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) |
|
|
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) |
|
|
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) |
|
|
196 | (1) |
|
Understanding the Characteristics of Successful District Implementation |
|
|
197 | (1) |
|
Being Reflective on Chapter Content |
|
|
198 | (1) |
References |
|
199 | (10) |
Index |
|
209 | |