Saturday, February 22, 2014

The Myth Behind Public School Failure

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by

Until about 1980, America’s public schoolteachers were iconic everyday heroes painted with a kind of Norman Rockwell patina - generally respected because they helped most kids learn to read, write and successfully join society.

Such teachers made possible at least the idea of a vibrant democracy.

Since then, what a turnaround: we’re now told, relentlessly, that bad-apple schoolteachers have wrecked K-12 education; that their unions keep legions of incompetent educators in classrooms; that part of the solution is more private charter schools; and that teachers as well as entire schools lack accountability, which can best be remedied by more and more standardized “bubble” tests.

What led to such an ignoble fall for teachers and schools? Did public education really become so irreversibly terrible in three decades? Is there so little that’s redeemable in today’s schoolhouses?

The beginning of “reform”

To truly understand how we came to believe our educational system is broken, we need a history lesson.

Rewind to 1980 - when Milton Friedman, the high priest of laissez-faire economics, partnered with PBS to produce a ten-part television series called Free to Choose.

He devoted one episode to the idea of school vouchers, a plan to allow families what amounted to publicly funded scholarships so their children could leave the public schools and attend private ones.

You could make a strong argument that the current campaign against public schools started with that single TV episode.

To make the case for vouchers, free-market conservatives, corporate strategists, and opportunistic politicians looked for any way to build a myth that public schools were failing, that teachers (and of course their unions) were at fault, and that the cure was vouchers and privatization.

Jonathan Kozol, the author and tireless advocate for public schools, called vouchers the “single worst, most dangerous idea to have entered education discourse in my adult life.”

Armed with Friedman’s ideas, President Reagan began calling for vouchers. In 1983, his National Commission on Excellence in Education issued “A Nation At Risk,” a report that declared, “the educational foundations of our society are presently being eroded by a rising tide of mediocrity that threatens our very future as a Nation and a people.”

It also said, “If an unfriendly foreign power had attempted to impose on America the mediocre educational performance that exists today, we might well have viewed it as an act of war.”

Sandia Infographic

For a document that’s had such lasting impact, “A Nation At Risk” is remarkably free of facts and solid data.

Not so the Sandia Report, a little-known follow-up study commissioned by Admiral James Watkins, Reagan’s secretary of energy; it discovered that the falling test scores which caused such an uproar were really a matter of an expansion in the number of students taking the tests.

In truth, standardized-test scores were going up for every economic and ethnic segment of students - it’s just that, as more and more students began taking these tests over the 20-year period of the study, this more representative sample of America’s youth better reflected the true national average. It wasn’t a teacher problem. It was a statistical misread.

The government never officially released the Sandia Report. It languished in peer-review purgatory until the Journal of Educational Research published it in 1993.

Despite its hyperbole (or perhaps because of it), “A Nation At Risk” became a timely cudgel for the larger privatization movement.

With Reagan and Friedman, the Nobel-Prize-winning economist, preaching that salvation would come once most government services were turned over to private entrepreneurs, the privatizers began proselytizing to get government out of everything from the post office to the public schools.

Corporations recognized privatization as a euphemism for profits. “Our schools are failing” became the slogan for those who wanted public-treasury vouchers to move money into private schools. These cries continue today.

The era of accountability

In 2001, less than a year into the presidency of George W. Bush, the federal government enacted sweeping legislation called “No Child Left Behind.” Supporters described it as a new era of accountability - based on standardized testing.

The act tied federal funding for public schools to student scores on standardized tests. It also guaranteed millions in profits to corporations such as Pearson PLC, the curriculum and testing juggernaut, which made more than $1 billion in 2012 selling textbooks and bubble tests.

In 2008, the economy collapsed. State budgets were eviscerated. Schools were desperate for funding. In 2009, President Obama and his Education Secretary, Arne Duncan, created a program they called “Race to the Top.”

It didn’t replace No Child Left Behind; it did step in with grants to individual states for their public schools. Obama and Duncan put desperate states in competition with each other.

Who got the money was determined by several factors, including which states did the best job of improving the performance of failing schools - which, in practice, frequently means replacing public schools with for-profit charter schools - and by a measure of school success based on students’ standardized-test scores that allegedly measured “progress.”

Since 2001 and No Child Left Behind, the focus of education policy makers and corporate-funded reformers has been to insist on more testing - more ways to quantify and measure the kind of education our children are getting, as well as more ways to purportedly quantify and measure the effectiveness of teachers and schools.

For a dozen or so years, this “accountability movement” was pretty much the only game in town. It used questionable, even draconian, interpretations of standardized-test results to brand schools as failures, close them, and replace them with for-profit charter schools. 

Resistance

Finally, in early 2012, then-Texas Education Commissioner Robert Scott kindled a revolt of sorts, saying publicly that high-stakes exams are a “perversion.”

His sentiments quickly spread to Texas school boards, whose resolution stating that tests were “strangling education” gained support from more than 875 school districts representing more than 4.4 million Texas public-school students. Similar, if smaller, resistance to testing percolated in other communities nationally.

Then, in January 2013, teachers at Seattle’s Garfield High School announced they would refuse to give their students the Measures of Academic Progress Test - the MAP test.

Despite threats of retaliation by their district, they held steadfast. By May, the district caved, telling its high schools the test was no longer mandatory.

Garfield’s boycott triggered a nationwide backlash to the “reform” that began with Friedman and the privatizers in 1980.

At last, Americans from coast to coast have begun redefining the problem for what it really is: not an education crisis but a manufactured catastrophe, a facet of what Naomi Klein calls “disaster capitalism.”

Look closely - you’ll recognize the formula: Underfund schools. Overcrowd classrooms. Mandate standardized tests sold by private-sector firms that “prove” these schools are failures. Blame teachers and their unions for awful test scores.

In the bargain, weaken those unions, the largest labor organizations remaining in the United States. Push nonunion, profit-oriented charter schools as a solution.

If a Hurricane Katrina or a Great Recession comes along, all the better. Opportunities for plunder increase as schools go deeper into crisis, whether genuine or ginned up. 

The reason for privatization

Chris Hedges, the former New York Times correspondent, appeared on Democracy Now! in 2012 and told host Amy Goodman the federal government spends some $600 billion a year on education - “and the corporations want it. That’s what’s happening.

And that comes through charter schools. It comes through standardized testing. And it comes through breaking teachers’ unions and essentially hiring temp workers, people who have very little skills.”

If you doubt Hedges, at least trust Rupert Murdoch, the media mogul and capitalist extraordinaire whose Amplify corporation already is growing at a 20 percent rate, thanks to its education contracts.

“When it comes to K through 12 education,” Murdoch said in a November 2010 press release, “we see a $500 billion sector in the U.S. alone that is waiting desperately to be transformed by big breakthroughs that extend the reach of great teaching.” Corporate-speak for, “Privatize the public schools. Now, please.”

In a land where the free market has near-religious status, that’s been the answer for a long time. And it’s always been the wrong answer.

The problem with education is not bad teachers making little Johnny into a dolt. It’s about Johnny making big corporations a bundle - at the expense of the well-educated citizenry essential to democracy.

And, of course, it’s about the people and ideas now reclaiming and rejuvenating our public schools and how we all can join the uprising against the faux reformers.

Dean Paton wrote this article for Education Uprising, the Spring 2014 issue of YES! Magazine. Dean is executive editor of YES!
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Teaching Resilience: Reflection

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by Kevin D. Washburn, SmartBlog on Education: http://smartblogs.com/education/2014/02/20/teaching-resilience-reflection/

“I’m so stupid. I’ll never get this!” The message looped inside Kent’s mind, its echoes blinding him to any way forward.

When his teacher came by, she assumed he was daydreaming and not giving the practice exercises any effort.

A reprimand followed, Kent looked back at the work in front of him, and the audio loop returned. “I’m stupid,” it reverberated. “I’ll never get this.”

In addition to imagination, fostering students’ reflection abilities helps them develop resilience.

We can equip students to think their ways out of defeat and into healthy mind states where learning - deep learning, in fact - can happen.

Reflection

Reflection comprises the ability to monitor one’s own thinking - metacognition - and to engage strategies - self-direct - that make positive adjustments. It involves three phases.

Phase 1: What am I thinking now?

This seems basic, and yet this first step may be the most elusive. To redirect thinking, which precedes renewed effort, an individual must first recognize his current state of mind. Kent, the student in the opening paragraph, may replay that defeating message without realizing he’s doing so.

Self-awareness is not the mind’s default state. A study conducted a few years back illustrates this. Researchers theorized that young people diagnosed with ADHD might be able to redirect their attention if they are made aware of their distraction.

To test this, researchers set up mirrors near the work areas of several students. When a student became distracted and looked up from his work, the first thing he saw was his distracted self in the mirror. Once they recognized this, most students were able to redirect their attention and complete the assigned task.

This unawareness of one’s current mental state is not limited to individuals with ADHD. Research suggests most of us have blind spots where a mirror - literal or figurative - could help.

Daniel Goleman explains, “… those who focus best are relatively immune to emotional turbulence, more able to stay unflappable in a crisis and to keep on an even keel despite life’s emotional waves.”1

Keeping on an even keel requires recognizing when the boat is being rocked. Awareness precedes course correction.

Strategy for working with students

When I encounter a student who appears frozen by distraction or uncertainty, I ask the student to talk - specifically, I ask the student to think aloud.

At this point, I’m not as interested in his thinking regarding how to complete the task as I am in what he is mentally telling himself. I may prompt, “What are you thinking about yourself as you try to complete this task?”

It is important to guide the student to consciously recognize the “messages” he is telling himself. Once we identify the self-talk that is taking place, we can work on changing the “conversation.”

To some, this may sound more like psychobabble than teaching, but I experienced the influence of such an approach when I was in fourth grade. Not all self-defeating messages are belittling in nature.

Growing up the youngest of four children, I frequently felt like I was in catch-up mode. My siblings were accomplishing things that were beyond my years. Somewhere in middle elementary school, this “race” made me think that I had to be the first one in my class to complete any assignment.

I rushed heedlessly through each task and felt victorious if my work formed the foundation of the completed pile.

After a sprint through some assignment, my teacher called me aside. “What’s going on in your head?” she asked me. I told her I was just trying to get my work done. “No,” she said, “you’re trying to be the first one done every time. Why? What are you thinking when you are working on assignments?”

She persisted, and I voiced my thoughts, which enabled us to redirect my thinking. I became a better student that day, not just in school, but in all of my endeavors. One teacher, taking the time and interest to dig for the source of a problem, can make a significant difference.

Phase 2: What can I tell myself to redirect my energy?

Self-talk is one of the most powerful cognitive tools available. As Jim Afremow explains, “thoughts determine feelings,” and “feelings influence performance.”2

Using self-talk effectively is an act of control. When a student takes control of her mental messages, she is on her way to redirecting her efforts and increasing her learning.

In the famous “marshmallow test,” researchers asked the children who resisted eating the marshmallow right away what they did to withstand the temptation.

Several indicated that they talked to themselves. They told themselves messages like, “You can do this. Try to wait for one more minute.” and, “Make this fun. Imagine what else that thing could be besides a marshmallow.” What an example of using self-talk to distract oneself!

“The mind guides action,” explains Antonis Hatzigeorgiadis. “If we can succeed in regulating our thoughts, then this will help our behavior.”3

Instructive self-talk, the act of “talking” through the details of how to do something successfully, is more effective than self-esteem boosting messages (e.g., “I’m the best!), in part because the brain has difficulty accepting a compliment that doesn’t have an associated accomplishment.

But also because instructive self-talk increases the mindfulness with which a student approaches a challenge.

Strategy for working with students

A struggling student is the most likely to be trapped in a self-defeating cognitive whirlpool. Once the defeating thoughts are identified, a teacher can guide a student to healthier mental messages.

My favorite approach for this phase comes from Robert Brooks: “This strategy you’re using doesn’t seem to be working. Let’s figure out why and how we can change the strategy so that you are successful.”4

This response a) directs focus to the strategy rather than the student (i.e., fixing the strategy rather than the student), b) makes the teacher a partner in analyzing the error and in determining how to change the strategy, and c) communicates the teacher’s belief that the student can be successful.

Once the attention shifts to the strategy, the teacher can ask the student to engage in instructional self-talk, speaking aloud the process of accomplishment related to the task. This gives the teacher immediate formative feedback.

From there, figuring out what’s wrong with the strategy and redirecting the student’s thinking and actions becomes natural.

Phase 3: What went wrong?

Guiding students through the process of self-awareness and redirecting their mental energies creates a powerful learning opportunity. When our brains do not achieve an expected outcome from our efforts, be they cognitive or physical or a combination, we experience a feeling of disappointment.

That feeling indicates that at that moment we are primed for learning, but - and this is critical - only if we are willing to attend to and examine our errors.

That means that when students make errors, when they struggle, we have a great opportunity to spark deep learning, but only if we respond to students’ mistakes effectively and help them analyze errors.

Strategy for working with students

As Brooks’ approach suggests, figuring out why a student’s efforts have not been successful is an important step. While it’s more efficient to tell a student the right way to do something and expect him to do as told, such an approach fosters compliance while avoiding learning.

Guiding a student to figure out what went wrong increases the likelihood of insight - that moment when the student says, “Oh! I get it!”

Error primes the mind for insight, and analyzing the error invites it. Ask the student to think aloud as he revisits his thoughts and actions.

Many times, just doing this enables the student to discover his own mistakes and lingering questions. If not, the teacher can point out where the thinking went astray and redirect the student toward deeper understanding or effective action.

As imagination enables a student to visualize “making that scene really happen” (the scene in which the student experiences success), reflection empowers a look back in order to determine a way forward.

In life and in the classroom, the one doing the thinking is doing the learning. When thinking ceases and self-defeating messages crescendo, we can guide students to healthier states of mind and, in the process, equip them to make such cognitive turns on their own.

Kevin D. Washburn (@kdwashburn) is the executive director of Clerestory Learning, author of instructional-design model Architecture of Learning and instructional-writing program Writer’s Stylus, and co-author of an instructional-reading program used by schools nationwide. 

He is the author of “The Architecture of Learning: Designing Instruction for the Learning Brain” and is a member of the International Mind, Brain and Education Society and the Learning & the Brain Society. Washburn has taught in classrooms from third grade through graduate school.

References

1. Goleman, D., Focus: The Hidden Driver of Excellence (New York: HarperCollins, 2013) 15.

2. Afremow, J., The Champion’s Mind: How Great Athletes Think, Train, and Thrive (New York: Rodale, Inc., 2013) 38.

3. Hatzigeorgiadis, A., as quoted in Afremow, J., The Champion’s Mind: How Great Athletes Think, Train, and Thrive (New York: Rodale, Inc., 2013) 39-40.

4. Brooks, R., “Mindsets for School Success: Effective Educators and Resilient, Motivated Learners.” (presentation at Learning and the Brain: Using Brain Research to Enhance Cognitive Abilities and Achievement, November 2007).
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