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June 2020

Our schools need patriotic American history now more than ever

Lincoln-statue

As a citizen, a father, and an educator, I have never been more concerned about the future of our country. Amid an economy-crushing pandemic, outrage over the police killing of George Floyd has erupted into something sinister and dangerous that amounts to an existential threat to the American republic. A legitimate concern about hundreds of monuments to the racist regime of the Confederate South has morphed into widespread mob attempts to destroy statues of George Washington, Ulysses Grant and St. Louis and to even remove a statute of Abraham Lincoln commemorating his Emancipation Proclamation. It has become necessary to actually point out the historical fact of Lincoln's role in the ending of slavery, in response to those who believe that, contrary to all available data, America has made no progress on racial issues, and that in fact the entire American experience is rooted in irredeemable racism. Whereas Martin Luther King, Jr. once called Americans to live up to the ideals of our nation's founding, the blatantly neo-Marxist leaders of the Black Lives Matter organization condemn the entire American enterprise and promise to "burn down this system."

And all of this happens with the tacit, or sometimes explicit, endorsement of elite, liberal media and political leaders.

Of course racism does still exist in the United States. Racial disparities in educational opportunity and attainment, in criminal justice, in housing and employment, whatever their origins, are obvious. Personally and professionally I am most familiar with the devastating legacy of education achievement gaps based on race (but also based on socio-economic status). These gaps persist for many reasons, including perhaps many unrecognized biases on the part of educators who unconsciously lower their expectations for students of color, but even more so because of an insufficient sense of urgency to change our practices and coordinate all the resources of our local communities to do better by these students.

We need a stronger collective commitment to honestly examine both the existence and the origins of disparities in education and criminal justice and to set this aright as far as we can do so in public policy. But if that should happen it will be because of our unified self understanding as Americans. Now more than ever, we need a stronger understanding of the founding principles and values of our nation and how those principles actually point us toward a society that is more prosperous, free, and with far more equitable outcomes than any historical alternative. The lack of this national self understanding can be laid, in part, at the feet of our education system. And reclaiming a national identity will require a far more intentional and comprehensive approach to the teaching of American history.

We don't have to sugar coat our past. We can and should be honest with ourselves about the social sins of America, past and present. But we should also be honest and explicit in teaching our students about the great blessings and accomplishments of this nation, which its past both illustrates and proves. In short, we should once again explicitly teach kids to be proud of their country and the men and women of all ethnic backgrounds who made it a place worth defending as Americans.

Eliot Cohen, writing in this year's noteworthy collection of essays, How to Educate an American, calls this approach to American history both "critical and patriotic:"

Civic education is inextricably interwoven with patriotism, without which commitment to the values that make free government possible will not exist. Civic education depends not only on an understanding of fundamental processes and institutions (why there is a Supreme Court, why only Congress gets to raise taxes or declare war) but also on a commitment to those processes and institutions, and on some kind of admiration for the country that created them and the men and women who have shaped and lived within them. In a crisis, it is not enough to know how the walls were constructed and the plumbing laid out in the house that Madison, Washington, and Lincoln built. One has to think that the architects did remarkable work, that as their legatees we need to preserve the building even as we modernize it, and that it is a precious edifice like none other.

Sadly, these words are likely to divide, rather than unify us, precisely because there appear to be so many people willing to exploit the very real issues of racial injustice, not just for political purposes, but for the purpose of actually tearing down not just the symbols of America, but the structures itself. This is not an exaggeration. Listen to their rhetoric, and more importantly the larger cultural anti-Americanism that pervades our campuses and the media. As Andrew Sullivan writes, their goal may be some kind of Maoist utopia, but just as the followers of Mao discovered, such impulses always end in tyranny. 

The movement’s destruction of even abolitionist statues, its vandalism of monuments to even George Washington, its crude demonization of figures like Jefferson, its coerced public confessions, its pitiless wreckage of people’s lives and livelihoods, its crude ideological Manichaeanism, its struggle sessions and mandated anti-racism courses, its purging of cultural institutions of dissidents, its abandonment of objective tests in higher education (replacing them with quotas and a commitment to ideology), and its desire to upend a country’s sustained meaning and practices are deeply reminiscent of some very ugly predecessors.

This is why we need to choose patriotic history even if it is controversial, and insist that it be taught in our schools. Doing so will actually increase the likelihood of having meaningful discussions about race, power, and injustice in our society, and how we continue to heal these issues as Americans.

In upcoming posts, I'll reflect on how our education system slowly arrived at this point, and what we can do about it, especially on a local level.

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Impact Kentucky Survey: Improving feedback and coaching

The Impact Kentucky survey of teachers' perceptions of their working conditions was released earlier this week. As I pointed out in my previous blog post, statewide results indicate that many schools have a real opportunity to improve feedback and coaching to help teachers improve their practice.

These survey results offer school leaders a rich window into understanding how their teachers feel. Those feelings don't always translate directly into positive or negative outcomes for students, but they are important indicators. As a strong body of research reveals, principals influence student learning primarily through their relationships with teachers and their efforts to grow the academic capacity of the school. Working conditions are a key component of that capacity. So I encourage educators to explore their school and district's results. The interactive Impact Kentucky results website allows you to compare school results to the entire state and also to similar schools (so, high schools to all Kentucky high schools, for example) and those differences automatically tag the school's greatest (relative) strength and greatest growth areas.

It can take a lot of emotional courage, but highly reflective principals will want to unpack the results with their teachers and invite teacher and staff input into specific strategies to address growth areas. Goals can be set and progress can be monitored. The process itself will likely strengthen teachers perceptions regardless of the specific strategies pursued.

I received an email from one of my former students, now a successful high school principal in a nearby district, after she read my post and reviewed her school's results. She found that, like many schools across the state, one of her lowest domains on the Impact survey was Feedback and Coaching:

I, too, am in that boat.  I make daily classroom visits, however, I do not give my teachers any written feedback.  I want to but the formal "walkthrough" forms I have seen seem so cumbersome.  I've also considered having my department leads develop some type of feedback tool that I can use but we seem stuck in the weeds when we start to create something.

It's worth looking at the five survey questions related to this domain. They read as follows:

  • How often do you receive feedback on your teaching?
  • At your school, how thorough is the feedback you receive in covering all aspects of your role as teacher?
  • How useful do you find the feedback on your teaching?
  • How much feedback do you receive on your teaching?
  • How much do you learn from the teacher evaluation process in your school?

The principal who wrote me went on:

I realize that providing written feedback is something novel for my team and that I will need to do some legwork on my end.  Honestly, I have been afraid to implement something like this for fear that they would think I am trying to catch them doing something wrong.  According to their responses, I do not provide effective/frequent feedback like they wish.

Do you have a form that you find effective?

Here was my response, which initiated some additional thought sharing between us:

Obviously from the data you are not alone in feeling like you want to give teachers better feedback. I’m afraid I have not seen any specific forms that I would recommend. I think this has more to do with creating an atmosphere in which everyone is continually working on their practice. You’ve got the most important step for that in place already by making daily classroom visits. There’s no way you can provide meaningful feedback without knowing what’s actually happening in the classrooms, so you’ve got that foundation already.

The next thing I might recommend, based on examples I’ve seen elsewhere, is to just start leaving some notes for teachers. It doesn’t have to be on a form. You could probably find some  medium-sized sticky notes that you could write a short message on and leave on the teacher’s desk. I would use this primarily for giving specific praise. Acknowledging the good practices you saw when you were in the room. Once you’ve established that as something the teachers can expect, and they see that you recognize their strengths, it will make it easier to provide suggestions (“wonder what it would be like if….have you ever thought about doing….”), and then even more critical feedback (although that might come more in one-on-one conversations)…OR, if you’re doing all this to supplement the use of your walkthrough form, maybe you can also then start using blank comment space on that form to make the occasional improvement suggestion.

When this is all woven into a meaningful evaluation process, then teachers are using the formative feedback you are giving all year and the summative feedback from their evaluation to craft personalized, substantive growth plans each year. Then you can start giving specific feedback during your walkthroughs on those teaching components that you know each teacher is working on.

Keep in mind it’s been years since I did a lot of walkthroughs where I had to give specific feedback, so what I’m describing comes from what I’ve observed other administrators do and from spending a lot of time reading about and researching this topic. You will have to figure out what works best for your particular context and staff. At any rate, the very fact that you are interested in this is great. Ask your teachers for their ideas too about how you and your leadership team can improve the feedback teachers get on their instruction. They’ll have some suggestions!

My former student indicated that she'd had success with the sticky note strategy when she was previously an elementary principal, but was willing to try it with her high school teachers. I imagine it's worth a shot as a good first step, but the teachers themselves will probably have the best ideas. And, I advised her, don't take "I just want to be left alone to teach" as a viable response! That's not an option.

I'd be eager to hear from other administrators or teachers what kinds of feedback strategies have worked best for you in the past? What kinds of feedback not only fostered a positive climate but also helped teachers actually improve their practice? Feel free to comment below or email me: [email protected].

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Impact Kentucky teacher survey can support school improvement

Impactky+Impact_Kentucky_-_Final-01_21571060120328lilqe7gujaiResults from Kentucky's new survey of teachers' perceptions of their working conditions, called Impact Kentucky, have now been released and are available for review at the state, co-op, district, and school level. Impact Kentucky, which was administered to all Kentucky teachers and administrators earlier this year, replaced the Teaching, Empowering, Leading, and Learning (TELL) survey, which was administered biannually from 2011 to 2017. In 2018 the New Teacher Center decided to discontinue providing the TELL survey to states, and this gave Kentucky an opportunity to develop a new tool that kept the best features of TELL while making it even more relevent for the work of school improvement. 

I had the honor of serving on a committee that assisted Kentucky Department of Education personnel and representatives from Panorama, the new survey provider, in designing the Impact Kentucky instrument. It turned out to be shorter than TELL, which was an advantage, and included several new features. See more about the structure of the survey here. About 85% of Kentucky educators responded to Impact Kentucky, which is an extremely high participation rate. In summarizing the statewide results, KDE pointed out the following key findings:

  • Educators report most favorably on staff-leadership relationships.
  • Educators report confidence in their ability to educate all students, regardless of race or cultural background, in a data-driven manner.
  • Educators report least favorably about resources.
  • Lower-grade educators have more favorable views of working conditions, especially when it comes to school climate and professional learning.
  • Principals and assistant principals have more favorable views of working conditions than teachers and other education professionals.
  • School leaders show clear strengths in leadership effectiveness and relations with staff.

Most of these findings are unsurprising and, for the most part, consistent with results from previous administrations of the TELL Kentucky survey. Of interest to me was that the second-l0west rated domain of the survey was feedback and coaching, with only a 56% favorable rating. The questions in this section had to do with the frequency and quality of feedback teachers receive from their supervisors. Less than half of teachers (48%) indicated that they learned much from the formal evaluation process at their schools. This is yet another signal that Kentucky schools, like those in most other states, have a lot of work to do in making teacher evaluation a more meaningful and growth-building process.

Interestingly, Impact Kentucky also suggests that teachers have relatively strong relationships with their administrators (staff-leader relationships was the highest-rated domain of the survey). Giving critical feedback to teachers may be uncomfortable for many principals because they worry doing so will damage their relationships. But my previous research on coaching principals to improve their instructional leadership found that school leaders can sometimes leverage their positive relationships precisely to help teachers grow. The principal in our case study found that her strong personal connections to teachers made them more likely to receive her improvement feedback in positive ways, and to trust her guidance and help. Giving good feedback is difficult, to be sure, but principals have far more capacity than they realize, and the results are worth the risks involved.

Survey results vary considerably across schools and districts, of course, so I encourage teachers and school leaders to explore their local data for strengths and growth areas. 

Of great interest to me is the extent to which Impact Kentucky results also correlate to student achievement outcomes when controlling for demographic variables. In other words, could improving teachers' perceptions of their working conditions also have a measurable impact on student learning? The linkage from previous research is mixed. The TELL Kentucky survey was most predictive for student outcomes at the elementary level, and only for certain constructs within the survey. I believe Panorama will be generating some research reports for KDE examining this connection, and that will have the greatest utility for school leaders. If we're going to take the Impact Kentucky survey seriously, then we ought to have some reasonable confidence how doing so may actually improve student learning outcomes.

Regardless, measuring and tracking teacher perceptions of their working conditions can be useful in other practical ways. For example, my research colleagues and I used TELL Kentucky results to explore the impact of implementing school-wide Positive Behavior Interventions and Supports. These are the kinds of applications that may also be useful to school leaders if they are willing to work with their teachers to explore their survey data, what it means, and how they can collectively respond. Panorama is offering two webinars on June 4 and 5 to assist school officials to do just that. See more here

I look forward to seeing how that process, and the research behind the survey itself, continues to play out.

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COVID-19 and the contemplative dimension

Note: this post originally appeared on the website for Contemplative Learning Solutions.

Foggy mountain hike

The last two months have presented extraordinarily unexpected challenges for people all over the world as we have dealt with the effects of the COVID-19 pandemic. Chief among these challenges, we have found ourselves at home, unable to go to our workplaces, our places of worship, or even to visit friends.

Such a scenario is stress inducing, and the risks of loneliness, depression, substance abuse, and other social ills have probably never been higher as a result. But happily, many people have found a silver lining in this COVID cloud. The time at home has also presented an opportunity for more quiet, rest, prayer, and meaningful family activities. Relationships have been renewed, if facilitated by digital media, as we have rediscovered the importance of our social connectedness.

The quarantine can, if we choose to allow it, reconnect us to the "contemplative" dimension of life. Thomas Merton (1915-1968), the Trappist (Cistercian) monk who serves as the unofficial patron saint for this venture, Contemplative Learning Solutions, defined contemplation this way:

Contemplation is the highest expression of our intellectual and spiritual life. It is that life itself, fully awake, fully active, fully aware that it is alive. It is spiritual wonder. It is spontaneous awe at the sacredness of life, of being. It is gratitude for life, for awareness and for being. It is a vivid realization of the fact that life and being in us proceed from an invisible, transcendent and infinitely abundant source.

Contemplative Learning Solutions is a consulting team, but we've always aspired to be more than that, to be the medium by which a larger community of contemplative spirits might come together and share the journey toward more authentic workplaces, faith communities, and personal relationships. We are inspired by the Trappist tradition of which Thomas Merton was a member and the "conversion of manners" to which its monks and nuns are called, and which we think defines the elements of a contemplative life: silence, solitude, simplicity, stability, and service.

The COVID-19 crisis offers a chance to rediscover each of these elements in an immediate sort of way. Writing for America magazine, Gregory Hillis declares that, "We're all monks now." That may be a bit overstated, but the article offers some rich wisdom from some of the brother monks at Merton's Abbey of Gethsemani monastery near Bardstown, Kentucky. Likewise, Fr. Joseph Kerrigan, Cistercian of Mepkin Abbey, provides guidance on how life in quarantine can renew our commitment to all the contemplative dimensions, including and especially the element of service.

Can we look at our reduced social circle as nevertheless being that center of Christian charity that we have been called to now serve, whether in direct human needs or in encouraging wellness? And through the far-flung effects of intercessory prayer or the internet, can we continue to lift up or materially support those beyond our immediate reach? We might find that in the very midst of caring for others in this way, a mindfulness and poise may sprout within us that we previously associated only with times of solitude.

Mindful magazine has offered a helpful set of articles for navigating these times, including five ways to reimagine life in quaratine, how to be gentle with ourselves during lockdown, and, especially as we navigate extra time with immediate family, how the power of forgiveness can be so valuable during shelter in place.

Of course, at CLS we believe the Enneagram personality typing system is one of the most powerful tools for personal growth and development we've encountered. Everyone is likely responding to the challenges of this time with type-specific strengths and weaknesses. We have found a new Twitter account, Just My EnneaType, run by a couple named Josh and Liz, and recommend the posts they've offered over the last several months as they've curated a lot of helpful insights about how different personalities can effectively manage the current crisis.

Speaking of, we recently offered our first virtual Enneagram workshop, a follow up for faculty and staff of Richardsville Elementary School in Warren County on how to use the system to improve our personal and professional communication and feedback. Of course the discussions often turned toward how we manage our emotions and reactions to the pandemic  more effectively using the self-awareness the Enneagram provides. Besides the value we hope the workshop brought its participants, it has opened up a new avenue for CLS to offer our services, and so we're happy to announce that our full array of coaching, consulting, and workshop opportunities can now be adapted into fully online formats. 

Read more about us and what we offer and reach out if you'd like to know more. You can email Gary at [email protected]. We offer fully customizable workshops on all topics related to education, reflective practice, and contemplative leadership.

Regardless, we pray that you are happy and well during lockdown, and especially that as we begin to grope toward our new "normal," that we might all do so with authenticity, boldness, and compassion.