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Equity is not a Spectator Sport

Equity is not a Spectator Sport

stressed high school studentThese past 18 months have provided me with the opportunity to learn several important life lessons. Many of these have been around the issues of systemic racism. I deepened my understanding of how the narratives I was raised on were false and did not paint a true picture of the foundations of this country and how white people have leveraged institutional racism and white supremacy policies to retain and grow their power.

In the aftermath of George Floyd’s murder, I immersed myself in reading books like How to Be an Anti-Racist, The Color of Law, and I’m Still Here: Black Dignity in a World Made for Whiteness. At the same time, I was learning about the pain and anguish of what it is like to be Black in America through my colleagues at LINC. The messages they shared about their experiences were excruciating and really woke me up to their pain.

stressed high school studentAt LINC, we are deeply invested in our values, including trust and equity, and we spend time creating safe spaces to grow and learn. Recently, I volunteered to join LINC’s Equity Planning and Communications Committee as the next stage in our ongoing equity work. Part of our work is to redraft LINC’s statement on racial equity, one in which we affirm our strong focus on racial equity to support the most marginalized students. After a lengthy discussion of what we wanted to include, based on our fundamental belief in targeted universalism, to lift up every student, a question was posed about who wanted to take the first stab at creating the draft statement. I felt hesitant, uncomfortable, and believed that as a white woman it was not my place to write our racial equity statement. It was then when a colleague, who is a Black woman, pushed me out of my comfort zone and suggested that I take the first stab at it. I felt my heart race and my insides get knotted up in anxiety. There’s this uncomfortable space where white people feel confused about when to speak up for fear of not allowing voices from people of color. But then she said, “People of color don’t have the playbook on this work,” and I realized that often as white people engaged in equity work, we sit on the sidelines and expect our colleagues of color to lead us. She also said, “equity is not a spectator sport,” which inspired the title of this piece. At that moment, I realized how faulty that paradigm is and that we all need to engage in equity work and take risks to build a more equitable educational system and society where every person can flourish and have the support and opportunities to reach their full potential.

stressed high school studentSo, several days later, I sat down and researched the concept of targeted universalism. This approach makes so much sense:

Targeted universalism means setting universal goals pursued by targeted processes to achieve those goals. Within a targeted universalism framework, universal goals are established for all groups concerned. The strategies developed to achieve those goals are targeted, based upon how different groups are situated within structures, culture, and across geographies to obtain the universal goal. Targeted universalism is goal-oriented, and the processes are directed in service of the explicit, universal goal.

Then I set out to draft our updated LINC Racial Equity statement. It was a challenge, I felt scared to mess up, but I am so glad I was pushed to grow and learn from this experience. With some reluctance, I shared my draft. And to my relief, it was greeted with support and enthusiasm as well as constructive feedback. We are working on our final draft as a committee now, and I think we all learned how to break unhelpful norms and push each other as part of this process. It was a truly generative LINC experience and my understanding of why we must prioritize racial equity grew exponentially. I look forward to unveiling our new statement for you soon. I encourage all of you to get off the sidelines in your own organization or school’s equity work and take a risk. As white people, we need to be in this work side by side with our colleagues of color to make the change we all strive for.

Social Emotional Learning Matters in Middle and High School

stressed high school studentOver the past year, being aware of our emotions and feelings was highly socialized as a way to remain healthy during the pandemic. Our students were vulnerable as well. According to a survey conducted by researchers from the Yale Center for Emotional Intelligence and the Yale Child Study Center, high school students reported feeling stressed 80% of the time. This feeling impacts students both academically and personally. It also suggests that an integral part of supporting students is to help them build their social-emotional skills to effectively navigate the world and allow them to better understand themselves and how to be successful.

Social-emotional learning (SEL) is defined by the Collaborative for Academic, Social and Emotional Learning (CASEL) as the process through which all young people and adults acquire and apply the knowledge, skills, and attitudes to develop healthy identities, manage emotions and achieve personal and collective goals, feel and show empathy for others, establish and maintain supportive relationships, and make responsible and caring decisions. CASEL also suggests that nurturing social-emotional learning helps to address inequity and empowers young people to co-create with adults, creating thriving schools and just communities. 

Equity is not a Spectator Sport 1A 2018 survey conducted by Civic with Hart Research Associates, suggested that high school students don’t believe their schools have prepared them socially and emotionally for life. The survey also stated that 49% of high school students reported being afraid of making mistakes and taking risks. Our students in middle and high school are still learning to understand their emotions and articulate their feelings. The prefrontal cortex of their brains is still developing its ability to support them in making rational decisions, good choices, and assessing risks. They are naturally using their communication skills to establish relationships. But are they communicating with a degree of self-awareness to be effective? In our culturally and linguistically diverse classrooms, students are learning alongside others that are different from them.  Do they have strong relationship skills to ensure these interactions are free of stereotypes and negative mental models?  Students may be attempting to name their own emotions when there are disagreements, but do they have the self-management skills to regulate those emotions productively and in a way that honors everyone’s feelings including their own?  Finally, are our students building their self-awareness skills by spending time reflecting on the “why” behind their emotions?

Equity is not a Spectator Sport 2When research points to high school students feeling lonely at school, SEL in middle and high school matters. It matters because our students are struggling with anxiety, depression, self-doubt, and a host of other negative emotions. We can not make the cognitive leap that our students are well because they are not sharing their feelings. We have to provide them with the spaces to examine their feelings and build empathy for others. When we begin to build students up from the inside, we create emotionally brave human beings on the outside. When young people see their peers being brave and sharing their emotions, it inspires and provides an opening for them to navigate the rocky waters of their own emotions. Where can we embed these opportunities in our classrooms?

Leveraging the science behind digital tools such as the Mood Meter can help support students in the development self-awareness and self-regulation skills by beginning to define their emotions. Check-out this resource from Pathway 2 Success chalked full of ideas of how to integrate SEL into your daily curriculum and routines with middle school students, including having SEL chats. For your high school students, Greater Good in Education offers great lesson planning resources that can be adapted for online learning. Finally, you can access emotional well-being resources for middle and high school students from WideOpenSchools powered by Common Sense to continue to explore ways of embedding SEL more intentionally across subject areas. Let’s begin to give our middle and high school students the tools they need to help themselves because we are never too old to continue building our social-emotional learning muscle.

I would love to know how you use these or other SEL strategies for your middle and high school students. How might you differentiate these strategies for males, females, or with your culturally and linguistically diverse students? Connect with me on Twitter @CCThaddies or via email at cassondrathaddies@linclearning.com.

Leveraging the PAACC to Build Meaningful Relationships

This past year, teachers have gained new skills, tried various strategies, and aimed to create more equitable classrooms. Educators and students alike grew together and took risks in their classrooms during these challenging times. Virtually, we saw a community of educators form as the popular hashtag #bettertogether circulated social media channels with highlights of teachers getting creative in their use of tech, while helping to keep students engaged. Here is one of my favorites from Alabama principal, Dr. Quentin J. Lee.

I recently attended my cousin’s 5th-grade “car parade” graduation. In the parking lot, her teacher waved in excitement, clanged symbols, and played music while she congratulated each student by name. Equity is not a Spectator Sport 3This year showed the world more than ever that teachers are indeed innovative, caring, empathetic, risk-takers who solve challenges to further grow in meeting the social-emotional and learning needs of each student. As a coach supporting teachers, I was filled by what I saw and found myself thinking deeply about a reimagined classroom– one that brings together skills that were gained this past year as we now aim to deepen the impact of teaching and learning. I narrowed my reflection down to one question. How can the power of meaningful relationships bring classrooms alive where students are able to show up as themselves and grow to their full potential? To start, I thought about the interconnectedness of the learning process and taking a student-centered approach both in mindset and practice– thinking not about what we do for our students but rather why we do it. Meaningful relationships progress and help students learn and grow, and last far beyond the classroom in preparing students with future-ready skills.

Below are a few key components that go into fostering meaningful relationships in the classroom that put students in the driver’s seat. These components are laid out through the PAACC framework. PAACC stands for Personalization, Agency, Authenticity, Connectivity, and Creativity. This framework can serve as a guide for how to create more meaningful relationships by interconnecting you and your students, your students and who they are, your students and their peers, your students and the real world, and your students and the content. Here are my suggestions:

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Personalization. Create lessons that provide unique learning pathways for your students that meet them where they are, and support them as they move to the next learning experience. Create a culture where there are opportunities for 1:1 teacher time. During this time work on giving your student your full attention and listen to the value they bring to the conversation. Always start with a check-in. A simple “how are you feeling” goes a long way and tells a lot. Use this dedicated time to co-plan learning experiences with your students by finding out what interests them and how they want to learn the content and skills.

Agency. Learning is a process and mistakes will be made, but mistakes can be excellent learning opportunities. Be confident in your students and provide them with choice in their learning. This will create trusting relationships and encourage students to try new skills on their own with the mindset that mistakes are opportunities for growth, learning, and development. Be willing to shift and allow students space to play an active role when learning. Seek their feedback in key decisions that affect and involve them. A great starting point is to collaborate on expectations for the classroom. When asking students a question, be sure that you are able to hear all voices. Take a multimodal approach so that students have different ways to share their voice. Consider providing students with a single point rubric and personalized learning log to allow them to self assess. Then try letting them lead the conversation during the 1:1 time.

Authenticity. In planning learning experiences for your students, include ways that they can share their learning with others.  To connect your students’ learning experience to the real world, try engaging an audience outside of school and in the community based on the project or task they are working on. Here you can leverage tech tools such as Flipgrid, Google Blogger and various video meeting platforms to engage your students, while also helping them to develop their skills and connect with the world around them.

Connectivity. Add connectivity and collaboration when learning to allow your students to build meaningful relationships with their peers. Creating this collaborative culture will help students think deeply as they hear and learn from others’ perspectives. You can start adding connectivity to your lessons by having students participate in online discussions, collaborate on projects or invite experts and peers within the community to engage in student discussions.

Creativity. The real world calls for creativity and innovation. In designing lessons, allow for students to show and tell us their learning journey. Create lessons that identify real-world problems and then encourage students to create solutions to those problems. Use design thinking strategies in your lessons to support students as they ideate and innovate around a problem.

Equity is not a Spectator Sport 5Throughout the PAACC, formative data is used to drive decisions and create more personalized learning experiences for students. For more on how you can leverage the PAACC framework to build meaningful relationships with your students click here to download the free PAACC e-book.

I’d love to hear how you might leverage the PAACC to build meaningful relationships with your students. Please reach out to me at jenniferbernier@linclearning.com or connect with me on Twitter @Bernier_Jenn.

Increasing Empathy: Focus on Restorative Practices as Students Return to the Classroom

Equity is not a Spectator Sport 6Our return to brick and mortar schooling is upon us and like any back-to-school season, we are filled with anticipation, hope, and curiosity. To finally have our classrooms filled with children is a gift that we have longed for over this past challenging year. With all this excitement, we need to ensure we are planning with our students in mind. Specifically, prioritizing their social and emotional health. It’s no secret that our world faced incredible trauma during the pandemic. As educators, it’s important that we increase our empathy and focus on the tools and practices that will support awareness and expression of emotions and dialogue, rather than focus on punishment-oriented outcomes. I’m not suggesting that we should conduct therapy sessions, as that is not in our training and we have school psychologists to collaborate with in  those situations. One of the main things we can commit to doing is increasing empathy in our classrooms. We can employ restorative practices, a social science that studies how to build classroom community and strengthen relationships. The idea is that when we feel part of a supportive community where we belong, we respect those around us and become accountable for our actions. It’s about building community and using authentic dialog when responding to challenging behavior in an effort to “make things right.” When these practices are put in place, teachers and students can work together to foster safe learning environments through community building and constructive conflict resolution.

Have you considered bringing restorative practices into your classroom?  It is crucial for educators to plan for opportunities to create and sustain a culture where all learners are accepted, embraced, and heard. When developing restorative practices in your classroom, you should first establish a culture of trust and respect.  A good starting point is to identify the current issue/s in your class, identify the root causes, and then create an activity where you can facilitate restorative practices. There are many ways to begin implementation. For those of you who think restorative practice may add value to your classroom, here are two activities that can help get you started:

  • Equity is not a Spectator Sport 7Restorative Circles provide an opportunity to have all students share, and listen truthfully in a way that allows the members in the circle to be seen, heard, and respected. Use this opportunity for students to collaboratively approach conflict within the classroom community and find a resolution.
  • Affective Language gives us the ability to identify our emotions and express them to others verbally. By using Affective Language, you can model ways of expressing our feelings and needs. There are four parts to an affective statement.
    1. Observation: Free of labels and opinions. Makes the student feel seen and recognized by using statements such as, “I notice…” and “I hear…”.
    2. Feelings: Express your feelings, honestly by using phrases such as, “I feel frustrated…” or “I am worried…”.
    3. Needs: Express your needs and values by stating, “I need a safe classroom…” or “I need your help in…”.
    4. Plans/Requests: Frame what it is that you want. For example, “Would you be ok with…” and “Next time…”.

When implementing restorative practices, it is important to take the time to conduct thoughtful preparation, and a shift in the adult mindset which requires the allocation of sufficient resources and dedication to implement new practices with consistency and sustainability. As you begin planning for this work in your classroom, remember to take on each situation with a calm mind, questions to seek student perspective, and time to allow for students to drive the discussion. Take these opportunities as learning moments for all community members and to open space for student voice. Below I’ve included a planning template that can support you in transforming your classroom as you lead with empathy.

Restorative Practices and PAACC

Here at LINC, we begin all of our planning with the PAACC. The image you see above is our PAACC, aligned to restorative practices. This resource will support you in keeping the “why” in mind as you plan and identify student outcomes based on the restorative practices activity you choose. Click here for our free tinker template to put your planning into action.

I’d love to hear your thoughts and reflections on how we can continue to increase empathy in our classrooms as we focus on creating restorative practice activities as students return to the classroom. If you’re looking for a thought partner, connect with me via Twitter: @CarolynHanser or email: carolynhanser@linclearning.com.

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Developing a Next Generation Approach to PD for Agency, Innovation, and Future-forward Classrooms

For the past year, I have worked with a group of bold and brave administrators to revolutionize how they support their staff as they work towards reimagining learning environments. Our objective was to personalize professional development with a focus on agency and culture in order to make that happen. The work we are doing together always brings me back to a quote by Antoine De Saint-Exupery, “If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders…Instead, teach them to yearn for the vast and endless sea.”

What I’ve consistently seen working with school leaders across the country is that leaders who build a staff that “yearns for the vast and endless sea” fare far better during a “disruptive moment” in education. Those leaders use moments like these to pave the foundation for an even stronger culture and future.

In our last session of the year together, I presented the below graphic to this group of administrators. I explained that trust is the foundation for risk-taking and innovation, which then leads to long-term, sustained change in classrooms. Therefore, it’s imperative that we approach our leadership from the lens of building trust.

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Trust is empowering, improves overall motivation, encourages collaboration, productivity, and most of all creates a strong culture. But what are the real structures that you and your leadership team can put into place to develop trust?

Below are tangible structures that I’ve coached school leaders to use with their teams that have helped to shift and sustain teams towards an empowered culture, including during one of the most challenging culture years we’ve all experienced. You can implement these same structures this school year as you formulate a plan on how to best support your staff.

1. Shift conversations from deficit thinking to a pedagogical problem-solver approach

At LINC we define a pedagogical problem solver as a teacher who is a reflective practitioner, nurtures student voice, studies student needs, employs various strategies, and continuously adjusts to meet learner needs. How can using this definition of teaching change how you coach your teachers? First, you may need to ask teachers to reflect on these questions:

  • What is a problem of practice that I see inmy classroomaround supporting better outcomes for students?
  • What blockers prevent that from existing in my classroom?

Be aware. Are the teacher named problems “kid centered” vs. “teacher centered”? For example, “students don’t want to talk in my class” is a kid centered problem. To reframe that problem, you might coach the teacher and ask, “what are the conditions that need to exist in your classroom for students to collaborate?”

2. Build intentional collaboration
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Problems of practice should be examined through an inquiry lens. To do that, I suggest creating intentional collaboration structures. Here are a few examples:

  • Create a problem of practice digital toolbox to determine what common problems of practice your teachers are dealing with.
    • Create a shareable Google slide deck where teachers can show evidence of how they are addressing that common problem of practice (lesson plans, student examples, tech tools or other resources they are using, etc.).
    • Use that toolbox to celebrate innovation and coach for further development.
  • Shared reflection – use inter-classroom visitation protocols to create structures for shared reflection. The goal with shared reflection protocols is to bring teaching practices from individual classrooms into the school community.
    1. Set up aPineapple Chart system where teachers can indicate the class period when they are trying something new or showcasing a skill they have developed so that other teachers can come in to observe. 
    2. Create “Innovator in Action” badges that teachers can put up on their classroom door. These badges allow teachers to showcase pedagogical practices or tech tools they are using. For example, if Mr. Morales is using Station Rotation in his Social Studies class, he would place a “Station Rotation” Innovator in Action badge outside his door. Putting up that badge lets other teachers know that he is someone who uses Station Rotation and can support other teachers in implementing that blended model.

3. Collect data about your culture and then follow through to take action

Do you have a real pulse of the culture in your school building? If not, here is something you can do at the start of the school year to better understand the culture in your school community.

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  • Conduct stay interviews – We’ve heard of exit interviews, but there’s incredible culture building power in one-on-one conversations around why staff members have decided to stay. Some example “stay interview” questions are:
    •  “What do you look forward to each day when you commute to work?”
    • “Why do you stay here?”
    • “What can I do to make your job better for you?”
    • “What motivates (demotivates) you?”

At the beginning of the school year, it will be worth it to invest time in having these conversations with your staff.  Not only does it give you valuable information about what drives each of your staff members, but it communicates your commitment to listening to and supporting your team.

After facilitating those conversations, make sure you have a plan to take action on the feedback: provide leadership or mentoring opportunities for your staff, celebrate your staff and “shout out” when staff are being innovative, taking risks, or supporting each other. I encourage you to be transparent about your decisions by calling out when you are making a change, explain the why, and name challenges.

As a leader, you can choose to implement all or some of these structures, but remember that your staff are the customers of your leadership. Please take a moment to reflect on your leadership: Are you transparent about your decisions? Do you model and celebrate a fail forward environment? Do you encourage your staff to take risks? Do you have structures in place to allow teachers to intentionally reflect and collaborate on their practice.

Let’s be leaders that provide the right supports for our staff to “yearn for the vast and endless sea” toward innovative future-forward classrooms. I would love to hear your thoughts and reflections on how we can continue to build a trusting and supportive culture in our schools. What’s working for you? Connect with me on Twitter @KateTechCoach or via email at

 

kateschuster@linclearning.com

 

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Introducing the From Pandemic to Progress Series

From Pandemic to ProgressOur team at LINC is working with educators across the globe on this once-in-a-lifetime opportunity to reimagine education, enabling all learners to meet their full potential. This collaborative team effort has resulted in a “Pandemic to Progress” professional development strategy based on six key actions to support post-pandemic teaching and learning:

  1. Build a culture and mindset focused on equity that recognizes and builds on student assets
  2. Address the trauma that students and staff have experienced by intentionally building community and addressing SEL upon re-entry, and in an ongoing, integrated way
  3. Plan for acceleration, not retention, with high expectations and targeted instruction for all students
  4. Address the individual needs of all students through a renewed focus on personalized learning- leveraging the innovation, devices, curriculum and skills that were acquired during the pandemic
  5. Upgrade assessment practices for equity and student ownership, with increased opportunities for feedback and revision
  6. Create leaders who understand next-generation learning and who empower teacher agency, innovation, and risk-taking to create future-forward classrooms

Starting next week, we will share a 6-week series where we will focus on one of the action steps, introducing resources and strategies for implementing it. Throughout the summer, we will launch new LINCspring cycles, LINCstream Live workshops, blogs, and additional resources to support you in getting ready for a post-pandemic school environment. 

As a starting point, I invite you to take this Assessment to determine your readiness for implementing these six steps. Upon completion, you will receive personalized recommendations to accelerate learning in summer school, intervention programs, and during the instructional day. 

I’d love to hear your thoughts on what other supports you need as we strive towards creating student-centered, equitable, and personalized post-pandemic classrooms. You can email me at jenniferwolfe@linclearning.com or find me on Twitter at @jenniferawolfe. And check back here for some great, upcoming blogs and resources!

Smart Supports for Professional Learning Communities Part 4: Leading Effective and Engaging PLC Meetings

Welcome to the fourth installment in my blog series, Smart Supports for Professional Learning Communities.  In this piece, I focus on how to plan and lead effective PLC meetings to achieve your desired outcomes. For a meeting to be effective, it has to enable powerful interactions, and offer an environment conducive to learning and working together. I am sure we have all experienced ineffective meetings.  To avoid those in the future, I am sharing three domains that help design and run effective PLC meetings.

But before diving into the three domains, let’s examine some do’s and don’ts in a PLC meeting.

Do´sDont´s
  • Study data
  • Analyze current levels of achievement
  • Set achievable goals
  • Identify essential and valued student learning
  • Develop common formative and summative assessments
  • Share teaching and learning  strategies
  • Research best practices
  • Share classroom experiences 
  • Discuss bus problems 
  • Plan field trips or the upcoming assembly 
  • Complain about an angry parent call
  • Merely discuss their problems or concerns about students
  • Chit chat

 

PLC meetings are opportunities to learn and grow. The agenda topics should revolve around curriculum, instruction, assessment, interventions, and extensions of learning. Most importantly, teams should engage in specific activities that result in collaborative artifacts.

Domain One: Planning

Here are a few of the specifics to keep in mind when planning PLC meetings:

  • Clearly articulate the purpose and desired meeting outcomes upfront and connect them to the school’s vision, mission, and big goals.
  • Strategically select a variety of structures or protocols to achieve the desired outcomes. When making these decisions, it is important to anticipate the emotional, cognitive, and energy needs of the participants.  
  • Structure meetings to ensure equity.  Planning should reflect an awareness of how power dynamics and systemic oppression may manifest in the group and seek to interrupt these dynamics.  We want to ensure that all voices are heard and have equal access to decision-making and input. 
  • Make plans keeping in mind where the team is in its stage of development and how we can help this team move to the next stage. (Remember Tuckman’s Stages of Team Development.)

Domain Two: Technical Facilitation Skills 

Some of the skills that are helpful to facilitate effective meetings include: 

At the Opening

  • Frame the purpose and desired outcomes for the meeting and review the agenda. (If relevant, identify how this meeting connects to prior meetings and previous work engaged in by the team.)
  • Articulate the role participants will play in the meeting (engaging as learners, making decisions, problem-solving, creating a product, etc.)
  • Name any decision-making points and processes that will be used.
  • Identify the structures or activities that will be used in the meeting and how they’ll connect to the desired outcomes.
  • Supply resources and materials necessary for participants to meet desired outcomes.
  • Articulate expectations for behavior or procedures (i.e. no cell phones, start and end on time, etc.)
  • Identify processes for determining norms or agreements for the meeting (i.e. use existing set of team norms, select individual norms for that meeting, etc.)
  • Determine structures to hold members accountable (self-monitoring and reflection, use of process observer, use of a team process rubric.)

During the Meeting

  • Use a variety of listening strategies including paraphrasing and active listening.
  • Employ a variety of questioning strategies to probe thinking and elicit new ideas.
  • Invite constructive dialogue and dissent.
  • Monitor participants’ understanding and engagement. (Use data gathered in the moment to modify and inform facilitation, and adjust meeting to be responsive to team needs).
  • Engage in small group work and be sure to circulate, monitor, and adjust to ensure equitable participation.
  • Protect time for reflection and feedback within the established time.

Domain Three: Managing Group Dynamics

During a meeting, a facilitator should:

  • Intervene when an agreement or norm is not upheld to protect a safe space for learning. When necessary, follow up with one on one conversations.
  • Name and mediate interpersonal or inter-team conflict; use various strategies to help a group recover from a breakdown.
  • Read the group’s emotional and energetic state and adjust accordingly.
  • Hold the expectation that members will learn, think creatively, and push each others’ thinking.
  • Show up as a grounded, calm presence that believes in the capacity of team members.

While there is more to say about how we plan and lead effective PLC meetings, I hope you find these domains to be helpful and provide you with the essential facilitator skills to run effective PLC meetings. Much of this information was adapted from Manual del Funcionamiento de las CADS, Universidad del Norte and the book Facilitating Teacher Teams and Authentic PLCs by Daniel R. Venables. If you would like to dig deeper into PLCs, I invite you to engage in the Supporting Professional Learning Communities Cycle on LINCspring! 

Smart Supports for Professional Learning Communities Part 3: Elements of Authentic Facilitation

Welcome to the third installment in my blog series, Smart Supports for Professional Learning Communities. This time I focus on the essential elements of authentic facilitation.  As I researched and developed PLCs over the past four years, the primary obstacle I see to effective PLCs is the lack of structure.  Structure serves as the pillars of a strong PLC as they outline the process, reduce risk, provide a common language, and assure that everyone will move forward together as a team. 

The most valuable resource I have found to guide authentic facilitation in PLCs comes from the book Facilitating Teacher Teams and Authentic PLCs by Daniel R. Venables. I’ve included some of his suggestions below.

Trust

To have high functioning PLCs, trust is the first and most important element of focus. For participants to connect with each other, there must be a sense of security and trust. This is especially true when the community members reveal weaknesses in their teaching or lack of knowledge of the teaching-learning process. Without trust, teachers won’t have the courage to share their experiences, take risks, or try something new.  PLCs must be spaces where trusting relationships are valued in order to create time to learn, collaborate with others, process our thoughts and feelings, understand our identity markers, develop skills, unpack our beliefs, cultivate new ways of being, and heal from pain and suffering.

According to The Five Dysfunctions of a Team (Patrick Lencioni, 2007), a lack of trust “occurs when team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses, or needs for help. Without a certain comfort level among team members, a foundation of trust is impossible.”

As a facilitator, the following  principles guided my practice and helped me build trust in my PLC: 

  • Safety First: ensure safety for all teachers at all times without compromise.
  • Facilitative Transparency: offer full transparency to demonstrate respect for all PLC members and model a degree of vulnerability we want to establish in the team’s culture.
  • Responsive Facilitation: demonstrate self-reflection on your work. 
  • Voice and Choice:  give up control by providing more voice and choice to members. This often leads to surprisingly good decisions and an increase in members ownership of and commitment to the work of the PLC.
  • Following up: do what you say you are going to do.
  • Differentiated Facilitation: put forethought into which kinds of questions are appropriate to ask different members, and temper your opinions, feedback, and challenges according to the recipients.

Questioning

The next key aspect of authentic facilitation is to create a culture of asking rather than telling. This questioning culture will allow you to receive teachers’ opinions, push the conversation to a deeper level, challenge conventional thinking, explore dissenting opinions, draw minority or silent voices into the conversation, and give voice to the naysayers while holding them accountable. These are big steps that will increase the PLC’s effectiveness and slowly transform the school’s culture 

Good questions also enable high-quality discussions.  Three power tools for facilitating discussion during PLC meetings are:

  • Protocols: choosing and following protocols is very important because they keep the PLC focused, maintain honesty and teacher safety, level the playing field, ensure efficient use of time, get results, and make the facilitator`s job easier.  Here you can find a variety of protocols, depending on the purpose of the PLC meeting.
  • Frontloading: making introductory comments just before engaging his or her PLC in a particular task is very useful for the facilitator. 
  • Debriefing: holding a short discussion that encourages reflection at the end of the session, focused on the process (not the content) of the team’s experience is very helpful.  It may include what worked, what could be done better next time, how members felt during the experience and possible modifications to the process.  

I’ve included some examples of the types of questions the facilitator may ask during the frontloading and debriefing.

Candor with Care

Another key element of authentic PLC facilitation is candor with care, or the importance of facilitating peer feedback.  The quality and depth of peer feedback matter greatly.  Superficial feedback hurts, while substantial and honest feedback helps community members grow individually and collectively.

Conflict Management

The facilitator’s ability to manage intellectual conflict and other growth spurts are essential to an effective PLC.  Following  these rules may be helpful:

  • The conflict stays at an intellectual level, it doesn’t get personal
  • All involved have an equal voice
  • All involved show respect to those with whom they disagree
  • All positions emanate from a belief in what is best for students

Balancing Being in Control and Giving Control

And last but not least, it is crucial to balance being in control and giving control.  Let team members actively participate in key decisions and gain ownership of the work of the PLC.

As PLC facilitators, our practice will be further strengthened when we constantly self-assess and reflect upon our performance.  By identifying what is working and what is not, we can make adjustments, set goals to improve and grow in our role. I find this example of a self-reflection tool for facilitators quite useful.  Asking for feedback from the community members will also contribute to our progress.

By combining these five strategies of authentic facilitation, you will create a more powerful and effective PLC. I’d love to hear from you if you have other suggestions for facilitation strategies with PLCs. I can be reached at sandranoguera@linclearning.com or on Twitter at @slnoguera. If you would like to dig deeper into PLCs, I invite you to engage in the Supporting Professional Learning Communities Cycle on LINCspring! 

 

Smart Supports for Professional Learning Communities Part 2: The Facilitator as the PLC Backbone

Welcome to the second installment in my blog series, Smart Supports for Professional Learning Communities (PLCs). This piece focuses on the critical role of the facilitator. 

As I evolve in my understanding the dynamics of authentic PLCs, I have come to believe that the most essential element to a successful PLC community is having an effective and responsive facilitator or team leader, one who engages participants in quality interactions to foster learning within teaching.

A strong facilitator should be a catalyst, coordinator, and motivator, instead of an expert. Their ultimate goal should be enhancing student engagement and improving student achievement.   

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Key Facilitator Attributes and Skills:

I have witnessed PLC members experience different challenges. It is my belief that educators who serve as facilitators need a set of attributes and skills to contribute to the development of high-functioning PLCs.  

They should have excellent planning and organizational skills, and the ability to work well with others. In order to enhance the leadership capacity and effectiveness of others, facilitators must model a desire and willingness to continually learn and seek ways to first improve themselves so that they can more effectively lead their team. They should be described as innovators in action, educators who constantly reflect upon their practices, take risks, and tinker with new strategies.  

Furthermore, their effectiveness in their own teaching merits the recognition and respect of their peers.

Facilitator Responsibilities for Effective PLCs: 

  • Lead the team in preparing and utilizing team norms.
  • Facilitate meetings by planning agendas and guide the team through the steps of protocols and observe how protocols are working.  Ask thought-provoking questions that challenge conventional thinking and push the discussion to a deeper level.
  • Foster the work of teams in analyzing and improving student learning data.
  • Direct the collaborative development and attainment of learning improvement goals.
  • Promote and model honesty and respect in discussions.
  • Ensure that all voices are heard.
  • Maintain team members emotional safety during discussions.
  • Keep the team focused and moving forward.
  • Mediate disagreements among members.
  • Step back when being emotionally drawn into a problematic group dynamic.
  • Work closely with the administrators and other instructional leaders aligned to the PLC.  Serve as the key communication link between the administration and the PLC team, identifying and communicating professional development needs.
  • Elevate, not evaluate work.

What should a facilitator expect from his/her team?

In what is perhaps the most well-known stage-based schema and model, Tuckman (1965; Tuckman & Jensen, 1977) conceptualizes a group’s progression in terms of 5 stages: forming, storming, norming, performing, and adjourning.  

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At each different but relatively predictable stage, a facilitator’s role and challenges vary (Bens, 2000; Justice & Jamieson, 1999; Kelsey & Plumb, 2004; Komives, Lucas, & McMahon, 1998).

StageActionsFormingThe facilitator’s most important tasks include providing and communicating clear structures and procedures as well as helping members to get acquainted and develop and commit to group norms.StormingMembers may vie subtly or openly for leadership and power, and the facilitator may experience challenges to their leadership.  It takes work by the whole group to support risk-taking, learning from mistakes, self-disclosure, and creating a context where criticism and judgment are absent or at least withheld.  The facilitator can model a nonjudgmental posture from the outset, welcoming conflict, and avoiding excessive smoothing, to help members not only find common ground but also honestly examine and respect differences.NormingThe facilitator’s task is to assess the nature of the conflict and to listen well to all members, depersonalize challenges, and gently enforce group norms by reminding members of the goals for their common work. The facilitator should model good conflict resolution skills and mirror for the group its own struggles.  At this stage,  the facilitator may decide to introduce the group members to this model of group development as a way to encourage them to see that they are experiencing a predictable phase. This may support a recommitment to their work and to establishing new norms collaboratively to move the group forward. PerformingThe facilitator may play less of an active role in guiding the group and its work and, instead, help participants recognize progress and successes, assemble copies of finished work, celebrate achievements, and publicize outcomes.AdjourningCelebrate

Although the role of the facilitator is vital for the PLC to achieve its intended outcomes, the commitment and contributions of the members of these communities, as well as the administration, are key to guaranteeing the PLC’s success. The facilitator is not alone; it is the responsibility of each of the PLC members to seek out and experiment with best practices and devote team time to discuss effective instructional strategies that include, but are not limited to, re-engagement strategies, enrichment opportunities, equitable learning experiences, and differentiation.

Much of this information was taken and adapted from the book, Facilitating Teacher Teams and Authentic PLCs by Daniel R. Venables, which I strongly recommend for starting or rebooting PLCs in your school. If you would like to dig deeper into PLCs, I invite you to engage in the Supporting Professional Learning Communities Cycle on LINCspring! 

PLCs for the First Year 21st Century Teacher

Recently I spoke with an educator who asked for support in creating a Professional Learning Community (PLC) for first year teachers in her building. What a great idea! I remember not even feeling the slightest bit like I knew what I was doing in the classroom until my third year teaching. The idea of creating a community for first year teachers to grow and receive support is key to retaining teachers and empowering their success. A community of young, eager teachers allows teachers and aspiring teachers a safe place to tinker with new ideas and the opportunity to learn and share with others.

Not only do teachers have the stress of being a first year teacher, there’s also the pressures of preparing students for the 21st century. Teachers must learn to effectively use a variety of tools, resources and instructional strategies. Managing a 21st century classroom is different than managing a traditional one. Now there are cell phones, laptops, iPads and other digital devices that can be distractions without the proper guidance and support. Unfortunately many teachers enter the field without depth of pedagogical practice around 21C practices.

As I spoke with the educator, we discussed how to approach creating a learning community. We talked about how to gain insight from veteran teachers on what they needed during their first year of teaching. We also considered asking first year teachers what they are most worried about as they start their careers and personalizing the path from there. A PLC is not easy to organize and should be supported by a structure that allows for access to resources and discussion. This particular educator is using LINCSPRING as a platform for learning together and sharing which makes the organization of the PLC work easier to track.

When creating dedicated time for the 21C teacher in a PLC, it’s essential to personalize the experience with teacher agency, differentiated paths, and choice. It’s important to model our learning communities around what we expect to see each day in the classroom. In the infographic below, check out six topics PLCs for first year teachers may include:

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As you remember your first year teaching, think about how valuable a learning community could have been to share experiences and new ideas. Supporting new educators is not only vital for their growth, but also for student growth. Use the topics listed above to help start your educators off on the right foot. Provide the support and time needed so they don’t think back to their first three years of teaching and wish they could do it all over again. A solid foundation for professional growth will help strengthen the field of education and also provide our students with quality teaching from every level of teaching experience.