I can not remember when I have thought so little about work for so many days. It was probably 25 years ago. This has been a wonderful holiday season and I have been a relentless participant. Alas, among my gifts were an iPhone 4s and an iPad 2. I’m back to work.
But I’ll insert here that I’ve enjoyed this time outside my professional box and will selfishly be seeking more of it. I’ve been practicing education for 35 years now and ed tech for 30 of it — and it’s time to start considering my next great passion — what ever that is. :-)
Until them, I’m still around, and this all comes around to what got me up this morning, an article posted by Tim Holt in his HOLT THINK tumblr blog. It’s number six of his 10 Bad Trends in Ed Tech 2011. He wrote it on the 21st, but I caught up yesterday, thanks to Stephanie Sandifer’s Tweet. His sixth bad trend is “Ed tech gurus not offering solutions.”
A lighthouse is a tower, building, or other type of structure designed to emit light from a system of lamps and lenses or, in older times, from a fire, and used as an aid to navigation for maritime pilots at sea or on inland waterways. ((Lighthouse. (2011, December 20). In Wikipedia, The Free Encyclopedia. Retrieved 11:57, December 29, 2011, from http://en.wikipedia.org/w/index.php?title=Lighthouse&oldid=466924292))
I agree with some of what Holt says, but take exception with a great deal of it. Scott McLeod expresses much of what I would add to the conversation and brings a great deal of balance. Be sure to read the comments, to which I may add something after I’ve finished this post.
For 2¢ Worth, I’d like to turn it into a challenge, “What solutions would you have, David, if you were back in that rural North Carolina school district you left 22 years ago?”
I would consider the following ten-action plan is based on my past and current knowledge of that school districts, and would almost surely be altered by a closer association. But here are the solutions that this challenge brings to mind.
- Eliminate paper from the budget and remove all copiers and computer printers from schools and the central office (with exceptions of essential need). “On this date, everything goes digital.”
- Create a professional development plan where all faculty and staff learn to teach themselves within a networked, digital, and info-abundant environment — it’s about Learning-Literacy. Although workshops would not completely disappear, the goal would be a culture where casual, daily, and self-directed professional development is engaged, shared, and celebrated — everyday! Then extend the learning-literacy workshops to the greater adult community.
- Establish a group, representing teachers, staff, administration, students, and community. Invite a “guru” or two to speak to the group about the “Why” of transforming education. Video or broadcast the speeches to the larger community via local access, etc. The group will then write a document that describes the skills, knowledge, appreciations and attitudes of the person who graduates from their schools — a description of their goal graduate. The ongoing work of writing this document will be available to the larger community for comment and suggestion. The resulting piece will remain fluidly adaptable.
- Teachers, school administrators, and support staff will work in appropriately assembled into overlapping teams to retool their curricula toward assuring the skills, knowledge, appreciations and attitudes of the district’s goal graduate.
- Classroom curricula will evolve based on changing conditions and resources. To help keep abreast of conditions, teachers and support staff will shadow someone in the community for one day at least once a year and debrief with their teams identifying the skills and knowledge they saw contributing to success, and adapt their curricula appropriately.
- The district budget will be re-written to exclude all items that do not directly contribute to the goal graduate or to supporting the institution(s) that contribute to the goal graduate. Part of that budget will be the assurance that all faculty, staff, and students have convenient access to networked, digital, and abundant information and that access will be at least 1 to 1.
- A learning environment or platform will be selected such as Moodle, though I use that example only as a means of description. The platform will have elements of course management system, social network and distributive portfolio. The goal of the platform will be to empower learning, facilitate assessment, and exhibit earned knowledge and skills to the community via student (and teacher) published information products that are imaginative, participatory and reflect today’s prevailing information landscape.
- Expand the district’s and the community’s notions of assessment to include data mining, but also formal and informal teacher, peer, and community evaluation of student produced digital products.
- Encourage (or require) teachers to produce imaginative information products that share their learning either related or unrelated to what they teach. Also establish learning events where teachers and staff perform TED, or TELL (Teachers Expressing Leadership in Learning) presentations about their passions in learning to community audiences.
- Recognize that change doesn’t end and facilitate continued adapting of all plans and documents. No more five-year plans. Everything is timelined to the goal graduate.
If the institution of education is not transforming fast enough, I do not believe it is because the “gurus” are not getting their hands dirty enough fixing the problems of specific high-need school districts. I believe that every student deserves educators who are capable of adapting to changing times.
Rules, in game play, are traditionally static — printed on the lid of the box. Is this so in real life? How many innovations are rule-changers?
I had the opportunity last week to participate in a conversation that was arranged by ISTE, exploring some of the potentially pivotal emerging issues in the ed tech and broader education domains. I was asked to go first, as I would not be able to stay long — and was consequently put on the spot, to think quickly, and clearly articulate ideas to some really smart people. So I blubbered something about a niche for some new and compellingly relevant digital and networked learning platform that will so effectively, efficiently, and elegantly facilitate all of the education philosophies that we are all so urgently trying to describe that it will change education as we know it.
Peggy Sheehy, being Peggy Sheehy (and rightly so) intercepted my fumbled explanation, campaigning for games as an integral part of that platform. I understood where she was going, said so, and she acknowledged it — because we’ve had the conversation before. But there is a frustrating problem with Peggy’s mission. Most people still see games as play and learning as work — and although many of us have become convinced of the learning potentials of video games and begun to promote their use, the game is still what happens after the teaching.
Periodically, I’m asked to do a presentation called “Video Games as Learning Engines,” which is an introduction to video games (mostly for non-gamers) and an attempt to show how games are actually a form of pedagogy. Yet, I suspect that what most attendees are actually looking for directories of flash-based educational games designed to help students master their multiplication facts or identify parts of speech. Those games are certainly out there, but they do not interest me.
One of the lingering mysteries that continues to intrigue me, in the waning years of my very long career, is what makes it a game — or more to the point, what makes it fun? ..and can we unfold the elements in such a way that they become handlebars in that learning platform I was trying to describe, from which we can hang more engaging learning experiences for our students.
|I guess that a learning platform, integrated with games and play would be characterized by|
|•||Rules that change, can be changed and are inability||Static and constraining|
|•||Focus on accomplishing personal goals||Focus on achieving institutional goals|
|•||Frequent, meaningful and empowering rewards||Scheduled, symbolic rewards|
For instance, one interesting quality of the games our children play is that they do not require you to learn the rules before you play the game. Learning about roles and rules is part of the playing, and they are often a surprise that has to be earned. They’re a secret. In solving a puzzle or simply exploring, the player finds a magic coin, potion, or relic. As a result of the find, she is endowed with new powers of flight, invisibility, or speed. The powers are a surprise and they change the rules.
Ewan McIntosh recently described a very simple but explicit illustration of this, concerning a school he is working with in Sydney, Australia. There is a fairly nondescript and unreferenced book in a classroom that when moved, releases a switch that turns on a light. Students find it by exploring the environment. They explore because they expect to find secrets. It’s an example of what McIntosh calls Secret Spaces, one of Seven Spaces of Technology in School Environments (watch the video).
So what if this learning platform held hidden information switches, such that when a student references a particular document in his work, he is suddenly endowed with new powers, an opportunity to visit previously blocked resource or tool, or an invitation to formally explore a topic of personal interest, or awarded points or admin rights to further configure his profile page with options and colors that were not available before.
What if curriculum was an adventure, and learning was the reward?