Today, guest blogger Mike Vannozzi discusses how we might think about our public communications as less of a tool to manage the noise and more of a tool to drive educational outcomes for our community.
Today, Mike Vannozzi kicks off a week of guest blogging with a discussion of local school autonomy, and how making it work requires creating marketplaces for educational services.
As we approach crunch time on a new project exploring the lessons of Bush-Obama school reform, I'm taking the next few weeks off from blogging and handing the reins off to a handful of stellar guest bloggers. Here's what you can look forward to for the month of November.
Last week, I spoke with 2017 National History Teacher of the Year Sara Ziemnik. Our conversation generated quite a bit of feedback and follow-up, including a number of practical queries from practitioners that I didn't think to ask. When I mentioned that to Ziemnik, she kindly agreed to offer some additional thoughts. Here's what she had to say.
My big concern is that today's frenzied enthusiasm for computer-assisted "personalized learning" will lead us to heedlessly charge into some all-too-predictable pitfalls, fueling one more cycle of ed tech faddism and disappointment.
Today, I chat with 2017 National History Teacher of the Year Sara Ziemnik about her thoughts on teaching history, and how one nurtures open and respectful debate in an era of polarization and general nastiness.
In many places, perhaps the most important mission for civic leaders is to provide the persistence, patience, and maturity that can help turn a vicious cycle into a virtuous one.
Today, let's set aside the Beltway stuff to talk a bit about that sign and what lately strikes me as the remarkably promiscuous use of that term—white supremacist—in education circles.
The other week, I called out teachers unions for failing to "walk the walk"; I think the same admonition can be applied to education funders, big time.
While the things that Moskowitz discusses strike me as pretty commonsensical, the reality is that it's just much harder to forge new expectations and norms in organizations marked by inherited cultures, routines, and contracts, and where influential employees have been doing things a certain way for decades.