Category Archives: Early Child Education

The Girl Effect – a 3-minute video worth watching. Maybe twice, even.

A friend posted this 3 minute video on Facebook and I just HAD to share it. It speaks volumes in this short amount of time – and even suggests a workable solution!

www.facebook.com/video.php?v=10151427187507658

I would love to find something like that speaks to the needs of the birth-to-middle-school youths. Anybody know of anything out there?

Very cool!

Closing the education-opportunity-achievement gap

Closing the education-opportunity-achievement gap

It appears to me, the task of closing the education gap is two-fold, consisting of ‘Inside Jobs’ and ‘Outside Jobs.’

The ‘Inside job’ would be everything that happens in the classroom in a school in a district.

The ‘Outside job’ would be everything else – community, parents, not-for-profits, foundations, health, transportation, PTA, unions, politicians, legislators, city-county-state government, business, and like that.

For the Inside Job, the best expression I have come across is M. Night Shyamalan Foundation’s recent book, I Got Schooled, which very clearly says that closing the gap is a multi-faceted, ‘systems’ challenge, requiring a multi-faceted ‘systems’ response.

Money for the Inside job comes mostly through property taxes, oil-gas fund, and equalization formulas. A perennial problem is, arguments for employing these funds tend to use one-dimensional single-issue practices, based on favored views of lobbyists or organizations for a particular ideology, concept, or anecdote – and interdisciplinary integrated ‘systems’ solutions get buried in this narrow focusing.

Many, if not most, single-issue solutions have been tried once or many times over the years. Many are still being supported or proposed. However, truckloads of data from multiple points of view reveal very little change has occurred over the last 30-40 years.. Indeed, the Shyamalan Foundation found that implementing single practices without other important integrating components consistently produced dismal results.

Over time, institutions too often and too easily fall into status quo thinking-acting-arguing, and many (most) substantive changes come from outside such institutions. I believe Shyamalan Foundation’s I Got Schooled could only have been written from outside the educational institution.

In their search for a systems-type solution for closing the education gap, the Foundation required that the practices had to:

  • focus solely ‘inside’ the classroom/school
  • exclude ‘Outside’  the classroom influences exactly because they are outside the control of the classroom/school;
  • demonstrate substantial ‘effect size,” that is, they must produce demonstrable, measurable, and significant results; and,
  • be scalable for implementation

And therein lies the power and utility of their findings.

They identified five practices that, working together in a systems context, satisfy all these criteria:

  • Effective teachers – dropping poor; hiring good; why it’s important; how to do it
  • Leadership – how it’s important; what it looks like; how to do it
  • Feedback – frequency, consistency, teacher/principal usability – all critical
  • Smaller (high) schools – this turbo-charges the other practices
  • More time in school – by the time children of color or low income reach third grade they are so far behind it’s virtually impossible to catch up

If you don’t have time to read the whole book, these five practices are summarized at  tommilesabq.com.

For the Outside Job, the best expressions I’ve come across in Albuquerque are the ABC Community School Partnership and Mission: Graduate. The ABC Community School Partnership is tasking itself with:

  • Working in the Early Child to K-12 and non-graduated adult domains;
  • Identifying ‘inside needs’ that can be addressed by ‘outside’ organizations, programs, and resources;
  • Creating coalitions and collaboratives for matching proper resources with proper students-parents-teachers-administrators in proper times and places;
  • Using schools as hubs for coordinating and delivering services and resources;
  • Creating and funding full-time action positions called ‘Community School Coordinators’ to foster and coordinate matching-up ‘inside needs’ with ‘outside’ programs and resources.

 Mission: Graduate is focused on ‘who is not graduating and why,’ for Middle-School and High-School domains.

A really short summary for all this could be:

  • Shyamalan Foundation’s defines the ‘Inside Job;’
  • ABC Community School Partnership and Mission: Graduate describe the ‘Outside Job;’ and,
  • Community School Coordinators are the mechanism for effectively linking the two.

The Heckman Equation – economic development and education

This article in Businessweek January 20-26, 2013 is a wider public distribution of the concept, problem, and solution early child education speaks to that Governor Martinez spoke of in her State of the State address today. Heckman’s Equation brings hard, observable data into the realms of making public policy.

James Heckman, is a PhD economist at the University of Chicago and views education for 3- and 4-year olds as fix to a current serious market failure.  In terms of economic development, early child education is a hard-nosed investment that pays off in lower social welfare costs, lower teen pregnancy rates, decreased crime rates, and increased tax revenue, as opposed to  spending on prisons, health and adolescent special education remediation.

Through the Heckman Equation, he found that an initial investment in free instruction of $17,758 per child per year in 2006 dollars, yielded between $60 and $300  return on investment (ROI) in state and federal welfare monies, increased tax revenues, and, most significantly, savings in police and court costs. As an economist, he finds this is  a 7% to 10% annual ROI.

So, not only did this turn out to not be a cost, it more than paid for itself in annual ROI in improved human capital to business and society, he also found it consistently beat historical ROI on equity (the stock markets) of around 5.8%.

The data further show that the earlier a child gets help, the better the results continue to be through each stage of education. Literally, the greatest ROI or ‘bang for the buck’ exists in early intervention – early child education, and this effective ROI reduces throughout adolescence.

A big problem arises when kids ought to be in early education programs which most young parents can’t afford. Heckman says, “The accident of birth is a huge, huge imperfection in the (economic) market.”

The good news is, and data show, this is overcome-able through targeted early child education and it appears to be scalable.

As an aside, in a 2011 Heckman lecture, he points out that cognitive testing stressed by NCLB and Race to the Top, only speaks to one dimension of a multidimensional system that includes, at least: integrity, socio-emotional skills, character, collaboration, grit. Yet data strongly indicates these untested characteristics may account for the largest share of human development, effectiveness in life, and contribution to the economy and society. These are the “soft” skills that are so widely reported today to be both in short supply and increasing demand.

Beyond interesting, the data also show these “soft” skills even affect scores on cognitive tests!

I Got Schooled – Practice #2 – Right Balance of Leadership

So, here is I Got Schooled practice #2 – Right Balance of Leadership.

Through his MNS Foundation, Shyamalan spent five years studying what is succeeding in closing the education gap that depended only on factors inside the classroom itself and that were scalable. He discovered closing the achievement gap can’t be figured out by examining just any single practice by itself; five things must be implemented together to have any substantive effect.

Shyamalan uncovers five factors present in schools he found were significantly closing the education gap for inner city children and children of color. He provides just tons of example schools, clinical studies, data and statistics, detailing each of these five factors.

These posts are highlights for each of these five factors for folks who might feel they are too busy to read the whole book … and strongly whet your appetite for doing so. The five factors are:

  • Effective teachers – dropping poor, hiring good
  • Right balance of leadership
  • Feedback that is timely and consistent
  • Smaller schools
  • More time in school

A large number of successful schools and programs are covered in the book, including: Knowledge is Power Program (KIPP), Uncommon Schools, Achievement First/Endeavor, FirstLine schools, North Star Academy, Arthur Ashe, Los Angeles Green Dot Public Schools, and more.

Factor #2 – LEADERSHIP, the right balance of

  • School leadership is second only to classroom teaching as an influence on learning
  • “Superman principals” are not scalable
  • There is not a single documented case of a school successfully turning around its achievement trajectory in the absence of strong leadership
  • First, leaders vary in large and consistent ways – the most successful teams work under the most successful bosses (McKinsey & Company study)
  • Second, the boss’s most important job isn’t communicating strategy or even hiring and firing – it is teaching skills that persist
  • Motivating a team of subordinates isn’t nearly as important as improving their skills
  • The difference between a good principal and a mediocre one is nearly as big as that between a great teacher and a poor teacher
  • A principal effects hundreds of students, instead of a few dozen
  • Principals are profoundly important
  • The most effective principals are also the ones engaging in the most “negative teacher selection,” i.e., firing the lemons
  • The most effective principals also improved the instructional success of existing teachers
  • Least effective principals seldom leave the system – they just move to different schools, further widening the achievement gap
  • Existing, thorough application processes do not insure a consistent level of success
  • Principals should be primarily responsible for the instruction of teachers
  • But the typical urban principal spends less that 20 percent of their workday on instruction
  • Principals in the top systems around the world spend 80 percent of the school day on improving instruction in the classroom (McKinsey & Company study)
  • Schools need an Operations Manager to handle food service, discipline, custodians, paperwork, to free principals to help teachers help students learn
  • Such an administrative management model is scalable
  • Brett Peiser founder of Uncommon Schools network, on leaders: “Great leaders know culture eats strategy for lunch.”
  • Culture is everything distinctive to a place; it’s every way you know you are in an uncommon school; it’s rigorous in involving and aligning everything and everyone
  • Culture is beyond advertising brochures, it must have enough force and buy-in to overwhelm its students’ environments outside the school
  • A culture of high expectations seems almost important enough to earn a place as one of the keys to closing the achievement gap
  • Someone has to make certain that all teachers understand and support a uniform school culture in their bones
  • Again, “Culture eats strategy for lunch.”
  • Consistency in students’ experience from class to class and grade to grade;  and quality control of this consistency is really important
  • Both unquestioned authority and humanity are equally important, i.e., caring and respect for students
  • There are techniques and behaviors that produce desirable results consistently, like Lemov’s Taxonomy, Teach Like A Champion, and they should be known and used
  • See also The Wooden Way, the legendary UCLA basketball coach’s system
  • And these practices are scalable

Hoping you are finding these interesting and perhaps useful.

Up next:  Factor #3 – Feedback

Tom

Closing the education gap – new book – “I Got Schooled”

This summary, borrowed from Amazon:  I Got Schooledoffers a look at America’s educational achievement gap that could only have come from an outsider. 

Famed director M. Night Shyamalan has long had a serious interest in education. The MNS Founda­tion he and his wife started once gave college scholarships to promising inner-city students, but Shyamalan realized that these scholarships did nothing to improve education for all the other students in under-performing schools. When he learned that some schools were succeeding with similar student populations, he traveled across the country to find out how they did this and whether these schools had something in common. He eventually learned that there are five keys to closing America’s achievement gap. But just as we must do several things simultaneously to maintain good health— eat the right foods, exercise regularly, get a good night’s sleep—so too must we use all five keys to turn around our lowest-performing schools.

These five keys are used by all the schools that are succeeding, and no schools are succeeding without them. Before he discovered them, Shyamalan investigated some popular reform ideas that proved to be dead ends, such as smaller class size, truculent unions, and merit pay for teachers.  He found that the biggest obstacle to school reform is cognitive biases: too many would-be reformers have committed themselves to false solutions (*) .

This is a deeply personal book by an unbiased observer determined to find out what works and why, so that we as a nation can fulfill our obliga­tion to give every student an opportunity for a good education.

(*) Not the answer to closing the education gap:

  • small classroom sizes
  • master’s programs and Ph.D.’s for the teachers
  • paying teachers like doctors
  • funding the schools at $20,000 per pupil

Truly a book worth reading … and sharing … widely.

Here is a 58 minute video interview with M. Night Shyamalan that’s worth watching         [click here to watch].

For busy people, I am posting a summary at  tommilesabq.com  of each of the five practices MNS Foundation discovered that “moved the needle” in closing the gap.

 

One key difference between kids who excel at math and those who don’t

Great article from Quartz Daily News – qz.com                   [Read the whole article here.]

“I’m just not a math person.”

We hear it all the time. And we’ve had enough. Because we believe that the idea of “math people” is the most self-destructive idea in America today. The truth is, you probably are a math person, and by thinking otherwise, you are possibly hamstringing your own career. Worse, you may be helping to perpetuate a pernicious myth that is harming underprivileged children—the myth of inborn genetic math ability.

Here are some summary points:

For high school math, inborn talent is just much less important than hard work, preparation, and self-confidence.

Again and again, we have seen the following pattern repeat itself:

  1. Different kids with different levels of preparation come into a math class. Some of these kids have parents who have drilled them on math from a young age, while others never had that kind of parental input.
  2. On the first few tests, the well-prepared kids get perfect scores, while the unprepared kids get only what they could figure out by winging it—maybe 80 or 85%, a solid B.
  3. The unprepared kids, not realizing that the top scorers were well-prepared, assume that genetic ability was what determined the performance differences. Deciding that they “just aren’t math people,” they don’t try hard in future classes, and fall further behind.
  4. The well-prepared kids, not realizing that the B students were simply unprepared, assume that they are “math people,” and work hard in the future, cementing their advantage.

Thus, people’s belief that math ability can’t change becomes a self-fulfilling prophecy.

The idea that math ability is mostly genetic is one dark facet of a larger fallacy that intelligence is mostly genetic. Academic psychology journals are well stocked with papers studying the world view that lies behind the kind of self-fulfilling prophecy we just described.

Convincing students that they could make themselves smarter by hard work led them to work harder and get higher grades. The intervention had the biggest effect for students who started out believing intelligence was genetic. (A control group, who were taught how memory works, showed no such gains.)

But improving grades was not the most dramatic effect, “Dweck reported that some of her tough junior high school boys were reduced to tears by the news that their intelligence was substantially under their control.” It is no picnic going through life believing you were born dumb—and are doomed to stay that way.

While American fourth and eighth graders score quite well in international math comparisons—beating countries like Germany, the UK and Sweden—our high-schoolers  underperform those countries by a wide margin. This suggests that Americans’ native ability is just as good as anyone’s, but that we fail to capitalize on that ability through hard work. In response to the lackluster high school math performance, some influential voices in American education policy have suggested simply teaching less math—for example, Andrew Hacker has called for algebra to no longer be a requirement. The subtext, of course, is that large numbers of American kids are simply not born with the ability to solve for x.

One way to help Americans excel at math is to copy the approach of the Japanese, Chinese, and Koreans.  In Intelligence and How to Get It, Nisbett describes how the educational systems of East Asian countries focus more on hard work than on inborn talent:

1. “Children in Japan go to school about 240 days a year, whereas children in the United States go to school about 180 days a year.”

2. “Japanese high school students of the 1980s studied 3 ½ hours a day, and that number is likely to be, if anything, higher today.”
3. “[The inhabitants of Japan and Korea] do not need to read this book to find out that intelligence and intellectual accomplishment are highly malleable. Confucius set that matter straight twenty-five hundred years ago.”
4. “When they do badly at something, [Japanese, Koreans, etc.] respond by working harder at it.”
5. “Persistence in the face of failure is very much part of the Asian tradition of self-improvement. And [people in those countries] are accustomed to criticism in the service of self-improvement in situations where Westerners avoid it or resent it.”

Besides cribbing a few tricks from the Japanese, we also have at least one American-style idea for making kids smarter: treat people who work hard at learning as heroes and role models. We already venerate sports heroes who make up for lack of talent through persistence and grit; why should our educational culture be any different?

Math education, we believe, is just the most glaring area of a slow and worrying shift. We see our country moving away from a culture of hard work toward a culture of belief in genetic determinism. In the debate between “nature vs. nurture,” a critical third element—personal perseverance and effort—seems to have been sidelined. We want to bring it back, and we think that math is the best place to start.

Read the whole article here.

Follow Miles on Twitter at @mileskimball. Follow Noah at @noahpinionWe welcome your comments at ideas@qz.com

Back from the polls with interesting article

Whew! Sixteen hour election day poll work took a couple of days recovery time. Definitely not as young as I used to be.

Because this article on reverse engineering in healthcare seemed to have a number of interesting parallels with Education I thought I’d pass it on in the blog. Just substitute “education” for “healthcare” in the article. Here’s a summary:

Reverse innovation works because the different conditions in higher- and lower-income settings change the ‘push’ and ‘pull’ factors that drive innovation.

What happens when you create health care solutions specifically for patients in low-income settings? It turns out that learning from and investing in these settings can be powerful ways to tackle problems at home that require out-of-the-box thinking. These differences include:

  1. Higher volume for lower price. Radical approaches are often needed to achieve acceptable performance at ultra-low price points.
  2. Less developed infrastructure allows rapid implementation of new solutions.
  3. Sustainability is important in resource-limited areas, favoring “green solutions.”
  4. Fewer regulations quicken the pace of innovation.
  5. Preferences are different, inspiring creative design.
  6. Overwhelming need increases the ‘purpose motive,’ fueling innovators who want to make a difference.

These six attributes make lower-income settings appealing places to create, test, and scale new ideas (In ABQ/BERNCO, think ABC Community Schools Partnership for pre-K-12 and Mission Graduate: 60,000 for K-12 and beyond).

So, just how do ideas move through a reverse innovation pipeline?

  1.  Identify a high priority problem shared between lower- and higher-income settings. For example, affordable, user-friendly diagnostics, or a mobile health information technology solution to a pressing health care issue.
  2. Innovators in lower-income settings must create a solution that spreads to the first 15% of the population, or the “early adopters.” This usually happens only if the idea is better, relevant, simple, easily tested, and visible to others. Endorsement by early adopters pushes an innovation past its tipping point, where it is then likely to spread to the population at large.
  3. The idea must cross-pollinate from lower- to a higher-income settings. Here the critical link is between lower-income early adopters and higher-income innovators. Whether these parties connect in-person or online, the quality of the interaction must facilitate sufficient trust to allow the idea to cross over. Building relationships over time helps create “spannable social distances,” such that the two parties find each other credible enough to take a risk on the other’s idea.
  4. The idea has to spread in the higher-income setting. Again the innovation must be better, relevant, simple, easily tested, and visible to others. It must also overcome the resistance of existing infrastructure and other established solutions. If the idea is clearly effective in lower-income settings, this can help lower the barrier to adoption.

The article provides three very interesting real-world examples in Diagnostics, Health IT, and Service Delivery.

In short, reverse innovation has tremendous potential to align incentives and disrupt existing systems and technologies. We’re just seeing the tip of the iceberg (or, as their African colleagues like to say, the ears of the hippopotamus – I just love that analogy).

Also … beware the resistance inherent in disrupting existing systems.

What can we do to increase the pace of reverse innovation? For starters, we can:

  • Identify high-priority problems that could potentially be solved in lower-income settings.
  • Empower lower-income innovators and early adopters through seed funding, competitive “innovation awards,” or other mechanisms.
  • Bring lower-income early adopters and higher-income innovators together through conferences or learning collaboratives (live or virtual).
  • Track reverse innovation activity globally, identifying and removing barriers to spread.

Many intractable problems in health care could be solved if we accelerated the spread of ideas through the reverse innovation pipeline. To do this, we will need to think differently, invest in reverse innovation, and work together to solve common problems.

Again, think of the work being done today by ABC Community Schools Partnership for pre-K-12 and Mission Graduate: 60,000 for K-12 and beyond.

Read the complete article here.