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Organizing For Adaptive Change Management
Our guest author today is Joshua P. Starr, chief executive officer of PDK International. This piece was originally published in Phi Delta Kappan, and it is adapted from his chapter in Teaching in Context: The Social Side of Education Reform, edited by Esther Quintero (Harvard Education Press, 2017).
One day, when I was a district superintendent, I visited two high schools we had identified as “needing improvement.” I was there to share our strategy to help them boost student achievement and also give teachers and staff a chance to air their thoughts and concerns. The schools faced similar challenges, and they served similar student populations, but the comments I heard on my visits were totally different.
At one school, faculty complained that students lacked respect for authority, had been poorly prepared by their middle schools, and were being raised by parents who didn’t value education. In short, they pointed to problems beyond their control. They wanted me to remove the kids who were giving them the most trouble, and they also wanted more money.
At the other school, teachers and staff told me about their collective struggle to improve instruction, talked about their desire for more professional learning, and described how they were challenging and changing their own beliefs about student abilities. That is, they found specific problems lurking in their own teaching practices and believed they had to learn and grow so they could serve students better.
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Preparing Future Leaders For Building Relationships
Our guest author today is Corrie Stone-Johnson, Associate Professor of Educational Administration at the University at Buffalo. She is Associate Editor of the journal Leadership and Policy in Schools published by Taylor & Francis. Her research in educational change and leadership examines the social contexts and organizational cultures within which teachers, leaders, and school support staff experience and enact change.
While many “types” of leadership models, such as instructional leadership, transformative leadership, or moral leadership, have demonstrated positive effects on student learning, one common feature of high-quality leadership is that principals lead not by themselves but “with and through others” (Hargreaves and Harris 2010, p. 36), taking responsibility not just for success and failure but for developing the relationships needed to foster such success. Robust empirical evidence indicates that strong relationships between teachers are a key lever for a variety of important outcomes, including successful and sustainable change, teacher commitment, and student achievement. Relationships matter because they help to create social capital, which Leana and Pil define as the “glue that holds a school together.” The noted benefits of teacher social capital include student achievement gains above and beyond those attributable to teacher experience and instructional ability (see here). In schools where teachers collaborate, students do better in math and reading (see here) and teachers both stay and improve at greater rates (see here).
Social capital, or the value that inheres in the relationships among people (as opposed to the attributes of individuals), is developed in networks. Networks are important for the exchange of resources and they can be influenced by intentional strategies that build upon the existing relationships (or lack thereof) between and among district and school leaders —see here. There is no doubt that strong networks—to the extent that they generate trust and facilitate professional and organizational learning – can be a successful vehicle for student achievement and teacher retention. But—and this is very important—networks do not just happen; rather, they are the result of deliberate efforts undertaken by school administrators. Starratt (2004, 2005) argues that not only is a leader responsible to multiple stakeholders in the building, the district level and the community, he or she is also responsible for developing relationships with each of these stakeholders.
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How Relationships Drive School Improvement—And Actionable Data Foster Strong Relationships
Our guest authors today are Elaine Allensworth, Molly Gordon and Lucinda Fickel. Allensworth is Lewis-Sebring Director of the University of Chicago Consortium on School Research; Gordon is Senior Research Analyst at the University of Chicago Consortium on School Research; and Fickel is Associate Director of Policy at the University of Chicago Urban Education Institute. Elaine Allensworth explores this topic further in Teaching in Context: The Social Side of Education Reform edited by Esther Quintero (Harvard Education Press: 2017).
As researchers at the UChicago Consortium on School Research, we believe in using data to support school improvement, such as data on students’ performance in school (attendance, grades, behavior, test scores), surveys of students and teachers on their school experiences. But data does nothing on its own. In the quarter-century that our organization has been conducting research on Chicago Public Schools, one factor has emerged time and time again as vital both for making good use of data, and the key element in school improvement: relationships.
Squishy and amorphous as it might initially sound, there is actually solid empirical grounding not only about the importance of relationships for student learning, but also about the organizational factors that foster strong relationships. In 2010, the Consortium published Organizing Schools for Improvement, which drew on a decade of administrative and survey data to examine a framework called the 5Essentials (Bryk et al. 2010). The book details findings that elementary/middle schools strong on the 5Essentials—strong leaders, professional capacity, parent-community ties, instructional guidance, and a student-centered learning climate—were highly likely to improve, while others showed little change or fell behind.
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Fix Schools, Not Teachers
This post was originally published at the Harvard Education Press blog.
Both John and Jasmine are fifth-grade teachers. Jasmine has a lot of experience under her belt, has been recognized as an excellent educator and, as a content expert in math and science, her colleagues seek her out as a major resource at her school. John has been teaching math and science for two years. His job evaluations show room for improvement but he isn’t always sure how to get there. Due to life circumstances, they both switch schools the following year. John starts working at a school where faculty routinely work collaboratively, which is a rather new experience for him. In Jasmine’s new school, teachers are friendly but they work independently and don’t function as a learning community like in her old school.
After a year John’s practice has improved considerably; he attributes much of it to the culture of his new school, which is clearly oriented toward professional learning. Jasmine’s instruction continues to be strong but she misses her old school, being sought out by her colleagues for advice, and the mutual learning that she felt resulted from those frequent professional exchanges.
This story helps to illustrate the limitations of how teachers’ knowledge and skills are often viewed: as rather static and existing in a vacuum, unaffected by the contexts where teachers work. Increasing evidence suggests that understanding teaching and supporting its improvement requires a recognition that the context of teachers’ work, particularly its interpersonal dimension, matters a great deal. Teachers’ professional relations and interactions with colleagues and supervisors can constrain or support their learning and, consequently, that of their students.
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Subgroup-Specific Accountability, Teacher Job Assignments, And Teacher Attrition: Lessons For States
Our guest author today is Matthew Shirrell, assistant professor of educational leadership and administration in the Graduate School of Education and Human Development at the George Washington University.
Racial/ethnic gaps in student achievement persist, despite a wide variety of interventions designed to address them (see Reardon, Robinson-Cimpian, & Weathers, 2015). The No Child Left Behind Act of 2001 (NCLB) took a novel approach to closing these achievement gaps, requiring that schools make yearly improvements not only in overall student achievement, but also in the achievement of students of various subgroups, including racial/ethnic minority subgroups and students from economically disadvantaged families.
Evidence is mixed on whether NCLB’s “subgroup-specific accountability” accomplished its goal of narrowing racial/ethnic and other achievement gaps. Research on the impacts of the policy, however, has largely neglected the effects of this policy on teachers. Understanding any effects on teachers is important to gaining a more complete picture of the policy’s overall impact; if the policy increased student achievement but resulted in the turnover or attrition of large numbers of teachers, for example, these benefits and costs should be weighed together when assessing the policy’s overall effects.
In a study just published online in Education Finance and Policy (and supported by funding from the Albert Shanker Institute), I explore the effects of NCLB’s subgroup-specific accountability on teachers. Specifically, I examine whether teaching in a school that was held accountable for a particular subgroup’s performance in the first year of NCLB affected teachers’ job assignments, turnover, and attrition.
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Teacher Evaluations And Turnover In Houston
We are now entering a time period in which we might start to see a lot of studies released about the impact of new teacher evaluations. This incredibly rapid policy shift, perhaps the centerpiece of the Obama Administration’s education efforts, was sold based on illustrations of the importance of teacher quality.
The basic argument was that teacher effectiveness is perhaps the most important factor under schools’ control, and the best way to improve that effectiveness was to identify and remove ineffective teachers via new teacher evaluations. Without question, there was a logic to this approach, but dismissing or compelling the exits of low performing teachers does not occur in a vacuum. Even if a given policy causes more low performers to exit, the effects of this shift can be attenuated by turnover among higher performers, not to mention other important factors, such as the quality of applicants (Adnot et al. 2016).
A new NBER working paper by Julie Berry Cullen, Cory Koedel, and Eric Parsons, addresses this dynamic directly by looking at the impact on turnover of a new evaluation system in Houston, Texas. It is an important piece of early evidence on one new evaluation system, but the results also speak more broadly to how these systems work.
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Teacher, Democrat, Union Chief
The seventh author in our series of guest posts commemorating the 20th anniversary of Al Shanker's death is Eugenia Kemble, president of the Foundation for Democratic Education and founding executive director of the Albert Shanker Institute. You can find the other posts in this series here.
We are now at a time when basic freedoms are threatened, public education is systematically attacked and unions are crumbling. More than at any time since Al Shanker's death 20 years ago, this remarkable teacher’s most important legacy needs our attention.
At the core of this legacy was Shanker's fixation on the idea and practice of democracy. It bubbled up to the top of his agenda early and raw from a mix of personal experiences, including anti-Semitic bigotry, the tough working life of his parents, and the voiceless experience of teaching in schools run by autocrats. And it was refined by exhaustive reading of such pragmatist philosophers as John Dewey and Charles Saunders Pierce, religious theorist, Reinhold Neihbur, the anti-communist, Sidney Hook, sociologist Seymour Martin Lipset and many, many, many more.
Al believed that union leadership was democracy leadership — in the running of the union, and in its role as a defender of public education, free trade unionism and political democracy here and around the world.
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A Father And A Fighter
The fifth author in our series of guest posts commemorating the 20th anniversary of Al Shanker's death is his daughter Jennie Shanker, adjunct professor at Temple University, and a member of the Temple adjunct organizing committee. Eadie, Adam, and Michael Shanker also contributed to the piece. You can find the other posts in this series here.
It’s been 20 years since my father passed away at the age of 68, and he’s still not far from the thoughts of family and friends. The many incredible events of the past year have made his presence palpable for us at times, as the repercussions of the election unfold in the news.
His life’s trajectory was formed by the personal struggles of his family, the lens through which he saw the world. His parents were immigrants who moved to this country to escape the pogroms in their home territory between Poland and Russia. His mother came over on a boat at the age of 16 with her mother, arriving after weeks at sea with pink eye. She was denied entry into the country and was forced to turn back. She returned by herself a year or so later and settled in NYC. She worked behind sewing machines, rotating between different sweatshops that hired her for short periods of time. Her long hours of hard work, lack of decent working conditions, low pay and lack of job security led her to the unions of her day.
My father attended public schools in NYC, speaking only Yiddish in the first grade. He was unusually tall as a kid, had a large port-wine stain birthmark on his neck, and he was a Jew. Hitler’s Germany would have an ongoing presence in his family life.
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Where Are My Shanker Knights?
The fourth author in our series of guest posts commemorating the 20th anniversary of Al Shanker's death is Dr. Lorretta Johnson, secretary treasurer of the American Federation of Teachers. You can find the other posts in this series here.
Those of us who had the privilege to work with labor leader and progressive giant Al Shanker can attest to his deeply held sense of justice, his urgency in the fight for fairness, and his composure in the face of both personal and professional battles that would have left many of us undone.
For me, Al Shanker was a friend, a leader and a mentor. Shanker believed every worker deserved dignity, respect and a shot at the American dream. And when it came to paraprofessionals, he used his influence as AFT president to organize us into the union, thus giving us a voice in the classroom, dignity in the school building and the wages necessary to take care of our families. Back then, many paraprofessionals, like those of us in Baltimore, were seen as just the help and weren’t given a voice or chance to work in an equitable environment. Many of us were black and brown mothers, heads of households.
But, thanks to Al Shanker and the AFT’s organizing efforts, paraprofessionals saw better times, stronger collective bargaining agreements, higher wages, more dignity in our workplaces and greater love from the community we served.
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Remembering Al Shanker
The third author in our series of guest posts commemorating the 20th anniversary of Al Shanker's death is Herb Magidson, who, before serving as an AFT vice president for 28 years, was an assistant to Shanker when he was president of the UFT. You can find the other posts in this series here.
During these last few tumultuous months, I’ve thought many times about Al Shanker. How would he have reacted to the chaos now afflicting our nation? How would he respond to a new president who is so dismissive of the basic democratic principles on which the United States was founded more than two hundred years? And what counsel would he have given us as we seek to deal with this challenge to our very way of life?
At a time when authoritarians throughout the world appear to be gaining strength, I think of Al, above all others, because what was special about Al was his unwavering commitment to freedom; his dedication to the belief that support for a vigorous public school system, and a free trade union movement are integral to a robust, open society where workers from all walks of life can prosper. This 20th anniversary of Shanker’s death comes, therefore, at a moment when it is helpful to be reminded of the contributions of this hero who celebrated freedom and dedicated his life to its promulgation.
