After his disappointing visit to Syracuse, he decided to seek out the best teachers he could find — as defined partly by their students’ test scores — and learn from them. A self-described data geek, he went about this task methodically, collecting test-score results and demographic information from states around the country. He plotted each school’s poverty level on one axis and its performance on state tests on the other. Each chart had a few outliers blinking in the upper-right-hand corner — schools that managed to squeeze high performance out of the poorest students. He broke those schools’ scores down by grade level and subject. If a school scored especially high on, say, sixth-grade English, he would track down the people who taught sixth graders English.I also found it very interesting to ponder why specifically the techniques described on page 5 (with linked video) are useful. Also interesting is the distinction drawn by Ms. Ball on page 8:
Mathematicians need to understand a problem only for themselves; math teachers need both to know the math and to know how 30 different minds might understand (or misunderstand) it. Then they need to take each mind from not getting it to mastery. And they need to do this in 45 minutes or less. This was neither pure content knowledge nor what educators call pedagogical knowledge, a set of facts independent of subject matter, like Lemov’s techniques. It was a different animal altogether. Ball named it Mathematical Knowledge for Teaching, or M.K.T.This is illustrated in the "Seth numbers" example on page 7 (again with links to videos), and I'm pretty sure she wouldn't have been able to guide the pupils' discussion in such a fruitful manner without the kind of knowledge just mentioned. Later it's told that this distinction and the according knowledge-gathering is now being applied to other school subjects as well.
But classroom management becomes trivial when you have something interesting for your students to do.You know, that's not my experience. The most frustrated students in my classroom, hands down, were the ones who were fascinated by the material and wanted to do the activities but kept getting distracted by the kids who preferred to throw paper clips at each other.
Zimmerli got the students to pay attention not because of some inborn charisma, Lemov explained, but simply by being direct and specific. Children often fail to follow directions because they really don’t know what they are supposed to do.I read this as 'Students in schools rightly fear denigration by peers and distrust their teachers, so they refrain from action until forced; they then learn to obey force rather than pursue opportunity.' Vicious circle, blah blah blah.
« Older In Publishing: The Revolutionary Future, Jason Eps... | Barack Obama gets a surprise v... Newer »
This thread has been archived and is closed to new comments
The incentives did shock some schools into recognizing their shortcomings. But most of them were like the one in Syracuse: they knew they had to change, but they didn’t know how.
Every time I hear about merit pay or other incentivization schemes this pops to mind - it's not clear that anyone really knows how to teach or what skills need to be enhanced - a lot of times it's just a parochial way of lashing out at teachers with their cushy "9 month" jobs. It's great that finally someone is bringing empirical work to bear on the problem. Great post.
posted by r_nebblesworthII at 4:43 PM on March 3, 2010