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Reading for Pleasure

So, let’s be up front about this. The author of this book is a pal of mine. More than that in fact. He was my primary partner in pedagogy during our pedagoo days. As a result, I already respected him massively as an educator and as a person. Rather than this fact hampering my review of his book, I actually think it only serves to enhance it. I wouldn’t have thought it possible to think more highly of Kenny Pieper prior to reading his first (of many, I hope) book, How to Teach Reading for Pleasure, but I couldn’t have been more wrong.

In this book, Kenny uses his fantastic humour and authenticity to argue passionately for the power of reading and the crucial role teachers have in leading and supporting young people to choose to read. Whilst Kenny generously and modestly shares many of the practical classroom techniques he uses to achieve this he also clearly articulates why this matters for our young people specifically, and society in general. I’m not sure I’ve ever read an edubook which was so entwined with the values and personality of the author. Reading it was like spending time in his company and I found myself frequently nodding and laughing along…the only thing missing was the pint!

If I had one criticism of this book it is that to some extent it is marketed as a ‘how to teach’ book with a particular slant towards secondary teachers of english. As a biology teacher, this book was very relevant to me and I know of primary colleagues who feel the same way. In many ways this book would and should appeal to any and all teachers, and parents, especially those who think that reading matters, not just secondary english teachers. I know if I was still in the classroom I would be doing a few things differently tomorrow as a result…

In case you haven’t guessed, I loved this book and highly recommend it to all. You can get your own copy here.

 


An Enquiring Matrix

Click to download An Enquiring Matrix

Here’s something else which has been on my mind of late regarding practitioner enquiry that I would like to put out there. I know not everyone will be keen on this idea, but the more practitioners I speak to about it, the more I think it is worth exploring.

To me, there is a continuum to practitioner enquiry. I am still developing as an enquiring practitioner, however through the course of my MEd, my use, and understanding, of enquiry became more sophisticated. I would suggest that I am still learning when it comes to enquiry, and in the years since I graduated I have varied in the extent to which I have used the enquiring skills I have developed thus far, largely due to time.

To me therefore, some sort of progression of enquiry would be useful for teachers to support them to know how to progress as enquiring practitioners. However,  I also feel that it would be of value to teachers who are experienced in enquiry to make pragmatic choices when taking an enquiring approach to understanding an aspect of their practice.

I’ve therefore made an attempt at a first draft of just such a matrix. At any one time, a teacher could be making different progress, or choices, in the different components of enquiry.

What do you think? Would something like this be helpful? If yes, is this the right way of going about it? Can you improve upon this first draft?

EDIT

There have been a few suggestions for improving on this idea on twitter since I posted this. I thought it might be easier to make an editable version of the matrix which anyone can contribute to. Click here to open the editable version and add your ideas.


Enquiry in the context of leadership, professionalism and agency

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This is a conversation which I’m increasingly having, and I wanted to try and capture some of my current thinking. It centres on the nature and role of practitioner enquiry in the various domains of the life and work of a teacher.

Through my work at SCEL, I am focused on supporting teachers to develop as leaders. Our view is that all teachers are leaders of learning and practice and as such can develop as teacher leaders. Once again for clarity, here’s is SCEL’s definition of teacher leadership…

Teacher leaders are passionate about caring for children and young people. Through informed and innovative practice, close scrutiny of pupils’ learning needs and high expectations they play a fundamental role in improving outcomes for children and young people. Teacher leaders are effective communicators who collaborate with colleagues, demonstrate integrity and have a positive impact on their school community. They model career-long professional learning.

Skills, qualities and professional actions demonstrated by teacher leaders can be identified under four main areas:

  • Values and commitment
  • Learning and teaching
  • High expectations and ambition
  • Communication and collaboration

From the SCEL Framework for Educational Leadership

During our recent engagement on teacher leadership, there was broad agreement of this view of teacher leadership, and many teachers expressed a need for more opportunities to develop their skills and confidence as leaders of practice in this sense. It was apparent to me that a programme which used an enquiring approach to support teachers to develop as teacher leaders could be an important aspect of SCEL’s response. We are therefore currently prototyping an online teacher leadership programme with 40 teachers across Scotland, supported by a group of 16 teachers who have significant prior experience of practitioner enquiry. The programme supports teacher professional learning towards the GTCS Standard for Career-Long Professional Learning and is being highly evaluated by the participants thus far. More on this in a future post…

A question which has come up a few times since the launch of the programme is along the lines of how practitioner enquiry relates to leadership, given that others often refer to enquiry in the context of teacher professionalism. In addition, I’ve just started reading Mark Priestley’s new book,  in which they distinguish teacher agency from the perceived definition of teacher leadership, but I would suggest that SCEL’s definition is closer to Mark’s definition of teacher agency. So how does practitioner enquiry fit into all three of these?

My developing view is that practitioner enquiry, and having an enquiring stance, is a key aspect of a teacher’s work and learning as a professional. I also see it as a route to developing the ecological agency in teachers and their contexts as defined by Priestley et al. I also see it as an approach for developing as a leader of learning and pedagogy.

What I’m thinking is that practitioner enquiry, and having an enquiring stance, can be a component of, and contribute to, all three of these domains of being a teacher. It doesn’t fit neatly into any of these boxes and can contribute to all three, and more…

 


Leadership ≠ Promotion

This is just a short post to capture something that I’ve observed over recent months. This is a sweeping generalisation which obviously doesn’t apply to everyone, but it’s occurred to me that quite often in Scottish education we use the words ‘leadership’ and ‘promotion’ interchangeably. And by that I mean, we use both words to mean ‘promotion’. I know I’ve done this in the past.

It has become apparent to me over the last year or so that leadership is actually quite a separate concept from promotion. By promotion I mean the appointment of teachers to promoted posts such as PT, DHT, etc. However, leadership is a much broader concept which involves leading people and pedagogy. Anyone, at whatever (un)promoted position, within the system can, or can not, be leading.

I suppose the real issue with using the word leadership to mean promotion is that if you are not promoted, you can assume that you can’t be a leader. But also, if you are promoted you can assume you are already therefore leading, which may not actually be the case in practice.

So the message I need to help get out there is that leadership is not the same as promotion. People in promoted posts can be leaders, but so can classroom teachers and everyone else involved in Scottish education.


There’s only one person who can raise attainment

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In my work to support the development of teacher leadership, it’s important for me to reflect upon how this relates to other contemporary drivers in Scottish education, a key one being the National Improvement Framework. I’ve yet to meet a teacher who doesn’t think that raising the attainment of the children and young people in their care isn’t important. This is equally true of closing the poverty related attainment gap. However, for many teachers, particularly those outwith the challenge authorities, the question often is more about what could they be doing differently in order to achieve these things. The first point I often make is that teachers in Scotland have been raising attainment and working to support children in poverty for years, and we should be seeing ourselves as working from a place of strength. However, it’s clear that for many of Scotland’s children there’s a lot more which could be done. So, what does this look like for teachers and what has it got to do with teacher leadership?

The point I’ve been increasingly making is that ultimately there is only one person who can raise attainment. In the context of this conversation I suspect that people think I’m suggesting that this is a teacher. However, what I actually mean is the learner. In my experience, the only person who can raise a child’s attainment is the child themselves. Only if a child is engaged, happy, ambitious and in possession of a growth mindset can they carry out the cognitive and physical processes required to successfully learn and then confidently share this learning. Attainment being a by-product of successful learning.

In this case, it is therefore those closest to the learner who can have the biggest impact on their ability to learn and succeed. Parents clearly have the biggest role here in terms of supporting and nurturing children, which is why schools are continually developing their approaches to involving parents in the life of the school and learning of their children. However, teachers have a big role to play here also. The relationships and interactions between the teacher and the learner can have a substantial impact on the learning, and the dispositions to learning, of the children and young people in that teacher’s care. And this is where teacher leadership comes in. Here is a section from SCEL’s definition of teacher leadership:

“Teacher leaders are passionate about caring for children and young people. Through informed and innovative practice, close scrutiny of pupils’ learning needs and high expectations they play a fundamental role in improving outcomes for children and young people. Teacher leaders are effective communicators who collaborate with colleagues, demonstrate integrity and have a positive impact on their school community. They model career-long professional learning.”

From SCEL’s Framework for Educational Leadership

Teachers who are confidently developing their practice to meet the needs of their learners, and influencing the practice of their colleagues, are clearly going to be more likely to successfully support their children and young people to achieve. Leaders at other levels in the system are crucial also in creating the right conditions and support to allow these interactions between learner and teacher to develop and flourish, but in the end it is the development of these interactions which is crucial to raising attainment.

In this context therefore, teacher leadership is not “another thing” but a crucial element in our collective drive to improve outcomes for children and young people in Scotland.


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