Driving K-12 Innovation:2022 HURDLES + ACCELERATORS(Ⅱ)

2022-06-02 13:18
江苏科技报·E教中国 2022年6期
关键词:教育工作者学习者规划

譯题:基础教育创新驱动力报告——2022挑战篇+趋势篇(二)

Product by CoSN (The Consortium for School Network) 美国学校网络联合会

《基础教育创新驱动力报告》是继《地平线报告(基础教育版)》后推出的国际教育信息化发展的重要参考报告,报告发布方美国学校网络联合会(CoSN)为《地平线报告》发布方美国新媒体联盟的原有合作伙伴,致力于为基础教育及学前领域的教育技术从业者提供团队、知识和专业发展服务,助力创建和发展更有吸引力的学习环境。

HURDLES

SCALING INNOVATION & INERTIA OF EDUCATION SYSTEMS

In March 2020, education systems around the globe were forced to pivot, adapt, and scale to continue educating K-12 students during a global pandemic. And while the effects of this ongoing, monumental disruption — and the exceptional work of educators who rapidly adapt to meet the challenges it presents — will be felt for years to come, many school systems are eager to return to familiar pre-pandemic models of education. This shines the spotlight on inertia in education — a system that drags its feet when it comes to change, reverting to the familiar and halting innovation in its tracks.

TIPS & RECOMMENDATIONS FROM THE ADVISORY BOARD

FOCUS ON THE LEARNING PROCESS

“The learning process deserves as much, if not more, attention than the learning objectives. It is also important to consider future-ready competencies of students. Classroom instruction should be learner-centered and equity-based by design. Focusing on a growth mindset helps ensure that progress is made and monitored. Developing a learner mindset is aided by providing learners with feedback and the opportunity to reflect on learning”(Kelly May-Vollmar, Desert Sands Unified School District, California, U.S.).

LEVERAGE EXISTING WISDOM ABOUT CHANGE

Design changes and rollouts in your school system that support your population. Consider leveraging:

?誗professional learning that is effective, experiential, and actionable;

?誗data analytics to explore what is working, where, and for whom to determine how to best scale out exemplar practices;

?誗participant design that includes teacher and student voice, enabling agency and increasing engagement;

?誗and existing assets and strengths of teachers through dynamic communities of practice supported with digital collaborative platforms.

DEVELOP A PLAN FOR INNOVATION SUSTAINABILITY

School systems must be prepared with an evidence-informed, data-driven iterative plan to:

?誗scale out innovation so that it becomes sustainable programmatic elements of schooling;

?誗provide ongoing professional development oppor-tunities around innovation;

?誗define ways to measure the impact of innovations so there is support for sustaining them;

?誗and maintain the edtech items and infrastructure of innovation projects, and plan for the ownership and future funding of these components.

Additionally, revisit your existing strategic planning approaches and move away from the usual annual rote exercise. For example, learning that can build the capacity of distributed leadership with futures thinking, data-aware scenario planning and user-centered design.

CONTINUE TO MAKE INFRASTRUCTURE CHANGES

Michael Lambert (True North School, Hanoi, Vietnam) suggests making small-scale changes to your infrastructure on a yearly basis, which allows you to stay current with the new tech devices. “Try to keep at a ‘prototype’ scale,” said Lambert. “There are drawbacks, but we see this as a viable solution.”

ATTRACTING & RETAINING EDUCA-

TOR AND IT PROFESSIONALS

The pandemic has been hard on all involved in the education system, from leadership to parents to students. For educators and IT professionals, the mental, physical, emotional, and financial burdens endured have been great. This has resulted in a number of teachers considering leaving the profession more than pre-pandemic years and more educators entering school systems with fewer certifications.

TIPS & RECOMMENDATIONS FROM THE ADVISORY BOARD

CONSIDER A GROWTH PATH FOR STAFF

Provide staff with opportunities for growth. “We allow them to explore areas of interest in the tech sector and engage with those types of projects during their day,” said David Quinn (Mendon-Upton Regional School District, Massachusetts, U.S.).“We also actively discuss their growth trajectory, providing internal pathways when possible and encouraging them to explore other positions if they better meet their career goals. We want our district to develop a reputation where people we hired speak well of their experience and grow professionally due to being here.”

CREATE A POSITIVE ORGANIZATIONAL CULTURE

A positive internal culture does wonders: educators stay when the culture is dynamic, safe, and encouraging; when the work is missional; and when there are opportunities to innovate in impactful ways.

HAVE A TECHNOLOGY PLAN

The creation of a technology plan helps IT professionals to better understand what their role is and the budget is for the plan’s implementation. In alignment with your organizational strategic plan, create a system-aligned, regularly-tuned portfolio of programs, initiatives, and services to prioritize work and ensure the best use of peoples’ talents and time.

译文

挑战

规模创新与教育系统的保守

2020年3月以来,因疫情暴发,为了保障基础教育“停課不停学”,全球各地的教育体系不得不面临变革、调整并保持相应规模。这种影响持续存在,而且意义深远。未来几年,教育者们为迅速应对挑战所开展的杰出工作将被感受到。许多学校希望恢复到疫情前熟悉的教育模式。这是由于教育系统固守的习惯造成的——这凸显了教育自身的保守,当变化开始时,教育系统裹足不前,希望回到熟悉的环境中,并拒绝创新。

咨询委员会的提示和建议

关注学习过程

“学习过程同学习目标一样值得关注,同样重要的是要考虑学生对未来的准备能力。课堂教学的设计应该以学习者为中心,以公平为基础。要注重学习者思维模式的形成,这有助于学习成效的达成和监控。可以通过向学习者提供反馈和反思学习的机会发展思维模式。”(Kelly May-Vollmar,来自美国加利福尼亚州沙漠金沙联合学区)

运用已有的变革智慧

在学校系统中规划改革并推出方案,为学生提供支持,并思考如何运用:

?誗专业化学习是有效的、有体验的并且可操作的;

?誗数据分析的目的是探索什么是有效的,在哪里发生,目标对象是谁,以确定如何更好地推广典型案例的应用;

?誗参与者设计包括听取教师和学生的意见,如此一来效果更好,参与性更强;

?誗通过数字化协作平台支持的动态实践社区可以增强现有的师资资源和优势。

制订创新的、可持续性计划

学校系统必须准备一个基于证据、数据驱动的迭代计划,目的如下:

?誗扩大创新,使其成为学校教育可持续的有规划的要素;

?誗围绕创新提供持续的专业化发展机会;

?誗确定衡量创新影响力的方法,以支持创新;

?誗维护教育科技项目和创新项目的基础设施,并为这些要素的所有权和未来资金做规划。

此外,重新审视现有的战略规划方法,摒弃往年生搬硬套的方式。例如,通过面向未来的思考、数据感知场景规划和以用户为中心的设计,学习如何建立分布式领导能力。

继续进行基础设施改革

Michael Lambert(越南河内真北学校)建议每年对基础设施进行一次小规模的改变,这样就可以跟上新技术设备的发展。Lambert提出:“尽量保持住‘原型’规模。这样做虽然有不足之处,但我们认为这是一个可行的解决方案。”

吸引和留住教育工作者和IT专业人士

从领导层到家长再到学生,这场疫情让教育系统的所有参与者都感到紧张。对教育工作者和IT专业人士来说,他们承受着巨大的精神、身体、情感和经济负担。这导致许多教师在疫情的这几年会考虑离职,而更多的人通过较少的认证就可以进入学校系统。

咨询委员会的提示和建议

考虑员工成长的路径

为教职工提供成长机会。David Quinn(来自美国马萨诸塞州门顿-厄普顿学区)说:“我们允许教师探索感兴趣的科技领域,并参与这些类型的项目。我们还积极讨论他们的成长轨迹,在可能的情况下提供内部通道,并鼓励他们在更好地实现职业目标的情况下探索其他职位。我们希望能够在所在地区建立声誉,让我们的教职工能够很好地推广他们的经验,并因此在这里得到专业成长。”

创造积极的组织文化

积极的内部文化会带来奇迹:当文化充满活力、安全感和激励精神时,当工作具有使命感时,当有机会以有效的方式进行创新时,才能够留住教育工作者。

制订技术计划

形成技术规划有助于IT专业人员更好地了解他们的角色以及计划实施的预算。根据组织战略计划,创建协同一致、定期调整的项目、计划和服务的组合,以及确定工作的优先级,并确保发挥人员的最佳才能,确保时间合理使用。

猜你喜欢
教育工作者学习者规划
在线学习环境下学习者画像构建研究
教育“内卷”如何破解?——教育工作者谈立德树人
十二星座是什么类型的学习者
情感过滤假说在对外汉语教学中的应用
非正式学习环境下基于移动终端的学习者模型研究
德国早期儿童教育工作者严重短缺
China’s Artificial Intelligence Revolution
身为一个教育工作者的几点思考