For years, the secrets to great teaching have seemed more like alchemy than science, a mix of motivational mumbo jumbo and misty-eyed tales of inspiration and dedication. But for more than a decade, one organization has been tracking hundreds of thousands of kids, and looking at why some teachers can move them three grade levels ahead in a year and others can’t. Now, as the Obama administration offers states more than $4 billion to identify and cultivate effective teachers, Teach for America is ready to release its data.
There are those who will criticize Teach For America and will question the data and try to invalidate it. Focus on how they do this, and see if it's logical and/or rational. See if it's ideological.
And keep in mind that the friendly story linked above is from the Atlantic, hardly a conservative mouthpiece.
There are some real gems in this story:
Parents have always worried about where to send their children to school; but the school, statistically speaking, does not matter as much as which adult stands in front of their children. Teacher quality tends to vary more within schools—even supposedly good schools—than among schools.
Superstar teachers had four other tendencies in common: they avidly recruited students and their families into the process; they maintained focus, ensuring that everything they did contributed to student learning; they planned exhaustively and purposefully—for the next day or the year ahead—by working backward from the desired outcome; and they worked relentlessly, refusing to surrender to the combined menaces of poverty, bureaucracy, and budgetary shortfalls.
Asking “Does anyone have any questions?” does not work, and it’s a classic rookie mistake. Students are not always the best judges of their own learning.
Poverty matters enormously. But teachers all over the country are moving poor kids forward anyway, even as the class next door stagnates. “At the end of the day,” says Timothy Daly at the New Teacher Project, “it’s the mind-set that teachers need—a kind of relentless approach to the problem.”
Those who initially scored high for “grit”—defined as perseverance and a passion for long-term goals, and measured using a short multiple-choice test—were 31 percent more likely than their less gritty peers to spur academic growth in their students. Gritty people, the theory goes, work harder and stay committed to their goals longer. (Grit also predicts retention of cadets at West Point, Duckworth has found.)
But another trait seemed to matter even more. Teachers who scored high in “life satisfaction”—reporting that they were very content with their lives—were 43 percent more likely to perform well in the classroom than their less satisfied colleagues.
But if school systems hired, trained, and rewarded teachers according to the principles Teach for America has identified, then teachers would not need to work so hard. They would be operating in a system designed in a radically different way—designed, that is, for success.
Plenty to think about there.