A way to improve schools, one instructor at a time - The Boston Globe:
"A good teacher equals a good school year. Not always, but far more often than not. Ask any parents of an elementary-grade child how the school year is going, and it won’t be long before you’ll hear them rave about - or bemoan - the teacher their child has been assigned to. There are teachers who are duds, who can find a way to drain the fun out of a unit on dinosaurs for second-graders. And there those with a gift for reaching the eighth-grader slouched in the back of the classroom with a penchant for eye rolling. These teachers can bring to life to Poe’s fascination with the dead, or deliver just the right contemporary analogy to make sense of the War of 1812."
Nearly everyone can probably recall a teacher who lit their passion for poetry or who was able to help them connect all the dots in a seemingly incomprehensible algebra formula. We know that individual teachers can make a huge difference.
But public schools in America have been bent on ignoring the obvious: Almost nothing about the way we hire, evaluate, pay, or assign teachers to classrooms is designed to operate with that goal in mind. Most teachers receive only cursory performance evaluations, with virtually every teacher graded highly. We use a one-size-for-all salary structure, in which the only factors used in raises are teachers’ higher-education credentials and number of years in the system, neither of which is strongly linked to their effectiveness. And we often let seniority, rather than merit, drive decisions about where a teacher is placed. It is in many ways an industrial model that treats teachers as identical, interchangeable parts, when we know that they are not.
"A good teacher equals a good school year. Not always, but far more often than not. Ask any parents of an elementary-grade child how the school year is going, and it won’t be long before you’ll hear them rave about - or bemoan - the teacher their child has been assigned to. There are teachers who are duds, who can find a way to drain the fun out of a unit on dinosaurs for second-graders. And there those with a gift for reaching the eighth-grader slouched in the back of the classroom with a penchant for eye rolling. These teachers can bring to life to Poe’s fascination with the dead, or deliver just the right contemporary analogy to make sense of the War of 1812."
Nearly everyone can probably recall a teacher who lit their passion for poetry or who was able to help them connect all the dots in a seemingly incomprehensible algebra formula. We know that individual teachers can make a huge difference.
But public schools in America have been bent on ignoring the obvious: Almost nothing about the way we hire, evaluate, pay, or assign teachers to classrooms is designed to operate with that goal in mind. Most teachers receive only cursory performance evaluations, with virtually every teacher graded highly. We use a one-size-for-all salary structure, in which the only factors used in raises are teachers’ higher-education credentials and number of years in the system, neither of which is strongly linked to their effectiveness. And we often let seniority, rather than merit, drive decisions about where a teacher is placed. It is in many ways an industrial model that treats teachers as identical, interchangeable parts, when we know that they are not.
