Saturday, July 5, 2014

why are we failing as managers?

DID YOU KNOW?
  • Training expenditure per employee has consistently gone up despite the tough business climate. in 2001, the expenditure per employee was $734 on training. By 2012, this number climbed to $1,195 per employee (ASTD stats).
  • Surveys in 2000 and 2012 suggests that there has been no major shift in employee engagement attitude, 70% of all employees continue to be disengaged from their employer interest (Gallup Study).
  • Allocating more money doesn't appear to be the answer. 
  • Your thoughts? 
Regards,
Ravinder Tulsiani
http://www.ravindertulsiani.com

See http://www.yourleadershipedge.ca for my solution.

Tuesday, June 17, 2014

The value of worth

Email ThisMy father and I had an interesting conversation the other day. We were discussing the value of worth and how this is relative. My dad had mentioned that back in the 1980's there was a market crash in Alberta and there were too many houses up for sale and not enough buyers, at one point money became valueless. He had stated, "a diamond has value, only because a bunch of people say it has value."

Dictionary.com defines the word value as: relative worth, merit or importance.

The word worth is defined as: good, or important enough to justify.

I recently read an article in the reader's digest of a story called, "The Wealthy Barber Returns." One of the subtitles was called, The Power of Perspective" and there was an interesting quote, "There is no more potent antidote for the disease of envy than a dose of perspective."

We are very fortunate in Canada with our big cars, big houses and money. We can have pretty much anything we desire at our immediate disposal. I was in a very affluent neighborhood with my colleague, a couple of months ago and I was commenting at how HUGE the homes were and Michael stated, "Jeannine, it is just a house. Made of wood and nails." As a society we have to be careful about how much we value, maybe for that family a large house is worthwhile, but when you start to envy that person, that house, that car, your thinking shifts gears and you start to see something, that had no value before, as precious.

The late Harold Coffin noted: "Envy is the art of counting the other fellow's blessings instead of your own." We have to value the important things, and most of the time they don't cost money. Family, friendship, love, happiness.

When we look at our prospects and our clients, how do we value them? Are they worthwhile? Or are they worthless? If they are worthwhile, how do we demonstrate that? If they are worthless, is that showing through? What do you value?


View the original article here

Knowing = excellence. Not knowing = path to excellence. Think you know = run for your life.

Email ThisIn business, it has been my experience that I love to deal with two types of people. Those who know; in terms of their craft or profession, and those who don't know. Dealing with people who really know their craft are people who I consider to be practitioners. They have a definable, authentic, and repeatable approach that above all else, demonstrate real results for their clients or co-workers.

Those who aren't afraid to admit they don't know, on the other hand, are also a joy to work with. They are open to new ideas, take the time to learn new information and are humble enough to recognize that everyone can learn something new. In fact, I consider myself a person who often 'doesn't know' but take the time to learn something new so that I eventually 'know.'

What is dangerous, however, are those in the business profession who think they know, but really don't. These individual's are found in every industry and in every market and they are growing by the second. The reason being is with the access to information at an all time high, we can pass ourselves as 'experts' in something without ever really having any credentials at all. Case in point, here is me pretending to know something about Astrophysics:

Have you ever heard of cataclysmic variable stars? No? - you're kidding me! Well, hear's the deal; they're binary systems where one of the stars is stealing material from the other star due to their close proximity. Easy enough right?! Okay, then you have to understand that this material forms a kind of pancake around the star called an accretion disk (remember that from the good 'ol days in high school science). Now, although we’ve actually never imaged one of these systems before, we now have a very, very good theoretical model of how they work. Let me walk you through it. - from http://www.slackerastronomy.org/wordpress/category/astrophysics/

I don't know about you, but if I didn't read the first part of my blog, I would have thought my little blurb on astrophysics actually sounded pretty credible - wouldn't you agree? Problem is, I don't have any idea what any of that meant; I simply looked it up on the internet and phrased it like I did.

So here's my point - if you want to deal with someone in business ask them what they have accomplished. What are their definable, authentic, and repeatable approaches to their craft that have demonstrated real results. Ask for the the proof because now more than ever, these people will have you believe they're experts. But their only expertise is how to sound like one - not actually being one.

I wish you all the success in the world, now go out and BE the difference!


View the original article here

Monday, June 16, 2014

What does it take to reach the C-suite?

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c suite resized 600

One of my firm’s most popular offerings is our strategic outbound communications services. In a nutshell, what we do is connect our clients prospects by making outbound calls on their behalf and then setting up appointments for them. But, I’m not hear to sell you that service, I am hear to let you know what it takes to reach c-suite executives.

The long and short of it is – persistence. But, it’s not the same kind of persistence you might be thinking of, such as making a 1000 calls to reach them. That type of persistence is called telemarketing and it’s reserved for the peddlers of the world.

What is required is a razor sharp message, an ability to research relevant information, having proper pacing and tone when speaking and knowing when to “hold ‘em, knowing when to fold ‘em, knowing when to walk away and knowing when to run” and most of all – you must be STRATEGICALLY persistent.

Being strategically persistent is the absolute key, just as Herbert True, a marketing specialist at Notre Dame University, found:

- 44% of all sales people quit trying after the first call
- 24% quit after the second call
- 14% quit after the third call
- 12% quit trying to sell to their prospect after the fourth call

This means that 94% of all sales people quit after the fourth call. But 60% of all sales are made after the fourth call!

I wish you all the success in the world, now go out and BE the difference!


View the original article here

Friday, June 6, 2014

Entrepreneurship is like an ultra marathon – on a different planet!

Email ThisTSE_Entrepeneurship

A lot of folks have asked me what running one’s own small business is like. The best way I can describe it is that it’s like being in an ultra marathon, except it’s taking place on a different planet!

What I mean by that is with all the training you do, here on earth, you don’t know what the conditions will be like on this new planet you’ll be running in.

You have no idea what the elevation will be like, you don’t know how many mountains you need to climb, what the air will be like and whether or not the gravity will be less or more.

Last but not least, it really IS an ultra marathon in that endurance, mental fortitude and the will to live means more than anything else.

I have all the respect for those folks out there running in this very unique ultra marathon and as for myself, I wouldn’t change it for anything – I guess I’m a glutton for punishment!

I wish you all the success in the world; now go out and BE the difference!


View the original article here

Tuesday, June 3, 2014

New driving law

Email ThisThe following is a summary of the new traffic safety distracted driving legislation.

No individual shall drive or operate a vehicle on a highway while at the same time:

Holding, viewing or manipulating a cellular telephone, radio communication device or other communication device that is capable of receiving or transmitting telephone communication, electronic data, electronic mail or text messages;

Holding, viewing or manipulating a hand-held electronic device.

An individual may drive or operate a vehicle on a highway while using a cellular telephone or radio communication device in hands-free mode.

The prohibition doe not apply to the use of a 2-way radio required by an individual's employer when that person is acting within the scope of their employment

Driving with the display screen of a television,computer or other device visible to the driver is prohibited, except a gps that is programmed before operating the vehicle or used in a voice-activated matter, or a cell phone in hands free mode, or logistical or dispatch system, or an instrument or guauge giving information about the status of the vehicle.

Also prohiblted is reading or viewing printed material, writing, printing or sketching and engaging in personal grooming or hygiene.

All of the above are permitted in an emergency or if the vehicle is parked or not on a highway.

Under the new rules using any cellphone or MP3 player will be prohibited unless pre-programmed or hands free. Drinking, eating or talking to a passenger will not be prohibited.

The fine for a violation is $172.


View the original article here

Deliver the Whole Message

harmony_rocks_500The English language is built on polar terms, according to Richard Maybury of Peak Performance Group.  What are the midpoints when you try to place a term between good and bad, generous and stingy, polite and rude, success and failure?”

In my experience it seems that groups do tend to polarize around any given point of controversy, and though I hadn’t considered that our language might be contributing to that, I can surely see how it could. I know personally that whenever someone speaks in absolutes, I feel a natural desire to counteract that view to move perspectives back to center, and I notice others tend to do the same.

What Comprises a “Whole Message?

Burt Albert, in his book, Fat Free Meetings, tells us that a whole message consists of four types of statements, or parts, delivered in this sequence:

Observation (statements of fact)Thoughts (inferences/conclusions drawn)FeelingsNeeds

Burt goes on to suggest that if a sender omits any one of these four elements in delivering their message–especially one dealing with an interpersonal, potentially volatile topic–the receiver may become confused, unconvinced, irritated, or alienated. And in a frenetic business world, where shorthand is often spoken, the likelihood of omission is significant.

Four Questions to Communicate Completely

Here’s an example of a message fragment, commonly used in our business world delivered by Bill to Joe:

Well Joe, it looks like we’re not going to make that WInston Report deadline.

A more complete way of expressing that message using all four of the above elements might go something like this:

Joe, around 8:30 this morning I noticed two of the three people working on the WInston Report head off to assist another customer on the other side of town for what sounded like an all-morning affair. According to our schedule, we need a first draft of that report to the customer by this friday and yesterday, when you showed me the report, it was barely halfway done. (Observation) Based on our past performance with Winston, if he doesn’t get the report by this Friday, as promised (Thought/Inference), I’m afraid we’ll lose his follow on project which will amount to nearly $1M in annual revenue. (Feeling) I made a promise to him that we’d get this to him on time and with high quality, and you agreed to this schedule. I really want us to succeed on this project and earn his respect. (Need)

In this message, Joe is not attacked personally. Bill simply states what he saw, what he inferred, and how these inputs affect how he feels and what he needs. With this complete information, Joe is far more likely to accommodate Bill.

In your groups, you might want to post the following four questions for participants to consider whenever they have a difficult concern to convey to someone else in the room. Encourage them to use this approach in all their challenging communications in the workplace. Though it may take a little longer to communicate the “whole” message, it’s apt to save a lot of time in the way of hurt feelings, misunderstandings, and missed deadlines.

What facts do you know based on what you actually saw, heard, or read?What inferences or conclusions do you draw from the facts?How do the inferences or conclusions make you feel (without blaming or judging anyone)?What needs do you now have (without blaming or judging) because of the information you related above?

Action

Use the four questions above to deliver a difficult message to someone this week. And/or offer this approach to your clients or coworkers and encourage them to use it in their next meeting?Please click on the Add Your Comments and tell us about it.


View the original article here

Double Take

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A question for you: What form of professional learning has the most abysmal track record for changing teachers' practice and student achievement? Clue: It's the kind that 90 percent of teachers normally engage in at school.

If you answered, "the workshop-style training session," you're right. Despite its ineffectiveness, it still soldiers on.

In light of the Common Core state standards, changing teachers' practice is crucial. Research shows that most classroom instruction is weak in teaching for critical thinking, a skill that the standards emphasize across the board. Cautions the author of a recent study from the Center for Public Education, "Teachers have to learn new ways to teach, ways to teach they likely never experienced themselves and that they rarely see their colleagues engage in. Creating this type of teacher development is one of the biggest challenges school districts face today" (p. 7).

Teaching the Teachers: Effective Professional Development in an Era of High Stakes Accountability looks at the research and distills five principles of effective professional development:

The duration of professional development must be significant and ongoing to allow time for teachers to learn a new strategy and grapple with implementation problems. Teachers may need as many as 50 hours of practice before mastering a new teaching strategy.A teacher must receive support during implementation. When professional development describes a skill to teachers, only 10 percent can transfer it to their practice. However, when teachers are coached through the awkward phase of implementation, 95 percent can transfer the skill.Teachers' initial exposure to a concept should not be passive, but rather should engage teachers through such varied approaches as role-playing, live modeling, and classroom observations so they can actively make sense of the new practice.Modeling is highly effective. Teachers can best understand how and why to implement a new practice when they see an expert demonstrate it.Professional development is best delivered in the context of the teacher's subject area or grade level. Training on generic topics is unhelpful.

Authored by Allison Gulamhussein and published by the Center for Public Education, Teaching the Teachers: Effective Professional Development in an Era of High Stakes Accountability.

In Sydney, Australia, at Our Lady of the Angels Catholic primary school, teams of three or four teachers are working together to teach classes three times the average size. The feedback the teachers provide one another, as well as their ongoing collaboration in the classroom, helps them learn as they teach and improve their practice. This approach to embedded professional development means that teachers no longer work alone behind closed doors, every teacher knows every student, and every child in the larger classroom has three teachers rather than one.

Are you trying to set up professional learning opportunities in your school that lead to true teacher growth? Check out Learning Forward's 21 free webinars on topics related to implementing great professional development—including establishing time for it in the school day, assessing your faculty's learning needs, and stretching professional learning dollars. Some webinars—such as one on professional learning through virtual communities—focus on how individual teachers can set their own learning goals and curate a personal network of colleagues and resources to fuel their professional growth.

Website visitors can also access issues of the newsletter, The Leading Teacher. Each issue includes articles on topics like coaching teachers individually, as well as downloadable tools—such as a "polarity map" protocol for facilitating difficult conversations within learning communities. And at the Learning Exchange area, you'll find blogs that offer interaction and ideas for increasing teacher learning.

Building a Better Teacher by Elizabeth Green (Norton, forthcoming July 2014)

"The common view of great teachers is that they are born that way," writes Elizabeth Green in Building a Better Teacher. This assumption has informed countless studies that have sought to explain good teachers through personality and character traits: Are great teachers empathetic? Extroverted? Emotionally sensitive? Humorous? Socially well-adjusted? Flexible?

If teaching is, indeed, a natural gift, then it makes sense to try to improve education by sorting out the worst teachers—an approach advocated by many of today's education reformers. But Green's historical study of efforts to define good teaching practice—by educators and reformers like Magdalene Lampert, David Cohen, Nate Gage, Deborah Loewenberg Ball, Judith Lanier, and Doug Lemov—leads her to conclude that great teaching is, instead, the result of specialized knowledge and skill honed through years of experience—and that, therefore, the way to improve education is through teacher professional learning.

"By misunderstanding how teaching works, we misunderstand what it will take to make it better—ensuring that, far too often, teaching doesn't work at all." (p. 9)

20 The percentage of students in U.S. teacher preparation programs who use Twitter to enhance their professional knowledge.

45 The percentage of students in U.S. teacher preparation programs who regularly look for podcasts and online videos to help them prepare for teaching.

Source: Project Tomorrow & Blackboard K–12. (2013). Learning in the 21st century: Digital experiences and expectations of tomorrow's teachers. Washington, DC: Author.

"Pause classroom"? Wouldn't that be a wonderful feature to have in a classroom where everything is going wrong?

—Lisa Dieker and colleagues


View the original article here

Is Charismatic Leadership Good for Groups?

coaching2Clearly we’re all drawn to charismatic leaders. Whether we’re talking about political leaders like JFK, public speakers like Zig Ziglar, or trainers like Anthony Robbins, how does the charisma or strength of a group leader impact a group, pro or con?

We’ve become increasingly conditioned to being entertained, via television dramas, commercials, movies, talk shows, youtube, etc. The primary focus of “news” shows now favors entertaining and stimulating over informing. The messages are getting shorter and more provocative in attempts to get our attention in the rising sea of information. A dead pan speaker, no matter how relevant and important the content of his message, is unlikely to be heard.

I’ve seen coaches and trainers who actually specialize in the “entertainment factor” to create more success in their workshops and events. After all, we’re competing with Hollywood at every turn with hundreds of cable and satellite TV stations, flashy Internet audio and video, etc.

Further, we’ve been conditioned to sit and listen to the “teacher,” “leader,” “speaker,” up in front of the room and view her as the expert, authority, guru, etc. If this is true, I can’t help but wonder, from the perspective of a facilitator, about the impact a charismatic group leader has on the empowerment of her group.

Will her charisma rub off on her group and connect them to their power? Or will her charisma inspire them to just sit, enthralled and entertained for the moment, having little impact on the work they, and they alone, came together to do?
This article was inspired by the following comment I received from Lynn Goldhammer, a fellow facilitator:

I’m wondering if [I can learn to] be a less obtrusive facilitator when I’m supposed to be facilitating… I just realize that people need to talk and have discussions, and that isn’t happening in this high tech world. So, I go in and start conversations, but am always up in front directing them. I’m wondering if that is always best? If maybe some situations will benefit from me sitting down, and facilitating from within the group even when I’m not part of the group or contributing my thoughts. Does that make sense? Less controlling of the flow, while still keeping folks rounded up and moving… (a cowgirl versus a dog (leash) walker?)

This comment got me thinking about the potential downsides of what we often consider to be strong or charismatic leadership on the health of group process. I did a little research on the Internet and found nothing regarding the downside, problems, or harm that might come as a result of strong, charismatic, even “forceful” leadership. It seems that according to most people, this is a commodity we can’t get enough of.

I’ve heard Charisma defined as a potent combination of inspiration and enthusiasm. To inspire means to exert an animating, enlivening, or exalting influence on others, and enthusiasm is a strong excitement of feeling. There’s no question that inspiration and enthusiasm serve the collective good of groups at one time or another. And perhaps that’s the key. Just as there’s a time and a place to “use” charismatic, strong, or forceful leadership, there may very well be times when it could also hinder your group’s purpose.

Use your charisma as a tool to empower others. If you’ve been able to help get a group to openly dialogue around an issue they’ve committed to work with, then you’ve done your job as group leader and it’s time to get the heck out of the way, at least for the moment. And it might well be that your charisma sparked the passion that got them started. Great job! Now turn it off and sit down!

View fading to the background as success . Though I prefer to be a bit of an introvert, I like to think that I can be a bit charismatic at times. (Though I’m ready to admit this could be a complete fantasy of mine.) Whatever the case, I actually don’t mind being in the background and know I’m being a successful facilitator when I’ve worked myself out of a job, at least momentarily, and my group’s cruising on its own.

Be Quiet. Silence is a much underestimated skill in this arena. And yes, sitting down and facilitating from within the group, literally, can work as well.

I’m sure there’s a lot more to be said on this subject (as he turns his charisma on low), but let’s hear some of your ideas.

Action

Are you a strong and charismatic group leader? Do you know when to turn it off? How can you better use this skill to empower your groups? We’d love to hear what you come up with. Click on Add Your Comments to share your questions, feedback, or experience on this topic.


View the original article here

Monday, June 2, 2014

EL Study Guide

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The best teachers never stop learning. They know there's always room for improvement, and they're eager to find new ways to guide their students' learning. But the sit-and-get model of professional development in which teachers listen to an expert expound on best practice has not served all these teachers well. Today, teachers are finding new ways to learn together by observing one another in the classroom or discussing their practice in professional learning communities in person or online. This May 2014 issue of Educational Leadership looks at the ways educators are reimagining professional learning.

In "Planning Professional Learning," Thomas R. Guskey points out that education leaders too often plan learning activities without giving sufficient thought to the goals of those activities—they choose the route for the journey, before deciding on the destination. In such cases, the learning activities may be good ones, but their purpose is unclear. He encourages educators to decide on the student learning outcomes they want to achieve and then develop a learning plan with those goals in mind.

How does your school or district plan for professional learning? What are the ultimate goals of this learning? What do you do to ensure the learning experiences lead toward those goals?Have you experienced professional learning that falls into the "activity trap" that Guskey describes? What are some signs that learning is more focused on the journey than on the destination?Think of a student learning outcome you'd like to achieve. Now work through the backward-planning steps in Guskey's article to sketch out a plan for a professional learning experience that leads to this goal. (See "A Backward Planning Case Study.") Share the plan with your PLC for feedback on how well it would work in your school or district. If you're in a position to do so, consider presenting the plan to your school or district leaders.

Several authors in this issue discuss the value of having teachers take charge of their own learning by visiting one another's classrooms and discussing what they see. In "Rethinking Classroom Observation," Emily Dolci Grimm, Trent Kaufman, and Dave Doty describe a teacher-driven observation mold in which observed teachers seek help answering a specific question about their instruction. In "The Trouble with Top-Down," Rebecca Van Tassell shares how she and her colleagues created a club centered on visiting one another's classrooms and discussing what they observed.

What opportunities are available at your school for teachers to observe one another in their classrooms? How do you ensure that those observations are of value for the observers and the observed?The observation programs in both articles have a structure. The model that Grimm, Kaufman, and Doty describe uses a protocol and Van Tassel's colleagues used observation and discussion prompts to keep them focused. How important are such structures to an observation program? What kind of structure would work well in your school?When the observation program at Van Tassell's school became a schoolwide requirement, the learning faltered. How might a school that wants to implement an observation program avoid some of the difficulties her school encountered?

Education conferences are more than opportunities for educators to attend workshops led by big-name presenters. In fact, new models have cropped up that require educators to become active in planning and participating in the learning. Edcamps ("Edcamp: Teachers Take Back Professional Development" by Kristen Swanson) and the Crossroads model ("The Crossroads Model," by John Settlage and Adam Johnston) offer two new ways to conduct a professional conference.

What kinds of experiences do you most value at a professional conference? How would you change conferences to make them even more useful?Both Edcamp and Crossroads depend on the active participation of educators who attend. The attendees are themselves the experts, and they learn from one another. What do you see as the benefits and drawbacks of this participant-driven approach?Edcamp participants show up without a schedule or prepared presentation. The attendees plan out the day after they arrive. Crossroads participants prepare ahead of time by writing about a professional Vexation they'd like to discuss and submitting it to the hosts for consideration. Which approach appeals to you most? For what kinds of learning might each model be best suited?Many Edcamps incorporate technology, often through back-channel conversations that take place among session attendees and others who observe the discussions from afar. In contrast, Crossroads requires that participants put away their smartphones and other technology during sessions. How do you use social media and other interactive technology at conferences? Does it tend to detract from or enhance the experience for you?

Technology now makes it possible for teachers to learn at a time and place that fits their schedule. Teachers can take free online courses to build pedagogical knowledge ("Grab a MOOC by the Horns" by Anissa Lokey-Vega). Administrators can flip their professional development, asking teachers to use online resources to learn the material on their own and use face-to-face sessions to build on their independent study ("Flipping the Flip" by Patricia Gioffre Scott).

What kinds of learning have you done online? Share which experiences have been most beneficial and which needed improvement. How is online learning different from face-to-face learning? How can the two be combined to take advantage of the best aspects of each?Browse the list of education-related MOOCs at Coursera and the online MOOCs Directory. Which courses seem most relevant to your professional goals? How might you make that course part of your professional learning? Are there colleagues who might join you in working through and discussing the course materials?If you plan professional development for your school or district, think about a topic that you'd like teachers to learn more about and consider how you might "flip" that learning. What obstacles to flipping your PD do you think you might encounter, and how could you work around those obstacles? What would you have teachers do during your face-to-face sessions? Share your proposal with a few teachers to get their feedback on the approach.

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Inservice Guest Blogger: Kelly Gallagher

Educational Leadership:Writing: A Core Skill:Inservice Guest Blogger: Kelly Gallagher Conference Countdown Dallas, Tex. June 27-29, 2014 homestore a#fogot { border-radius: 0; font-size: 11px; }a:hover#fogot { border-radius: 0; font-size: 11px; text-decoration: underline; } membershipmy account help We are here to help!

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To view this article,Log in.Become an ASCD member.Read AbstractApril 2014 | Volume 71 | Number 7
Writing: A Core Skill

Inservice Guest Blogger: Kelly Gallagher

Copyright © 2014 by ASCD

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Sunday, May 25, 2014

Watch This Spot

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Eleanor Dougherty, author of the ASCD book Assignments Matter, tells how to help students become better writers.


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How to use strategic problem solving in your business

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Many people don’t always realize how being positive and using strategic problem solving can have a huge impact on their business. As human beings, we are not perfect and sometimes we have the tendency to become negative in our thinking and actions. 

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Fact; did you know that negative thinking and the actions that result from this cost companies $3 billion per year in the U.S. alone?

How can we ensure that we remain positive in our thinking and actions?

There is a very effective road map that I would like to share with you. By no means will change occur overnight, having said that, if you are able to implement one strategy per day, per month you will start to see results. Just like weight loss, anything worth having does take time.

Step 1: Define the situation.

By understanding the current “problem” you are faced with you will be more able to easily handle it.

Step 2: Self talk.

What are you telling yourself about the current situation you are facing? Are you on one hand saying to your team, “don’t worry, this can be easily resolved,” while at the same time internally you are really thing, “there is no way I can fix this.” Self-talk is extremely important to watch.

Step 3: Desired outcome.

Once you have clearly defined your situation you need to think of a solution. It’s important to be able to see the light at the end of the tunnel. What is your goal for the problem you are facing?

Step 4: Positive traits.

By following steps 1 through 3 you will be creating a positive environment. If those around you, whether they be management or co-workers, start to recognize your positive and realistic attitude, they will start to develop the same habits and thought processes.

Step 5: Practice, practice, practice.

As a former teacher, it was very important for me to have my lesson plans ready ahead of time. It was very unrealistic for me to create activities on the fly. By preparing and practicing the different questions that my students could have, I would be a better teacher. Likewise, in business, it’s important to “role play” the different outcomes so that you are prepared for the best or the worst.

Step 6: Go.

Once you have understood the situation, you have your goals set and you have practiced what can occur, now is the time to put everything in action. As someone who is well versed in lesson planning, I do highly recommend a plan of execution. It will allow you to be clear and have others see your vision as well.

Step 7: Review.

This is the chance where you get to learn from the decisions and actions you have taken. Were your goals achieved? If not, what can you next time to make them a success?

I wish you all the success in the world. Now go out and BE the difference!


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Friday's Rocket Fuel: Career Evaluation Going Into The Holiday Season

By Larry Boyer, Career Coach & Personal Branding Strategist

Before the holiday season is upon you it's time to prepare for the career opportunities that will be coming your way. Whether you're looking for long term career development or something more short term like a new job, the holidays are a great time to get yourself to the next step.

If you're looking for a new job, the holidays can present a great opportunity for you to make your move. The combination of job seekers being busy with holiday activities and mistakenly believing that employers don't hire during the holiday season increase your chances of landing that next position - if you are prepared to act and seize the opportunity. 

Where are the opportunities? During the holiday season look to holiday gatherings to let people know you are doing and what you are looking to do. Holiday parties give you the opportunity to talk with people you would not normally meet. In networking these are called weak connections because you don't have a solid relationship with these people. Weak connections are the most likely place you will find someone who can help you. There are many reasons for this but one to think about is that if your close connections could help you they already would have. 

Of course to take advantage of these opportunities you need to be prepared.  Here are some tips to get ready now, before you get swept up in holiday activities:

Know what you want - Are you looking for a new job? Want to speak somewhere? Connect with someone?   Have Materials - Do you have an updated resume? Do you have a presentation? Do you have something to give someone when they ask? Business cards?Elevator Pitch - Do you have a short, engaging description of what you do or what you're looking for? Do you have an empowering request? At a holiday party you want to have an engaging story that invites someone to want to talk with you more. 

You have 2 - 3 weeks to prepare yourself.  Will you be ready?


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Effective Coaching by Design

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Christina was a positive, well-intentioned middle school teacher in her third year of practice in an urban school district. She'd made great progress in her first years, but she had a long way to go to build the skill set and knowledge base needed to support her students and manage the demands of the teaching profession. Christina's principal described her as "high-energy, but scattered and inconsistent …. It's hard to get Christina to focus." This teacher's experiences with professional learning reflected her struggles to meet her own worthy ambitions: In the previous year, she'd identified four professional goals and hadn't met any of them.

Coaching made a difference. After a year with a coach, Christina was more focused in her practice, and she had successfully met some of her goals. She grew in a way that made her a more consistently effective middle school educator. Let's look at how coaching made this happen.

Christina's increased focus started the first day she met with her coach, Jan, to determine their work together for the school year. Christina assumed the conversation would be mostly for getting to know each other and would just touch on her goals. "We only had an hour," she recalled. "By the end of that time, I felt connected to Jan, and we'd identified my professional goals …. I was worried about how much time coaching would take, but Jan moved the conversation and got into the heart of the matter."

It wasn't by chance that in Jan's first conversation with Christina she took pains to focus her and identify specific learning goals; it was by design. As director of a coaching initiative for teachers in Oakland, California, I helped Jan prepare to make this initial talk productive. A meeting with the principal of Christina's school—which we'll call Forest View—to hear his thoughts and concerns about specific teachers helped Jan know what approach to take in fostering professional development for her coachees before she met with them.

Given how little time teachers have in their school lives and the magnitude of the work they have to do, every coaching conversation, observation, and interaction must be strategic about improving teacher practice. The coaching model my coaching team implements in Oakland's struggling public schools is targeted, seeks to shift specific teacher behaviors and beliefs, and emerges from a comprehensive school transformation plan.

To see why Jan was effective in focusing Christina, let's look briefly at a few conditions that must be in place for coaching to succeed and then identify a few steps coaches can take to help teachers focus on high-leverage professional goals.

Coaching looks different in every school, district, or organization. Offering a definition at the outset of a coaching relationship is essential to ensure a shared understanding of roles and expectations. I offer this definition: Coaching is a form of professional development with someone who willingly engages in reflection and learning. I emphasize the word willingly to challenge the notion—accepted by many teachers and administrators—that coaching is a tool for fixing people or enforcing a program.

Coaching is a structure through which we learn, a form of learning available to teachers at any stage in their career—and it should be optional. Adults cannot be mandated to learn. Unfortunately, coaches are sometimes deployed to work with struggling teachers who don't want coaching or to ensure that all teachers in a school follow the requirements of a mandatory "improvement" program. We have a long way to go before those working in schools can safely be vulnerable as learners—but we should keep the vision of coaching as work with someone who willingly engages in learning.

Effective coaching, as a strategy for professional learning, doesn't exist in isolation; the strongest coaching programs emerge from comprehensive professional development plans. Coaching is a strategy to deepen a skill set and a knowledge base that a community of educators has committed to learning together.

For example, a district might launch an initiative to build strategies for improving students' speaking and listening skills. A school within that district might offer professional development sessions on how to help students carry on richer academic discussions; that school's science department might explore, through an inquiry cycle, how science students need to approach academic discussions. And considering his or her students' needs, an individual teacher might focus on honing one particular aspect of academic discussions, such as debate structures, for one-on-one coaching.

Coaching that's aligned to a comprehensive professional development plan enables the learner to go deep and wide into a content area, instructional practice, or particular aspect of teaching. And it facilitates alignment between everyone responsible for building a teacher's capacity.

When Christina sat down with Jan to discuss the coming school year, certain parameters had already been established. The faculty had decided to focus intensively on reading across the curriculum for that year. Teachers had attended a week-long summer institute on teaching reading, and each department and grade level had selected annual student achievement goals. In addition, all Forest View teachers were to be evaluated with a new evaluation tool that named a set of high-leverage instructional practices. Site and district leaders had identified several elements of this evaluation tool in which teachers would receive intensive professional development, the assumption being that if teachers were going to be evaluated on certain criteria, they deserved good professional development on those skills.

Within these parameters, Jan and Christina needed to focus on a few powerful learning goals. What coaching offers that other professional learning structures often don't is the opportunity for learning to be differentiated and aligned to an individual's needs. Coaching, therefore, can be precise. Our schools are wonderfully diverse places in regards to both the students and the staff. So a differentiated approach is important to building the capacity of teachers and leaders.

With the teacher evaluation rubric and the reading goals for 7th graders in front of them, Jan and Christina followed a process to guide Christina to her professional learning goals. One of the elements of the evaluation rubric that Christina was eager to improve was developing positive relationships between students. She told Jan, "I hold high academic expectations for my students, and I just expect them to get along and treat one another respectfully. Truth is, I have no idea how to help them build those skills."

In their first conversation, Jan and Christina made the connection between students' ability to treat one another kindly and respectfully and their ability to work in small groups using reciprocal teaching strategies. Christina, who was excited about the training she'd had on how reciprocal teaching improves kids' reading, wanted her goal to be improving how she taught reading strategies. Jan helped her recognize that teaching students how to resolve little conflicts in their groups, support one another when someone got stuck, and respectfully disagree with another person's ideas was a necessary first step. Christina said that their dialogue helped her realize that "7th graders don't just know how to do that stuff …. I needed to teach them that so they could use the reciprocal teaching strategies effectively."

This goal around a positive classroom culture was the first of several that Christina and Jan worked on. Christina also wanted to learn to use data to guide her lesson planning and to use formative assessments effectively. She connected all her goals to the school's broad focus on reading. The language of her goals was drawn from the indicators in the teaching evaluation tool (for instance, "I will increase from a Level 1 to a Level 3 on Standard 2.3B, Student-to-Student Interactions, so that students will demonstrate genuine respect, caring, and support for each other's learning under their own initiative and with my support").

An important guideline that coaches and teachers should use to set goals is that the goal be something the coachee has full control over. Although it's essential to work toward a student achievement goal (no instructional goal should be isolated from what students need), many variables contribute to student achievement. The goal must be grounded in an area in which a teacher can increase skills, knowledge, and capacity.

For example, a goal like, "I will raise student achievement by 80 percent" would be a weak professional practice goal. Christina's goal, "I will develop a positive classroom culture by using positive redirects 95 percent of the time," is better. Christina's professional learning goals for the year were tightly connected to student learning goals. This alignment is crucial—it enables a coach to assess the coaching's effect on student achievement and ensures that the teacher recognizes the connection between his or her own practice and students' success.

Coach and teacher must regularly reflect on the teacher's goals, look at the teacher's progress, and plan any adjustments. Sometimes this process reveals that the goal the client identified was too big—or even was the wrong goal.

Following their initial conversation, Jan drafted a work plan. It articulated the strategic actions Christina would take to meet her goal, actions Jan would take, and actions they'd take together. Developing such a list creates a road map for the coaching journey. The approach coaches on my team use implicitly assumes that a teacher will only reach the desired goals if both coach and educator identify a clear course of action.

Christina and Jan met weekly for one hour. They debriefed lessons Jan had observed, planned lessons together, analyzed student data to determine their next course of action, and viewed video of students meeting in literature circles to look for evidence of good student-to-student interactions. Like all effective coaching duos, they kept at the core of their conversations the reflective process by which a coach guides a coachee to think about her practice and her decisions so that the coachee can determine her next steps. All activities that a coach engages a teacher in are toward that end.

For example, Christina committed to observing a colleague who'd developed protocols for students to use during small-group discussions. With Jan's guidance, Christina watched students refer to sheets that contained sentence stems; noticed the roles students played in their groups (such as facilitator and note taker); and observed how her colleague monitored student learning while allowing students to take charge of their discussions. Inspired, she identified several actions she could take in her classroom.

Christina also chose a book she wanted to read on developing positive classroom communities. Jan previewed this book and identified the highest leverage sections for Christina to read. When they met, Jan offered prompts for reflecting on those sections and, keeping in mind Christina's goals and context, pushed her to commit to implementing certain ideas from the book. This helped Christina focus and emerge from the reading with a few concrete steps she could take.

Jan created a schedule for observations through which she gathered feedback on Christina's progress. She observed Christina for 15–20 minutes almost every week, concentrating on a goal Christina was currently working on. For example, when Christina was focused on her goal around student-to-student interactions, Jan looked for evidence of Christina fostering an environment in which students demonstrated respect, caring, and support for one another's learning. Once Jan heard a student mocking another's reading fluency while Christina stood within earshot. This led to a challenging coaching conversation. Christina had heard the student, but she'd felt uncertain about how to respond. Jan pushed Christina to get in touch with the feelings that were blocking her from taking action, which raised a host of issues related to race and gender. She helped Christina determine what she could do when she heard students disrespecting others.

Professional development is also essential for coaches. Just as Christina's professional learning was strategic and designed, our coaching program intentionally plans professional growth for coaches. Professional learning for coaches includes weekly professional learning opportunities, one-on-one coaching, and a critical friends structure through which coaches support one another.

A systems-thinking approach—one that looks at the big picture as well as the discrete elements like measurable goals and strategic actions—is the best strategy for implementing this kind of good coaching. Such an approach pushes educators to identify the pieces and people who are connected to a program and to consider how each affects the other. For a coach and teacher to arrive at their goals, good conditions for adult learning must be established, a comprehensive professional development plan must be in use, and coaches' learning needs must matter.

By the end of this school year, Christina had met or exceeded her professional goals. Her students had increased their reading skills greatly. Jan and Christina connected the students' improvement to Christina's efficacy in building student relationships, using reciprocal teaching strategies, and making other explicit instructional changes. Her students' achievement reflected the growth Christina made in her own learning.

Elena Aguilar is a manager of coaches in the Oakland Unified School District, California, an education consultant, and author of The Art of Coaching (Jossey-Bass, 2013).

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Saturday, May 24, 2014

Response / Mass Customized Learning: Unfairly Maligned

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In March 2014, Educational Leadership ran an article titled, "Personalization: It's Anything But Personal," by Maja Wilson. The article totally misrepresented a vision that is, at its heart, a deeply humanistic, learner-centered approach to learning. Mass customized learning is about each learner becoming an active, engaged partner with real voice in how he or she learns and how he or she demonstrates knowledge or skill.

Reacting against this new vision of learning, Wilson fails to identify a single reason why we should continue to prop up our present time-based, assembly-line approach to schooling. The Industrial Age school worked—in the Industrial Age. We're long past that now, and public schools are getting low marks from nearly everyone.

And that's not the fault of the teacher. It's the fault of the outdated structure of our schools. The last thing that mass customized learning envisions is marginalizing teachers as a result of technology use, as Wilson erroneously asserts. In fact, the teacher's role is of crucial importance in this vision.

So we'd like to set the record straight. The following three foundational principles of the mass customized learning vision are the key to its popularity:

Being uncompromisingly learner-focused. The mass customized learning vision moves decisions and structures based on administrative convenience to decisions and structures based on the needs of learners. The youth walking through our doors come to us as experienced learners. Technology has empowered them; they're different from the students of yesterday. This difference has implications for what, how, and where learners will learn. Specifically, learner outcomes need to be based on the challenges and opportunities that learners will face when they graduate. And after we derive each learner's outcomes, the next question isn't, "How and where will we teach this outcome?" but, "How and where is this outcome best learned?" Some outcomes require direct instruction, whereas some are easily learned through technology.

Faithfully applying intrinsic motivators instead of extrinsic kicks and carrots. Mass customized learning leverages today's customizing technology, enabling learning systems to meet each learner's personal learning needs while simultaneously meeting the learning needs of all other learners. Intrinsically motivated learners are thinking,

It hits my learning level. It'll be a challenge, but I think I can learn it.It fits the way I learn best. I was given alternative ways to learn, and I learn best through video.I find the content interesting. I chose it because I love sports—or fashion.I can see where I'll use this learning. My mom and I created a business plan.

Externally motivated learners stop doing things when extrinsic motivators disappear. Intrinsically motivated learners tend to become lifelong learners.

Systematically replacing time-based, assembly-line structures with customized, flexible structures. Unfortunately, today's schools are perfectly designed to get the results we're now getting. Currently, specific students of a specific age must learn specific things on a specific schedule in a specific classroom from a specific teacher using specific materials and methods so they can pass specific tests on specific dates—and only then will the system call them "OK." We propose a different approach. To see how learners can create their own customized, flexible schedules—ones that enable them to learn crucial, relevant outcomes in the mode in which these outcomes "are best learned"—see Chapter 7 of our book Inevitable: Mass Customized Learning or watch "Lori Schedules Her Learning Plan."

The mass customized learning vision, designed straight from the ideal learning experience, is needed and doable. If our description of this approach seems like a 180-degree departure from Wilson's portrayal of it in her article—it is. We can no longer afford to prepare teachers for another generation of outdated, underperforming, Industrial Age schools. Our learners deserve better.

Charles Schwahn and Beatrice McGarvey consult extensively with schools and districts throughout the United States. They are the authors of Inevitable: Mass Customized Learning (CreateSpace Independent Publishing Platform, 2010).


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Teaching Argument Writing to ELLs

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How in the world are we supposed to apply the Common Core writing standards to teaching English language learners?

We've been asking that question of ourselves and others over the past two years, and we suspect we're not the only educators doing so. After reviewing the many resources available that attempt to provide guidance to teachers of English language learners (see "Resources of Note") and combining what we've learned through our daily classroom experience, we've developed a tentative answer to that question.

Educators need to keep in mind three crucial elements when teaching writing to English language learners (ELLs) in the context of the Common Core State Standards:

Students should begin by reading more informational texts than they did before—these can include closed-captioned videos and digital-supported forms—and they should engage in close reading. Teachers should help students focus not only on comprehending the texts but also on inferring deeper meanings, identifying the writer's craft, and seeking patterns in the text. There should be a strong connection between reading and writing.As students read in preparation for writing an argument, they should look for evidence they can use to inform their valid and logical claims and to critique other claims and evidence they might read.In their writing, students should use the structure, vocabulary, and style that best suits their purpose, topic, and audience. Teachers should provide ample opportunities for students to develop and use higher-level academic vocabulary.

Let's see what this looks like in the classroom with English language learners at three different levels of proficiency.

One way to fit problem/solution writing into the Common Core standards' argument category is by ensuring that students conclude their written pieces by choosing one of their possible solutions as the "best" one and supporting it with evidence.

When working with beginners, teachers can use a process originally developed by Brazilian educator Paolo Freire and modified by the Peace Corps.1  This process is designed to connect the challenges that students face in their lives outside school with language and literacy instruction. Here's how we introduced this strategy in a series of short lessons that took place over three consecutive days.

We started out by creating a word chart of problem/solution academic vocabulary, including such words as problem, cause, effect, solution, evidence, and reason. Students translated these words into their home languages, illustrated their definitions, and made a list of common English synonyms. Then we showed a short video clip of the scene in the film Les Misérables in which the main character is arrested for stealing bread to feed his sister's hungry family. The English subtitles reinforced the dialogue that the students were hearing.

We then asked students to describe what they saw. On small whiteboards, they wrote comments such as "in old city," "the man broke window," "he took food," "man run," and "police." We displayed these responses for the class.

Next, we asked students to share what problem they thought the clip portrayed. We modeled this concept in various ways—for example, by saying, and adding the appropriate sound effects, "My stomach is growling. What is the problem?" Students then used the sentence starter, "The problem is …" to write out their responses ("the family is hungry"). Most students used similar words, which we also displayed on the overhead. We then asked students to identify, among those phrases they initially used to describe what they saw, evidence that this was indeed the problem. Before this, we had talked about how the comment "in old city" didn't show evidence of the family being hungry, whereas "he took food" did.

We then asked students what they thought caused the problem, using the sentence starter, "The problem is caused by …." Students wrote such comments as "man not have job" and "rich people take all money."

Next, we asked students what they thought were the effects of the problem. Using the sentence starters, "One effect is …" and "A second effect is …," students wrote such responses as "the family gets sick" and "they die."

We asked students if they, their family members, or their friends had ever experienced a similar problem. Some responded, "We knew poor people in my country," "I see poor people," and "I poor."

Students shared the solution—how they responded to that problem—by drawing an illustration or using the sentence frame, "I (we, they) solved the problem by …." One student responded, "I see a family poor in my country, and I help with food, money, and more." We then had students talk about other ideas for how to respond, using the sentence starter, "One solution is …." Students said, "give them jobs," "get help from government," and "ask people for help."

In the past, we would have asked students to make a poster that described the problem and solutions both in words and images and then called it a day. However, in light of the Common Core standards, we instead had students combine the sentences we had written with the help of the sentence starters into a paragraph:

The problem is hungry family. The problem is caused by man not having job. One effect is the family gets sick. A second effect is family die. One solution is give them jobs. Another solution is ask people for help.

Finally, we had students add one more sentence to their paragraph, which required extensive teacher modeling, student drawing, and labeling: "I think the best solution is__ because__." Wrote one student, "I think the best solution is to learn a new job because he can get money."

This example shows how to use students' prior knowledge in conjunction with explicit academic language and grammar support. The activity offers repeated opportunities for students to reinforce their listening, speaking, and writing skills, including being able to focus on just one or two grammatical issues, such as subject-verb agreement. (For all English language learners, and especially for beginners, it's crucial to not go overboard and correct every single grammatical error.) We addressed grammar instruction through the use of concept attainment, an approach we'll address later in this article.

In addition to text and video clips, teachers can also use photos to introduce the problem. In fact, to make the lesson even more student-centered, we've often had students identify problems they'd like to study and contribute photos, text, or video clips that they've found to illustrate them.

One of our guiding principles is to look at our students through the lens of their assets. This approach is reflected in a project that our intermediate English language learners complete—comparing their neighborhood (where our inner-city school is located) with the wealthiest neighborhood in Sacramento, California (called the Fabulous Forties). Students write a persuasive essay about which is better, and 95 percent of the time they choose … their neighborhood. How do they reach that conclusion?

First, using a word chart, we preteach about 10 vocabulary words, such as affordable and demographics. Next, on a handout we prepare, students identify and rate the qualities they value in a neighborhood they want to live in. These include such items as ethnic diversity, people who share their ethnicity, affordable housing, bus transportation, and so on. They also add their own suggestions. Students organize these items into categories, such as money, people, and services.

The next step involves going to the computer lab to research demographic data about the neighborhood in which students live. (Countless free websites provide this information by zip code.) We then go on a field trip to the neighborhood, and students note—and photograph—which of their valued qualities they see. They also document what they see on a Google Maps printout of the neighborhood.

Both in the computer research and on the field trip, we emphasize that students are to identify evidence that supports the claims that their neighborhood has or doesn't have their valued qualities. Back in the classroom, students use their observations and research data to review their list of important neighborhood qualities and put a check mark on the ones located in their neighborhood.

Then it's time for the Fabulous Forties. We revisit the computer lab, where students use the same neighborhood research form to get data for that zip code. They write these data next to their home neighborhood data, using a different color pencil.

We take a field trip to the Fabulous Forties and repeat the same touring process we used in our school neighborhood. Back at school, students once again review their list of neighborhood qualities and put check marks in a different color next to the ones they feel are well represented in the Fabulous Forties. They then take a sheet of paper and draw a line down the middle, labeling one side "School Neighborhood" and the other "Fabulous Forties." On the basis of the check marks they made, they then list the qualities that each zip code has. The school neighborhood typically has a huge list, whereas the Fabulous Forties usually has few.

It's not unusual for students to comment about how the houses are much more attractive and the streets are cleaner in the Fabulous Forties. Nevertheless, they typically highlight many more appealing qualities they feel the Fabulous Forties are missing, such as ethnic diversity, mass transit, nearby stores, and affordable housing.

Finally, with all this information in hand, students use a simple essay outline, with appropriate scaffolds like sentence starters, to formulate an argument that explains which neighborhood they think is better and that provides evidence to support their position. The teacher then reviews the drafts to identify common grammar and spelling errors to address using the concept attainment instructional strategy.

In this strategy, the teacher puts correct spelling or grammar usage of a particular rule under a column labeled "Yes" on the overhead and puts incorrect usage under a "No" column (see fig. 1). The teacher shows students a "Yes" example and then a "No" example, with other similar examples covered by a blank piece of paper. The teacher gradually uncovers each sentence until students conclude what the common denominator is—in other words, what the "yes" examples have in common (in fig. 1, it's correct subject-verb agreement), thus determining the error and its correction.



The teacher puts an example with correct spelling or grammar usage under a column labeled "Yes" on the overhead and an incorrect example under a "No" column and gradually uncovers each sentence until students determine what the sentences in the "Yes" column have in common. (The rows must be staggered to permit the teacher to uncover one example at a time.)

This figure shows examples with correct and incorrect subject-verb agreement.

Houses are cheap in our neighborhood.

Houses is cheap in our neighborhood.

The bus stop is close to my house.

The bus stop are close to my house.

The people in my neighborhood are from different cultures.

The people in my neighborhood is from different cultures.


In various years, we've had students create infographics comparing the two neighborhoods. We've also asked them to design their ideal neighborhoods and write about why they designed them the way they did.

In this neighborhood comparison project, students identify the criteria they'll use to determine their claim—not the other way around. They're doing close reading of digital texts and field research to identify additional evidence that supports their claims. Finally, the concept attainment approach gets students to use an assisted discovery process to improve grammar and spelling on the basis of examples from their own writing.

Many writing tasks that students will be asked to do involve reading and responding to the arguments and proposals of others. Understanding how authors persuade their readers helps students both analyze and write arguments. Therefore, we started this school year by introducing our advanced ELLs to ethos (reputation, credibility); logos (reasoning, facts, and statistics); and pathos (emotions).

We introduced students to the basic meanings of these concepts by having them create visual representations of each word. For example, students drew pictures of experts, such as doctors and scientists, to represent ethos; a graph or percentages to represent logos; and people with various expressions on their faces to illustrate pathos. We drew a three-way Venn diagram to show how authors might use two rhetorical appeals to persuade readers or, to be really persuasive, a combination of all three.

The students were now ready to identify the use of these persuasive strategies in magazine advertisements. One student cut out an ad for face cream, which featured the statistic, "9 out of 10 women saw a decrease in wrinkles" as well as a photo of a woman laughing with her friends. Using the following sentence starters, one student wrote, "This advertisement is using pathos because the woman feels young and happy with her friends" and "It also uses logos because it contains a statistic."

We then helped students practice another key skill in argument writing: distinguishing between claims and evidence. We selected an issue our school is facing—whether to allow the use of smartphones as a resource in class. Students practiced identifying claims by looking at good examples ("Students should be allowed to access smartphones during a lesson"; "Smartphones are a valuable resource in the classroom") as well as bad ones ("Many students have phones in their backpacks"; "Smartphones are not allowed in many schools"). Asking students to explain what the good examples had in common helped them identify the features of effective claims—mainly, that they're specific and debatable (that is, they have more than one side).

We used the same process for teaching students about effective evidence by showing them good examples (evidence that was relevant and sufficient to support a claim), such as, "Studies show that the use of smartphones to conduct research in the classroom can increase learning." We also showed them bad examples (evidence that was insufficient or irrelevant, or that contradicted the claim), such as, "My friend likes to use his smartphone in class."

Once students had familiarized themselves with effective claims and evidence, we moved on to a close reading of a text on the use of smartphones in the classroom. As we read the article aloud, we guided students to highlight the author's claims in one color and the evidence in a different color. This helped students see how the author organized his argument, sometimes presenting evidence first and concluding with a claim and at other times introducing the claim, providing evidence, and restating the claim at the end. In addition, we provided support for unfamiliar vocabulary.

Students labeled in the margins the different types of evidence presented (facts, statistics, interviews, quotations) and appeals used (ethos, logos, pathos). We prompted students to write in the margins why they agreed or disagreed with the author's claim and which piece of evidence they found the most convincing and why.

Students then created a storyboard illustrating the key ideas in each paragraph. They wrote key claims and evidence in their own words and drew a sketch to represent these ideas. Students used this visual summary to assist them in writing a summary of the article.

Now students were more ready to formulate their own claims. We gave them the following prompt: "What is the author's position on the use of smartphones in the classroom? To what extent do you agree with his position? Support your position with evidence from your personal experience, observations, or reading, including this article."

Students broke down the prompt by underlining keywords and numbering the steps they'd need to take. We showed them how to create their own graphic organizer, which they could use to brainstorm ideas. For example, students drew three boxes for each of the three parts of the prompt. In the first box, which was labeled "What is the author's position?" students used their visual summary to jot down notes. In the second box, labeled "To what extent do you agree with his position?" students used the annotations they made on the text to begin noting what they agreed or disagreed with. In the third box, labeled "Support," students listed possible evidence they could use to support their claims. As students began drafting, we offered sentence frames ("I agree to an extent that ….") to help structure their arguments.2 

In this example, students identified the features of effective claims and evidence and explored these features through close reading by making both their annotations and their thinking visual. Graphic organizers and sentence frames, as well as preteaching and regular reinforcement of academic vocabulary, served as scaffolds for their learning. Responding to a writing prompt was less overwhelming because students learned how to create their own graphic organizers to support their thinking and writing.

In all three of these examples, we gave students opportunities to practice evaluating claims and evidence and then formulate their own claims in response to this research. This is the basis of much writing in the Common Core standards, in college, and in life: We read and listen to the claims and proposals of others, and we respond and join the conversation. Providing English language learners the tools they need to join this type of academic discourse is essential to their growth, both in English and as learners.


Do help students connect prior knowledge, make inferences, identify features of a text type, examine the author's purpose and style, and find the meanings of keywords that are crucial to understanding. Model and think aloud so students hear and see the reading strategies you're using. Choose texts that are worthy of a close read—ones that relate to the teaching goal and topic of study and are at an appropriate level of challenge for your students.

Don't discourage students from tapping prior knowledge. Don't do a close read of every text; students can practice the skills on their own with easier texts. Remember that the teacher should not be doing all the work. Students should be engaged and work collaboratively.

Do remind students of the argument skills they use in their everyday lives. Teach students to identify the difference between claims and evidence—that they must first examine data and evidence and then develop claims on the basis of this exploration. Give students multiple opportunities, both collaboratively and independently, to practice the thinking involved in argumentation. Give students the language support they need (such as academic phrases and sentence frames) to introduce, develop, and support their claims.

Don't ask students to formulate a claim about an unfamiliar issue or topic and come up with evidence to support it. Don't teach the skills of argumentation in an isolated lesson.

Do evaluate the texts and types of writing students will be working with and teach the academic language and structures students will need to access these tasks. Help students practice using this vocabulary in the context of meaningful interactions with their peers and by giving them the opportunity to use these words and structures in authentic reading and writing situations.

Don't just give students lists of vocabulary words in isolation. Don't expect students to learn how to use these academic words by simply looking up the meanings.

Do teach the grammatical structures associated with a particular text type in context. Identify good and bad examples in context to help students recognize and then apply the desired structures in their own writing.

Don't teach isolated grammatical skills out of context. Don't expect students to transfer these grammatical structures to their own writing if they're only filling out worksheets or doing grammar drills.



1  See Teaching English as a Foreign Language to Large, Multilevel Classes (Peace Corps, 1992). Available at http://files.peacecorps.gov/multimedia/pdf/library/M0046_tefllarge.pdf

2  See Gerald Graff and Cathy Birkenstein's book, They Say, I Say: The Moves That Matter in Academic Writing (Norton, 2009) for academic words and sentence frames that help students structure their arguments, introduce evidence, agree or disagree with the claims of others, address counterclaims, and formulate strong conclusions.

Larry Ferlazzo and Katie Hull-Sypnieski teach English language learners and mainstream students at Luther Burbank High School in Sacramento, California. They are coauthors of The ESL/ELL Teacher's Survival Guide (Jossey-Bass, 2012).

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Sunday, May 18, 2014

Getting the Boss Onboard

abilene_paradoxHow often have you been in a meeting or a facilitated group only to see your collective progress thwarted by the group’s formal leader or manager? This is a common dilemma given that the manager is responsible for the product of his/her group and is therefore compelled to be integrally involved in what the group does and how they do it. Leaders impede creative solutions even further when they simply can’t remain in an unbiased facilitative role given the pressure of their accountability on the decisions made.

So is there any way around this dilemma? In my study of this question, I came upon a simple facilitation strategy called The Interaction Method, that seems to address this issue very nicely.

What is the Interaction Method?

Authors Michael Doyle and David Straus of How to Make Meetings Work, summarize their method in this way. “The Interaction Method rests on four well-defined roles and responsibilities which together form a self-correcting system of checks and balances. All four roles are equally important. Each contributes to the health and productivity of the group. No one person is in the traditional leadership role of having to ‘save’ the group. Instead, everybody has a stake in the outcome and is equally responsible for the group’s successes and failures.”
How Does the Interaction Method Work?

The Interaction Method requires that four roles be occupied and executed: Facilitator, Group Members, Manager/Chairperson, and Recorder.

The Facilitator makes sure Group Members work together effectively and protects them and the Manager from personal attack.Group Members and the manager keep the facilitator from manipulating the group in any way.The Manager/Chairperson keeps the group members focused on the agenda, and sets realistic time limits and to be clear about organizational constraints.The Recorder maintains the group’s short-term memory to provide a common physical focus for group, freeing up energy to move on versus holding on to information.

Facilitators know that the quality of group decisions and problem-solving made by well-facilitated groups are higher than those made alone. And better solutions and decisions by definition mean higher profits. Further, people leaving a well facilitated meeting feel better going back to work, working harder toward group goals and not requiring recovery from lousy meetings. This information should provide useful clues about the benefits of facilitation to leaders of less than optimal teams.

Consensus Decision Philosophy

So how does a leader let go of the process enough to engage in a consensus decision-making process? Using the Interaction Method for consensus decision-making, the leader temporarily steps out of the top of the hierarchy and assumes a position in a horizontal group. As a participant, the leader will be happy with a consensus decision because, by definition a consensus decision means all participants are happy with it.

Since the leader is a participant, his/her satisfaction in the decision is a given. If consensus can’t be reached, the leader makes the decision. This can still motivate the group since they are part of the process and have the opportunity to make a consensus decision. Even if consensus isn’t reached, they tend to buy in to decision anyway since they were involved in process.

How the Boss Stays the Boss

As we implied earlier, meetings often go awry because managers try to play too many roles. It’s hard to play the “heavy” decision-maker and still run an open meeting. According to the Interaction Method, as a leader, you can’t be neutral, so why try? Besides, you have the big picture and need to contribute all you know about the problem. You can turn the running of your meeting over to a facilitator but still be in command. You decide on the agenda items, the process for managing them, who should attend, and how much participation you want from your staff. Ultimately, you get better input to make better decisions using this approach.

During the meeting and at all times you retain power to stop what’s happening and change the format. You can’t give away your power and responsibility even if you want to, so don’t pretend to. But if you want help from your group, be realistic about providing enough time and acceptance of what they bring to the table. Lay out constraints at the beginning then participate as a regular group member. Don’t be neutral, just express your ideas and share your ideas and knowledge. Support the facilitator encouraging him to play his role understanding it’s hard to treat you as an equal. So reinforce him for calling you on things. Try to talk less and listen more. Don’t let the facilitator go on to the next agenda item until enough is done and you feel closure on the present one.

In summary, using the Interaction Method, the boss continues to hold the power of decision, while the Facilitator manages the process, maintaining impartial freedom of speech for all participants. This solves a common problem with managers taking up the air time, and creating less than trusting atmosphere where all that should be said may not be said. Assign a facilitator who doesn’t influence meeting content and if they do, have them removed as the facilitator. If you’re a group leader and you have an issue you want dealt with collaboratively, step down as facilitator and into your role as manager and let someone else facilitate.
Action

How might you use the Interaction Method as a group leader? What group leaders or managers do you know with whom you might share this method? Please click on the Add Your Comments and tell us about it.


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