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Strategy for School Districts Wanting/Needing to Improve Their
Performance
The history of American mainstream education for nearly the last five
decades has been characterized by lots of changes but no significant
improvement in our performance versus the best global competition. In
fact they are improving steadily at a pace that even if we improve will leave
us further behind year after year. The changes we have pursued have been;
Greatly increased costso Admin increases have been huge in both numbers of people and
the pay they receive.
o Advanced education school graduate degrees have becomeubiquitous. This is because districts have policies in place thatgive people who get the advanced degree an automatic pay
increase. For example; Arthur Levine (former president of
Columbia Teachers College) wrote in his 2005Educating
School Leadersthat the education doctorate had no value for
any public school administration job.
o The ancillary trappings that used to be very rare are nownecessary so that schools are more and more expensive to
build and maintain. The husk is beautiful but the core is rotten.
o Massive amounts of money are spent on doing the wrongthings better which is much more expensive and only preserves
the unacceptable status quo of poor performance. Terms such
as best practice, special education, response to intervention, etc.
all fit the do the wrong thing better approach.
States generally set low proficiency standards and the national levelNAEP testing which has a more rigorous standard than the states also
is set below the global best competition by 2-3 grades and sometimes
more.
The best performing global competitors use a rigorous, directinstruction process taught by teachers who have robust subject
knowledge. Our education philosophy is to use the
discovery/constructivist approach championed by Dewey et al about a
century ago. Our performance cannot improve significantly unless we
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discard the dumbed-down constructivist approach and replace it with
the direct instruction process. This will require retreading teachers
in both subject knowledge which is currently weak but also in
pedagogy which is currently tailored to the constructivist process that
E.D. Hirsch says hasnt worked and cant work because it istechnically flawed.
The political climate has increasingly moved toward more state andfederal control and less local control over the education process. This
added bureaucracy only serves to increase costs and cast the current
technically flawed process in concrete so that needed change is
extremely difficult.
Education entities have essentially transformed themselves intopropaganda operations whose main objective is to con the publicinto believing that they are doing as well as can be expected but more
money to spend would always help the kids.
With all of that it is easy to see why educators take the comfortable and easy
road of ignoring (masking) their performance in the core mission to
educate children to their potential.
However, just suppose for the thought of it that some brave district
leadership team decided to work on the real issues impeding education
performance. It isnt likely but just suppose it did happen. What process
might they use to travel the road to self-respect and satisfaction in tackling
a difficult task and succeeding?
A good first step would be to put out a press release and parent, patron, and
staff letter to inform everyone of the truth of the districts poor performance
and also that they were committed to fixing the problems as soon as
possible. This could be considered analogous to Cortez burning of ships to
prevent his men from feeling that retreat to Cuba was an option. Their onlyoption was to go forward or die. That brave district would inform everyone
that the ways of operating would be very different than they had been in the
past.
The days of milling around trying to avoid making a decision that might
cause painful but productive change would be past. The focus would be on
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implementation of technically correct education processes. There is
absolutely no need to discuss, experiment or go slow, what needs to be done
is well known. The other countries whose kids get much better educations
than ours do have proven what works, we only need to implement their
good practice. A specific outline of actions to take immediately no matterwhat part of the school year you are in;
Immediately start rigorous subject matter training for teachers. Startwith elementary teachers who as a group have the most to learn.
Concentrate on math and reading first. This training cannot come
from education school faculty. They dont have the knowledge
required as is shown by the poor subject knowledge of education
school graduates.
Immediately discontinue all constructivist curricula. Replace all textscurrently in use with more rigorous material. For example, the
Singapore math texts are cheap and much better than the commonly
used EveryDay Math which does not provide the foundation required
for success in middle and high school math studies.
Immediately train district leaders to be competent change leaders.Education school training and the leadership role models all work to
create maintainers not change masters as Rosabeth Kanter called
them in her bookThe Change Masters. Eliminate political correctness and Group Think as they stand in the
way of robust dialogue, a primary requirement for performance
organizations.
Value honesty in identifying problems. Do not allow a kill themessenger approach. You must face the bald-faced truth of your
performance no matter how uncomfortable if you hope to make real
progress.
Report often to stakeholders about progress being made. Stop paying more for advanced degrees. If the advanced degree
results in better performance then pay more for that performance, if
not, do not pay more. This was recommended by Arthur Levine in
Educating School Leaders.
Use a short-cycle, data driven, prioritized management process.
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Is there just one district out there that has the integrity and honesty to face
and fix the problems so that all kids can actually have the opportunity to
learn to their potential?
Paul Richardson 2011