and behavioral challenges exhibited by students in schools across the country. These challenges range from misbehavior to physical and antisocial threats to extreme levels of emotionality to dangerous acts of violence.

   Based its December 2021 nationally-stratified survey of 286 district leaders, 199 principals, and 725 teachers, Education Week reported that:

·       Nearly half of all school and district leaders (44%) said they are receiving more threats of violence by students now than they did in the fall of 2019. More generally, two out of three teachers, principals, and district leaders said students are misbehaving more these days than they did in the fall of 2019.

·       Educators in districts where all or some of the instruction was provided online last school year were more likely to report that student threats and misbehavior have risen since 2019.

·       In districts in which nearly all the learning was remote or hybrid in 2020-21, 51% of principals and district leaders reported rising rates of student threats of violence. That rate was 30% for school and district leaders where most of the learning was in person the previous school year.

·       In districts that were offering mostly remote or hybrid instruction last school year, 71% of survey respondents said students are misbehaving more this school year, compared with 52% from districts that had offered mostly in-person instruction the previous year.

·       66% of principals and district leaders in larger districts of 10,000 or more students reported an uptick in student threats of violence, compared with 34% of their peers in districts with enrollments under 2,500 students. Similarly, 73% of teachers, principals, and district leaders in larger districts said student misbehavior is on the rise, compared with 60% in smaller districts.

·       Compared with their counterparts in rural areas and towns, urban and suburban teachers, principals, and district leaders were also more likely to say student misbehavior is on the rise. Rising rates of student misbehavior were reported by 73% of suburban administrators, 69% for urban, and 61% for those from rural areas or small towns.

[CLICK HERE for the Original Article]

_ _ _ _ _

   These concerns—with comparable data—were reported by NBC News (January 3, 2022) in an article, “The Pandemic is Affecting Student Behavior, Prompting Questions over Discipline.

   In this article, Erin Einhorn wrote (with some edits included):

The list of challenges facing school administrators as they head into the new year is long and daunting: crippling staff shortages, nasty battles over mask-wearing, deep academic deficits, terrifying sickness and disruptive quarantines. 

 

On top of that, administrators are also navigating difficult questions about how best to respond to student discipline issues, including violence, which some educators say has been a growing concern this school year. 

 

“In the first nine weeks of school, we had more physical aggression in terms of fights than we probably had in the last maybe three or four years combined,” said Crystal Thorpe, the principal of Fishers Junior High School in suburban Indianapolis, who said her students had difficulty transitioning back to full-time in-person classes. 

 

Thorpe’s seventh and eighth grade students are not only reeling from trauma and loss related to the pandemic — they also missed out on social interaction at a crucial time in their development, Thorpe said, meaning they returned to school lacking skills like conflict management that they ordinarily learn from their peers. 

 

Thorpe issued an unusually high number of suspensions early in the school year — seven by the end of October, compared to none before Halloween the previous three years, she said — after her staff members broke up fights in the hallways, the cafeteria and by the buses. In one instance, she said, two girls who are normally friends started slapping each other in a dispute over potato chips. 

 

Ronn Nozoe, the CEO of the National Association of Secondary School Principals, said he’s heard from members around the country that they’re seeing higher-than-usual rates of fights, drug use and other discipline issues and are struggling with how to respond.

 

His members don’t want to suspend or expel students, he said, but they have limited resources to address the emotional causes of students’ behavior while also keeping their buildings safe. . . (E)ducators note that some schools don’t have the staff, skills or resources to effectively respond to discipline challenges without conventional tools like suspensions, especially given staffing issues that have made it difficult for schools to hire enough counselors to serve students’ needs. Hiring issues have also reduced the number of aides available to monitor hallways and support students with disabilities. 

 

“These are deep problems,” Nozoe said. “You know, ‘We don’t have a place to live,’ or ‘My parents lost their job,’ or ‘My uncle died,’ or ‘I don’t have hope.’ These are not issues that you’re going to go to a counselor for 30 minutes and be done with. These are issues that are deep, and some of those issues are not resolvable at the school level.”

 

“Is sending them home the best, you know, unsupervised? No,” (Crystal Thorpe, the suburban Indianapolis principal,) said, noting that students might not be safe at home or might view suspensions as a reward, a chance to play video games. “But keeping them here in an agitated state where they are disrupting the entire school?” she asked. “That’s not the best answer either.” 

[CLICK HERE for the Original Article]

_ _ _ _ _

   The increase in the number of social, emotional, and behavioral challenges exhibited by students across the country is not a surprise. . . and it parallels similar increases in crime, violence, and murder in our communities over the past year or more.

   But, as we have emphasized in our Blogs over the years. . .

[Go to: www.projectachieve.info/blog and click on “Classroom Management,” “School Climate,” “Pandemic-Related Strategies,” or any other related term on the middle right-hand side of this page]. . .

·       Schools need to use reliable and valid data to determine whether whole-school, grade-level, classroom, and/or individual student services, supports, or interventions will have the highest probability of success to address the continuum of challenges from student misbehavior to violence; 

·       They need—using their Multi-Tiered Services Team of related service professionals and other— to objectively evaluate and validate the data that identifies the (typically, multiple) root causes of group or individual student problems; and 

·       They need to differentiate among student problems that (a) existed before the Pandemic, (b) have begun during the Pandemic and as an indirect or direct result of Pandemic-related conditions or events, or (c) have begun during the Pandemic, but are coincidental to the Pandemic and have no relationship to Pandemic-related conditions or events.

   Beyond this, schools also need to address student challenges by:

·       Using science-to-practice principles and procedures—avoiding what we call “intervention roulette” where “popular press,” or “testimonial-based” interventions are randomly thrown at the challenge-of-the-day; 

·       Using, building onto, modifying, or establishing (if it is absent or weak) their primary prevention (or Tier 1) services, supports, and infrastructure—avoiding the inclination to introduce a “special or specialized (Tier 2 or 3) program or intervention” just to address what appear to be Pandemic-related problems; and 

·       Implementing any new services, supports, or interventions with integrity—recognizing that the “right” intervention implemented the “wrong” way may exacerbate existing problems and/or make them more resistant (down the road) to change.

   In the next two sections, we outline two sets of science-to-practice principles and procedures to effectively guide those with one or more specific school discipline, classroom management, or individual student social, emotional, or behavioral challenges.

   The first section discusses, at the systems level, a strategic planning process for an entire school, district, or related setting. The second section outlines ten principles for effective behavior management at the grade, classroom, and student levels.

_ _ _ _ _ _ _ _ _ _

Strategic Planning for the Usual and Unusual

   Strategic planning is the key to a successful school- or district-wide initiative. Critically, there is a gigantic body of strategic planning science. While the science is not always definitive, when an evidence-based blueprint is used, the results are usually positive and impactful.

   For schools needing to address high(er) levels of student misbehavior through school violence, as emphasized above, they need to avoid immediately bringing in a “special or specialized program or intervention” unless so indicated by the data collected through the strategic planning process below.

   We have discussed strategic planning before—in an August 22, 2020 Blog titled, “How Would Covey Organize an SEL School Initiative? Strategically Planning for the Usual and the Unusual.”

[CLICK HERE to Read that Entire Blog]

   Organized using Covey’s “Seven Habits of Highly Effective People,” the strategic planning principles and practices are summarized below—as applied to the implementation of a school-wide SEL initiative... an initiative completely relevant to addressing students’ current behavioral challenges.

_ _ _ _ _

   In our 2020 Blog, we connected Covey’s 7 Habits to seven related action steps:

·       Be Proactive—Do Your Homework

·       Begin with the End in Mind—Specify Your Desired Outcomes

·       Put First Things First—Go Slow to Go Fast

·       Think Win-Win—Honor Your Colleagues

·       Seek First to Understand, Then to Be Understood—Listen to the Children

·       Synergize—Set Your Mission, Role, and Function

·       Sharpen the Saw—Resource, Train, and Support

_ _ _ _ _

Habit/Action 1: Be Proactive—Do Your Homework

   At the beginning of a strategic planning process, educators need to:

·       Complete a Data-Based Up-to-Date Status Evaluation. This involves the collection and analysis of (at least) the past three years’ worth of information and outcomes related to the initiative being focused on. This is done so that statistical trend analyses can be completed. 

·       Complete a Needs Assessment and Gap Analysis. The Needs Assessment uses the results of the Status Evaluation above to determine the multifaceted student, staff, and organizational needs related to the initiative. This is especially guided by the Gap Analysis which identifies the gaps that exist between the current status of the school, and where it wants, expects, or must go. 

·       Complete a SWOT Analysis. A SWOT Analysis is a strategic planning process where schools identify their (a) Strengths, Assets, and Accomplishments; (b) Weaknesses and Limitations; (c) Opportunities and Resources; and (d) Threats and Barriers related to the initiative.  A SWOT Analysis typically looks at both internal organizational (school and district) characteristics, and external situational or setting (community, state, national) characteristics.

_ _ _ _ _

Habit/Action 2: Begin with the End in Mind—Specify Your Desired Outcomes

   Too many schools plan their initiatives as a bunch of activities (many that have never been field-tested and validated with the types of students who walk their hallways), rather than focusing on what they want their students to eventually do due to the initiative.

   As Covey would emphasize, once you determine—at the beginning of your planning processes—your short- and long-term outcomes, you can work backwards and evaluate proposed goals, actions, practices, and activities with the question:

“Will these goals, actions, practices, and activities help our school to attain these outcomes in a cost-, time-, and resource-effective way? 

   For a social-emotional learning initiative, there are many possible “ends in mind.”  Among the broad target areas are the following:

·       School safety and prevention,

·       Positive school culture and classroom climate,

·       Classroom discipline and management,

·       Student engagement and self-management,

·       Health, Mental Health, and Wellness

·       Teasing and bullying,

·       Harassment and physical aggression,

·       Office discipline referrals and suspensions/expulsions,

·       Disproportionality and effective approaches to replace zero tolerance policies, and

·       Preventing and responding to students’ mental health status and needs.

_ _ _ _ _

Habit/Action 3: Put First Things First—Go Slow to Go Fast

   Every important district or school initiative should have a Leadership or Planning Team that has representatives from every constituency likely to be touched by the initiative. Critically, who is chosen to be on the Social-Emotional Learning Leadership Team (SLT) is paramount, as the Team must represent not just positions, experience, expertise, and perspectives, but also district and community demographics and diversity.

   As school climate and social-emotional learning necessarily involve issues of gender, geography, race, socio-economic and multi-cultural status, sexual orientation, and disability, the SLT Team needs to be chosen with an eye toward “equity-based representation.”

   That is, Team membership should not necessarily reflect just district staff or community demographics. If that occurs, it is likely that there will be very few staff with disabilities and/or from black, brown, and other multicultural backgrounds on the Team. If we are truly committed to giving voice to staff (and students) from these backgrounds, it is not appropriate to put these few individuals in a potential role where they feel that they have to speak “for their people.”

   Indeed, if we are truly committed to addressing the social-emotional learning needs and wants of students with disabilities and from minority and multi-cultural backgrounds (the latter who may be the “majority” of students in our schools), we need to disproportionately weight our SLT Teams with representatives from these groups.

   Beyond this, SLT Team leaders need to “go slow to go fast” by investing the time needed to build team members’ relationships, communication, collaboration, and consensus-building skills and processes.

   This will facilitate the development of sound Action Plans. . . another “slow” area that many planning teams ignore . . . as they either try to write their Action Plan prematurely, or they do not write an effective Action Plan at all.

   Briefly, an effective Action Plan identifies the goals and outcomes of the initiative (see the outcomes above) using a SMART format. SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant and Time-based.

   Critically, the SEL Action Plan must explicitly address issues related to gender, geography, race, socio-economic and multi-cultural status, sexual orientation, and disability, and it must be multi-tiered in nature.

   That is, the Plan should include the multi-tiered services, supports, strategies, and programs that address the needs of all students—from those who are gifted, talented, and/or excelling, as well as those students who are at-risk, struggling, and/or challenging. These latter students usually are already known to the school or district, although additional students in need may emerge from the Needs Assessment and Gap Analysis.

_ _ _ _ _

Habit/Action 4: Think Win-Win—Honor Your Colleagues

   In order to initially generate the commitment and energy to sustain a systemic initiative, everyone needs to feel that a “win-win” potential exists.

   While this rarely reaches a 100% consensus, initiatives must begin with the full, clear, and public commitment of at least 80% of everyone involved to the Action Plan. While this starts with the SLT Team’s systematic involvement of these different constituencies in the Action Planning process, it especially requires reaching out to instructional, support, and administrative colleagues.

   This takes time and effort, and it is best guided by asking instructional, support, and administrative staff what they need to feel involved, and how they want the Action Plan approved.

   This is yet another example of “Going slow to go Fast,” and it involves sharing the results of all of the Habit/Actions discussed above.

_ _ _ _ _

Habit/Action 5: Seek First to Understand, Then to Be Understood—Listen to the Children

   Piggy-backing on Habit/Action 5, initiative planning must also involve the children and adolescents who eventually will be targeted by many initiative activities, and whose social, emotional, and behavioral outcomes will determine the success of the process.

   Too often, we forget to “Listen to the Children.” In most cases, I find this to be an oversight, and not a slight—although some educators do undervalue student input. . . or they are afraid of it.

    Clearly, students’ voices must be continuously, consistently, and systematically heard from the beginning and throughout any social-emotional learning initiative. Implicitly or explicitly, schools should not be “doing things” to students, they should be collaborating, communicating, and carrying activities out with students. 

   Thus, the use of student surveys, focus groups and interviews, observations, and action planning feedback are all essential to a sound Action Plan and the potential success of a multi-year initiative.

   Ultimately, on a social, emotional, and behavioral level, when students support, reinforce, and guide the implementation of critical social-emotional learning practices, everyone wins.

   Similar to Habit/Action 4 above, if students are not involved and committed to a social-emotional learning initiative, they will not engage. And if they do not engage, all of the planning, training, and resourcing will go for naught.

_ _ _ _ _

Habit/Action 6: Synergize—Set Your Mission, Role, and Function

   As part of a new district-wide initiative, many strategic planning experts believe that an Initiative Mission Statement provides a helpful “compass” to keep the initiative on track.

   Typically an extension of the district’s Mission Statement, an Initiative Mission Statement:

·       Specifies the reason(s) for the initiative’s existence and the target populations and/or beneficiaries;

·       Specifies the actions and/or activities that define and operationalize the initiative’s existence and the scope and nature of those programs;

·       Specifies the outcomes of the initiative’s actions and/or activities, and describes what the target populations will look like when the initiative has accomplished its goals; and

·       Guides the development of the initiative’s general and specific objectives, timelines, and activities, acting (once again) as a compass for the semester to semester, month to month, and week to week interactions of targeted staff, students, and significant others.

   From the Mission Statement and embedded in the initiative’s Action Plan, the Roles and Functions of the different training, supervision, implementation, and evaluation “players” in the process is important.

   When written in a formal document, this helps to publicize and clarify who is involved in what parts of the initiative. This also serves to identify areas of shared and solo responsibility and accountability, who the “Go-To” people are (and are not), and where important lines of communication, engagement, and collaboration need to be.

_ _ _ _ _

Habit/Action 7: Sharpen the Saw—Resource, Train, and Support

   When strategic initiatives consciously “sharpen the saw,” they use their Action Plans to prepare for the initiative prior to its formal “roll-out” or implementation, as well as to periodically review, reflect, rejoice, recalibrate, and renew the energy and commitment to the initiative’s goals and outcomes.

   In the former area, too many initiatives fail from the beginning because the district or school has not spent the money and quality time (sometimes an entire year prior to the initiative’s formal roll-out) making sure that (a) the resources are available, (b) the training and coaching has been effectively completed, (c) the staff (and others) are prepared and motivated to implement their parts of the multi-tiered process with integrity and intensity, and (d) a supportive process of progressive and continuous improvement is explicitly evident as a guiding principle.

   In the latter area, formal evaluation, analysis and reflection is needed in every major area of implementation or student, staff, and school outcome. Periodic celebrations are planned, and recalibrated “mid-course corrections” are needed so that everyone shares and commemorates the successes, while realizing that, when miscalculations or “wrong turns” have occurred, Team Leaders are willing to acknowledge and change them for the better.

   In these ways, initiative participants do not burn out, they have opportunities to renew their energy, and they can take heart in the transparency of the process and the dedication to growth and success.

_ _ _ _ _ _ _ _ _

The Ten Principles for Effective Behavior Management at the Grade, Classroom, and Student Levels

   Many times over the years, our Blogs have described the five interdependent science-to-practice components of an effective school discipline, classroom management, and student self-management system.

   This was most recently done in our August 14, 2021 Blog, “The Components Needed to Eliminate Disproportionate School Discipline Referrals and Suspensions for Students of Color Do Not Require Anti-Bias Training.”

[CLICK HERE to Read this Blog]

   And we complemented the August Blog with another one from an SEL perspective on October 23, 2021, “Addressing Students’ SEL Pandemic Needs by Addressing their SEL Universal Needs: What Social, Emotional, Attributional, and Behavioral Skills Do ALL Students Need from an SEL Initiative?”

[CLICK HERE to Read this Blog]

_ _ _ _ _

   Below, we add value to these two Blogs by identifying the Ten Principles for Effective Behavior Management. These “building-block” principles are important for any schools needing to address students’ challenging behavior— whether Pandemic-related or not.

·       Principle 1. We need to teach the social skills, and classroom and building routines that we expect students to demonstrate.  “Teaching” involves students learning the “Skills and Scripts” through teacher instruction, modeling, role playing and performance feedback, and the transfer of this training to real-life situations.

 

·    Principle 2. When teaching social skills, we need to simulate “conditions of emotionality” and guide students through positive practices of the social skills—so that they are better able to handle the real emotional situations in their lives and into the future.

 

·     Principle 3. We need to continually give students opportunities to practice and apply their social skills. Social skills are never fully mastered—students just progress to the “next level” of development and maturation. These “next levels” often require more sophisticated social skills to respond to more complex social interactions and situations.

 

·      Principle 4. Social skill “success” at the preschool level means that students (a) respond to adult social skill prompts (b) within a reasonable amount of time, and (c) that they are able to demonstrate their social skills for longer and longer periods of time without prompting. As students get older, and with continued social skills training and reinforcement, they will demonstrate their social skills more automatically and independently.

 

·   Principle 5. Positive responses and incentives best motivate students to use their social skills. The most motivating ratio of positives to negatives is for students to experience 5 positive interactions (from adults, peers, self) for every negative interaction.

 

·   Principle 6. Skills need to be taught and learned in order for incentives and consequences to motivate future appropriate behavior. You can’t motivate a student out of a skill deficit.

 

·  Principle 7. When students make bad choices, meaningful consequences (used strategically) should be used to communicate to them that they have made a bad choice, and to motivate them to make a good choice the next time (in the future). However, bad choices occur across a continuum of intensity. Students who demonstrate significant, violent, or dangerous behavior need administrative actions complemented by root cause analyses to determine why the extreme behavior is occurring.

 

·     Principle 8. When using consequences (strategically), adults need to use the most strategic consequence for the student, and the mildest consequence needed to motivate a (future) change of behavior (use the Behavioral Matrix).

 

·   Principle 9. “If you consequate, you must educate.” Restorative practices should be built-into the consequences that occur when students demonstrate disruptive or anti-social behavior, but these practices will not change student behavior if (as above) students do not have the social, emotional, or behavioral skills needed to behave or interact appropriately the next time.

 

·   Principle 10. Discipline and behavior management consistency by teachers, support staff, and administrators is essential to both prevent and respond to student behavior.  Inconsistency undercuts or undermines student accountability, and this often results in continued, more extreme, or more resistant inappropriate behavior.

_ _ _ _ _ _ _ _ _ _

Summary

   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.

   To do this, we first emphasized the following:

·       Schools need to use reliable and valid data to determine whether whole-school, grade-level, classroom, and/or individual student services, supports, or interventions will have the highest probability of success to address the continuum of challenges from student misbehavior to violence; 

·       They need—using their Multi-Tiered Services Team of related service professionals and other—to objectively evaluate and validate the data that identifies the (typically, multiple) root causes of group or individual student problems; and 

·       They need to differentiate among student problems that (a) existed before the Pandemic, (b) have begun during the Pandemic and as an indirect or direct result of Pandemic-related conditions or events, or (c) have begun during the Pandemic, but are coincidental to the Pandemic and have no relationship to Pandemic-related conditions or events.

   Beyond this, we also noted that schools need to address student challenges by:

·       Using science-to-practice principles and procedures—avoiding what we call “intervention roulette” where “popular press,” or “testimonial-based” interventions are randomly thrown at the challenge-of-the-day; 

·       Using, building onto, modifying, or establishing (if it is absent or weak) their primary prevention (or Tier 1) services, supports, and infrastructure—avoiding the inclination to introduce a “special or specialized (Tier 2 or 3) program or intervention” just to address what appear to be Pandemic-related problems; and 

·       Implementing any new services, supports, or interventions with integrity—recognizing that the “right” intervention implemented the “wrong” way may exacerbate existing problems and/or make them more resistant (down the road) to change.

   We then detailed some important systems-level principles and practices—applying Covey’s 7 Habits to the current student behavior problem. This was followed by a discussion of the Ten Principles for Effective Behavior Management.

_ _ _ _ _

   As noted in the Introduction to this Blog, I know that I can’t provide all of the information needed to fully address any problem that I write about. And yet, I always try to provide evidence-based blueprints that can guide your analyses of a targeted problem—if present in your classroom, school, district, or other setting—toward greater objective understanding and field-tested, proven action.

   Over the years, once they read a specific Blog, many administrators, supervisors, program directors, and others contact me, asking for the more personal, consultative support needed to apply information in the Blog to their specific or unique site-based situations.

   I love it when this happens. . . because I love to work, personally and collaboratively, with colleagues to help them to truly solve their significant, persistent, or systemic challenges.

   And to “give back” to those who contact me, I always provide the first consultation—individually or with a selected team of professionals—“on the house.” 

   As always, I hope that the blueprints and discussion in this Blog are useful to you. As we continue to address Pandemic-related issues, we clearly need to differentiate the issues that existed before the Pandemic and those that are Pandemic-specific. And we need to use the science-to-practice principles that will best guide us to success on behalf of all of our students, staff, and schools.

   Once again, if I can help you, your colleagues, your school, your district, or your professional setting to address your students’ social, emotional, or behavioral challenges, send me an email and let’s set up a time to talk.

Best,

Howie

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