Supporting Professional Learning In Practice

As mentioned in the previous blog I wrote, professional learning is supported by providing choice and promoting inclusion of all. These are all great ideas in theory but in practice what structures and events need to be in place to ensure that this actually will work? There are four major ideas that have emerged through our experience in the implementation of this plan: 1. Time must be embedded, 2. Whole staff events are organized with the intent of promoting cross-pollination of ideas, 3. Communication of the vision must be clear and 4. Making the work visible for others must be a primary purpose.

The greatest barrier to all professional learning within a building is time. There is never enough time to do the professional learning that we intend. The immediate needs of the classroom far outweigh what is often perceived as an additional thing that I need to do. Here are some ideas we have implemented to have more time: 1. shorten instructional time slightly to give time back to teachers (we have 30 minutes of contact time Monday through Thursday); 2. meeting times on a monthly basis is modified to provide additional professional learning time; and 3. having 10 non- instructional days, 7 of which are driven by departmental and individual work. Other ideas may be to set aside regularly 10-15 minutes of whole staff meeting time or department meeting time to engage in professional learning conversations. As Stoll, Fink and Earl (2003) like to write, “It’s about learning and It’s about time”.

Organizing whole staff events are at the core of the sharing opportunities that we provide. In addition, these whole staff events are key moments for us to organize collaborative groups and clarify the work we are undertaking. Here are some of the events that we have implemented. The first example is one where staff members are given the opportunity to explore the three different approaches to professional learning (action research, peer coaching, and PLCs). This was a time to come to a common understanding of the three different approaches and establish groups. These groups would then form norms of interaction. A second example is running a mini-convention. This was a great sharing opportunity. Sessions were put forward and facilitated by staff members and other staff members would choose which session suited their interest and needs best. A third event was a sharing and celebrating event. During this time staff were given time to prepare and share the work that they had been doing throughout the year.  A final example was one we did at the beginning of the second year. We hosted a “Revisiting, Reviewing and Revising” day where staff were given the time to adjust the focus of their work, form new groups, and chose a different approach should they have discovered their first choice was not working for them. Embedded within all of these different events is the idea that the event must promote conversation, leading to a cross-pollination of ideas and that it must be inclusive of everyone on staff.

Upon receiving feedback about areas of growth it became apparent for the need to enhance the communication of the professional learning within the building. Communication originally was exclusive to whole staff meeting, staff e-mails and during whole staff events. The committee that organized the professional learning was comprised of individuals from a number of different departmental groups but did not have representation from everyone. These individuals would share the work of the committee and obtain feedback during their regular departmental meetings or through informal conversations. Enhancements to this communication model included the following: creation of posters to be distributed through work spaces in the building to help make visible the mission and goals of the professional learning, distribution of a summative report to all Learning Leaders from each department in the building, and the creation of an orientation handout for new staff. It is through strong communication where misconceptions and ideas are addressed and clarified for staff. In the absence of clear information individuals are likely to generate and share misinformation.

Finally is the effort to share our work with others. There are a number of different approaches that we have used to help capture the professional learning that is happening and then showing it back to staff. These would include: asking staff to document groups goals, focus and norms of interaction; staff members use poster paper to share ideas, laminating them and showing them back to staff at other times throughout the year; providing staff members a hash-tag to use digital media such as “Twitter” to record ideas, comments and suggestions that occurred throughout whole staff professional development events; using post it notes and posting them on a whiteboard making ideas visible to others. These are few of the ideas that we used to help in an effort to share our work with others.

Professional learning is at the core of teaching and learning. As part of the High school redesign initiative we are called into professional learning where: structures are created to better support new types of learning relationships; collaboration and shared decision making are encouraged; administrators participate in the learning community and expand their leadership roles; teachers build and have access to a growing repertoire of approaches to learning; teachers work together to improve the design and delivery of the curriculum (Alberta Education, 2011). It is my feeling that the professional development vision that we have created and are using meets all of these requirements.

References

 Alberta Education (2011). Educators Roles and Professional Development. Retrieved from: https://ideas.education.alberta.ca/media/74562/edrolesandpd.pdf

Stoll, L. ,Fink, D., & Earl, L. (2003) It’s About Learning (and It’s About Time):What’s in it for Schools?. New York, NY: RoutledgeFalmer.