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El. knyga: Advancing the Three-Minute Walk-Through: Mastering Reflective Practice

3.70/5 (37 ratings by Goodreads)
  • Formatas: EPUB+DRM
  • Išleidimo metai: 28-Oct-2009
  • Leidėjas: Corwin Press Inc
  • Kalba: eng
  • ISBN-13: 9781452272689
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  • Formatas: EPUB+DRM
  • Išleidimo metai: 28-Oct-2009
  • Leidėjas: Corwin Press Inc
  • Kalba: eng
  • ISBN-13: 9781452272689
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"This book provides the most informed and transformative blueprint known for building the capacity of teacher coaches and supervisors. Districts across Texas are using the Downey Walk-Through to break through the barrier of the isolated classroom and provide a platform for improved dialogue about teaching and learning." Susan P. Holley, Associate Executive Director Texas Association of School Administrators

Master the Downey Walk-Through for reflective dialogue with this must-have sequel!

In 2004, The Three-Minute Classroom Walk-Through introduced educators to the Downey Walk-Through, a practical approach to coaching and supervision that is now widely accepted and used. Offering an expanded examination of the Downey Walk-Through, this sequel to the bestseller focuses on the second part of the walk-throughthe reflective follow-up conversationand clarifies many of the common misconceptions and misapplications of the approach.

The authors illustrate how leaders can use observations from the walk-through to engage in professional conversations and encourage teachers to reflect on and improve their practice. Offering extended examples, activities, and guidelines for changing schools one teacher at a time, this resource shows school leaders how to:





Provide effective follow-up discourse without criticizing or demoralizing teachers Build collegial and respectful relationships with faculty members Help teachers see their power to become continuously improving professionals Foster a collaborative process between principals, teachers, and other instructional leaders

Now educators can enrich their professional interchange as they work together to evaluate, redefine, and strengthen best practices for the classroom!

Recenzijos

"For the past decade, Carolyn Downey has paved the way for quality instructional leadership by framing the strategy of walk-throughs and follow-up conversations. Now Downey has taken the discussion one step further, taking a closer look at those reflective questions and conversations. In my school district of 70,000 students, walk-throughs and reflective questions are making a difference. School administrators are visible not only from a student behavior perspective, but also from a program/curriculum perspective. Reflective questions between the administrator and teacher set the stage for professional conversations. This is an important strategy for building professional learning communities in schoolsand the students are the winners!" -- Jennifer Adams, Superintendent of Curriculum "The implementation of Carolyn Downeys walk-through observation techniques have been paramount to the success of administrators and students in the Shawnee Mission School District. The concept of administrators spending a portion of their day in classrooms and observing specific curriculum decisions along with instructional techniques and student behavior followed by reflective conversations has resulted in consistent, positive student achievement at all levels in the school district. Both teachers and administrators see the value of a cooperative effort to increase student achievement. I highly endorse Downeys walk-through process. Its a proven process that contributes to the positive relationship between teachers and administrators." -- Gene Johnson, Superintendent of Schools "This book provides the most informed and transformative blueprint known for building the capacity of teacher coaches and supervisors to enter into a relationship with teachers that is characterized by reflection, conversation, and collaboration. If you are ready to confront power and control issues on your campuses and embark on a journey of professionalizing the administrator/teacher connection for greater student success, then you have in this work a guide for enhanced respect, collegiality, and productivity all aimed at helping each of our students learn more and learn better. Districts across Texas are using the Downey walk-through approach to break through the barrier of the isolated classroom and provide a platform for improved dialogue about teaching and learning." -- Susan P. Holley, Associate Executive Director "This book builds upon the authors earlier work , delving deeper into the follow-up of the walk through, reflective practice and collaboration. It is especially helpful for administrators who want to move their own professional development and that of their faculty from observation and evaluation to analysis and reflective inquiry." -- Elaine Giugliano

About the Authors xi
Dedication xiii
Preface xv
The Downey Reflective Conversation and Changing System Textual Architecture xv
The Imitators Don't Get It (or don't want it) xv
Considering the Ghosts in the Closet xvii
Hegemony and Conflict Regarding Supervision and Evaluation in Schools xvii
Examining the Classroom Walk-Through With Reflective Inquiry as a Discursive Practice xviii
Understanding the Three Stages of Transformation With the Downey Approach xix
Examining the Text Analysis of the Three Transformational Stages xxiii
Building on the Philosophical Framework of the Three-Minute Walk-Through for Reflective Inquiry
1(12)
Determining Your Values and Beliefs Regarding Human Behavior and Motivation and How These Influence Your Supervision Approach
2(1)
Using a Traditional Supervisor Process Often Lacks in Effectiveness
2(1)
Knowing How Your Beliefs Regarding the Human Nature of People Impacts Your Motivational Strategies
3(2)
Using Various Types of Interactions Congruent With a Theory Y Philosophical Approach
5(1)
Building Staff Capacity as a Way of Improving One's Practice
6(2)
Posing Questions for Reflective Inquiry as the Way to Motivate Growth Rather Than Using Feedback
8(3)
Using Dialogue Not Feedback as a Motivator
10(1)
Being Reflective on
Chapter Content
11(2)
Considering the Various Approaches to Classroom Observations
13(14)
Distinguishing Among Informal Walk-Throughs, Short Classroom Observations in Which Formal Data Are Collected, and Principal-Supervisor Group Learning Walks
15(1)
Identifying the Components Within the Classroom Observations to Determine Which Type of Observation to Use: Purpose, Primary Learner, Who Conducts the Observation, Observation Lens, and Data Collected
16(2)
Comparing the Various Approaches Using the Components
18(1)
Clarifying the Meaning of Walk-Through
18(6)
Being Reflective on
Chapter Content
24(3)
Clarifying the Misapplications in Using the Downey Walk-Through Five-Step Classroom Observation Structure
27(18)
Clarifying the Five-Step Observation Structure Approach
28(6)
Using Steps 1 and 5
29(1)
Focusing on Curricular and Instructional Actions: Steps 2 and 3
30(1)
Looking for Other Curricular and Instructional Practices: Step 4
31(1)
Using a Nonjudgmental Lens: No Checklists, Please
32(1)
Staying in the Room for a Short Time
33(1)
Gathering Information on the Taught Objective: Content, Context, and Cognitive Type: Part I of Step 2
34(7)
Analyzing the Curriculum Content: The First ``C'' of Step 2
34(2)
Analyzing the Context of the Objective: The Second ``C'' of Step 2
36(1)
Analyzing Cognition Type: The Third ``C'' of Step 2
37(3)
Examining Congruence of the Teacher's Intended Objective With Actual Taught Objective: Part II of Step 2
40(1)
Calibrating the Taught Curriculum With the Expected Curriculum: Part III of Step 2
41(1)
Gathering Data on Instructional Practices: More on Step 3
42(1)
Determining When to and When Not to Interact With Others During the Observation
43(1)
Being Reflective on
Chapter Content
43(2)
Creating a Culture of Reflection Through the Use of Walk-Throughs and Reflective Dialogue
45(34)
Creating a Culture of Reflective Inquiry
46(3)
Providing Opportunities for Reflective Dialogue
49(2)
Using the Positive Presuppositional Phrases in the Downey Reflective Question
51(13)
Using Reflection for Action-Type Questions
52(2)
Knowing the Attributes of the Downey Reflective Question
54(1)
Using the Five Components of the Reflective Question
55(1)
Clarifying the Teaching Practice: Second Positive Presuppositional Phrase of the Reflective Question
56(4)
Stating the Other Positive Phrases of a Reflective Question
60(3)
Focusing on Criteria Used in Making Decisions Rather Than a Variety of Strategies
63(1)
Expanding Teachers' Comfort Zones
64(3)
Using Five Levels of Reflective Questions
65(2)
Conducting a Reflective Dialogue to Lead to Collaborative Learning
67(6)
Using the Reflective Conversation to Provide for Creativity and Challenging of the Status Quo
73(4)
Being Reflective on
Chapter Content
77(2)
Moving People Toward Reflection
79(38)
Providing a Foundation for Meaningful Reflective Practice
79(1)
Promoting Reflective Thought and Transformative Learning
80(1)
Moving Toward Interactive Conversations
81(1)
Incorporating the Life Cycle Model
82(1)
Using Direct Conversations: What the Principal Might Say
83(19)
Using Indirect, Interdependent Invitation to Reflection
102(3)
Using Collaborative-Interdependent Conversations
105(10)
Being Reflective on
Chapter Content
115(2)
Adapting the Walk-Through and Reflective Conversation for Other Positions
117(22)
Engaging in Reflective Inquiry With School Counselors
118(7)
Engaging in Reflective Inquiry With Speech-Language Pathologists
125(3)
Engaging in Reflective Inquiry With School Nurses
128(3)
Engaging in Reflective Inquiry With School Finance Officers
131(2)
Engaging in Reflective Inquiry With Media Coordinators
133(2)
Engaging in Reflective Inquiry With Chief Nutrition Directors
135(2)
Thinking About All Positions for Reflective Inquiry
137(1)
Being Reflective on
Chapter Content
138(1)
Adapting the Walk-Through and Reflective Conversation Approach for Peer Coaching and Mentoring
139(16)
Valuing the Downey Model for Peer Coaching and Modeling
140(3)
Listening to an Example Dialogue Between Peers Using the Downey Approach
143(3)
Implementing the Peer Walk-Through With Reflective Inquiry Approach
146(2)
Setting up the Program
147(1)
Implementing the Peer Coaching Approach
148(1)
Using a Peer Protocol for the Walk-Through and Reflective Inquiry
148(5)
Peer Teachers' Informal Classroom Walk-Throughs With Reflective Dialogue Protocol
148(5)
Being Reflective on
Chapter Content
153(2)
Authenticating the Three-Minute Walk-Through and Reflective Inquiry and Practice With Recent and Legitimate Research
155(10)
Providing Basic Foundational Research on Walk-Through Practices
156(2)
Considering the Limitations of Using External Feedback
158(1)
Valuing Supervisor Visibility and Instructional Improvement
159(2)
Understanding the Power of Reflective Practice and Professional Growth
161(1)
Considering Reflective Practice and Experience
162(1)
Being Reflective on
Chapter Content
163(2)
Using the Walk-Through and Reflective Dialogue to Create Professional Learning Communities
165(12)
Using the Downey Model of Reflective Practice in Professional Learning Communities
168(1)
Understanding the Leadership Responsibilities and Requirements in the Professional Learning Community
169(3)
Building Capacity for Professional Learning Communities to Develop Reflective Questions and Carry Out Reflective Conversations
172(1)
Considering the Implications for School Leaders
173(2)
Constructing a Learning Organization: A Summary
175(1)
Being Reflective on
Chapter Content
175(2)
Institutionalizing the Three-Minute Walk-Through and Reflective Inquiry
177(22)
Understanding the Prerequisites in Terms of Curriculum
179(3)
Aligning the Curriculum: Curriculum, Context, and Cognition
179(2)
Using a Mastery Learning Approach
181(1)
Considering the Prerequisites in Terms of Culture
182(2)
Having High Expectations for Students
182(1)
Viewing the Principal as Learning Leader
183(1)
Considerations for Successful Full-Scale Implementation of the Model
184(14)
Establishing System Commitment to the Implementation
185(1)
Paying Attention to Rollout Phases
185(2)
Planning for Initial Training, Retraining, and Coaching
187(1)
Providing Ongoing Involvement of Central Office
188(1)
Acculturating New Hires in Both Selection and Training
189(2)
Ensuring Congruence Among Job Descriptions, Board Policy, and the Formal Evaluation Procedures
191(1)
Planning for Formative and Summative Evaluation
192(2)
Developing Action Research Projects
194(1)
Using a Teacher's Professional Improvement Plan
195(1)
Communicating With Staff
196(1)
Understanding the Characteristics of Successful District Implementation
197(1)
Being Reflective on
Chapter Content
198(1)
References 199(10)
Index 209
Carolyn J. Downey is professor emeritus of educational leadership in the College of Education at San Diego State University. She formerly was the superintendent for the Kyrene School District, Phoenix-Tempe, Arizona. Downey has written several books and numerous articles. She is the author of the training program "The Three-Minute Walk-Through and Reflective Feedback for Higher Student Achievement." Her most recent book with Betty E. Steffy, William K. Poston Jr., and Fenwick W. English is 50 Ways to Close the Achievement Gap. She was the major architect of the CMSI Individual School Audit using the 50 Characteristics for Higher Student Achievement. She is the author of several of the Principal-Teacher Series for Higher Student Achievement training materials. She received her MS from the University of Southern California and her PhD from Arizona State University. Betty E. Steffy is a retired professor of educational leadership and policy studies at Iowa State University. She formerly was a dean of a School of Education at a regional campus of Purdue University and served as deputy superintendent of instruction in the Kentucky Department of Education. She served as a superintendent of schools in New Jersey and as a director of curriculum for a regional educational agency in Pennsylvania. She created the professional development model entitled Life Cycle of the Career Teacher. She is the author/coauthor of ten books in education and numerous articles and symposium papers at UCEA and AERA. She earned her BA, MAT, and EdD from the University of Pittsburgh. Learn more about William Postons PD offerings



William K. Poston Jr. is an Emeritus Professor of educational leadership and policy studies at Iowa State University in Ames, Iowa, where he served for 17 years. A former math and physics teacher, he accumulated 25 years of experience in educational administration including 15 years as a superintendent in Tucson and Phoenix, Arizona, and in Billings, Montana. His experience includes serving as executive director of the Iowa School Business Management Academythe licensure program for school business managers in Iowafor 15 years. He is the originator of curriculum-driven budgeting, and he has led over 75 curriculum audits. Poston has written 13 books and over 40 journal articles and continues to provide extensive service to schools in the areas of evaluation, curriculum management auditing, performance-based budgeting, and organizational quality improvement. Fenwick W. English (Ph.D.) is the R. Wendell Eaves Senior Distinguished Professor of Educational Leadership in the School of Education at the University of North Carolina at Chapel Hill, a position he has held since 2001. As a scholar/practitioner he has held positions as a school principal and superintendent of schools in California and New York and as a department chair, dean, and vice-chancellor of academic affairs at universities in Ohio and Indiana. He is the former President of the University Council of Educational Administration (UCEA) and of the National Council of Professors of Educational Administration (NCPEA). His research has been reported in national and international academic forums. He edited the 2006 SAGE Encyclopedia of Educational Leadership and Administration, the 2009 SAGE Library of Educational Thought and Practice: Educational Leadership and Administration; and the 2011 SAGE Handbook of Educational Leadership (2nd Ed.). In 2013, he received the Living Legend Award from NCPEA for his lifetime contribution to the field of educational leadership.