Showing posts with label Formative Assessment. Show all posts
Showing posts with label Formative Assessment. Show all posts

Wednesday, March 31, 2021

A Strategy to Utilize a Formative Assessment Process During Virtual Chapter or Content-specific Quizzes

Proponents of Invitational Education theory KNOW effective connections matter in education.  A dozen or more individual rectangles on a screen does not perpetuate community.  In this regard, the first intentionally inviting opportunity is to remember that behind each virtual rectangle is a whole person who individually comprises a part of the patchwork quilt that is your potential learning community.

During the pandemic the need to effectively conduct breakout rooms, utilize discussion boards to stimulate a professional learning community, or virtually assess student learning has provided opportunity and angst.  During the best of circumstances, 60% of a course's learning objectives are "lost" within 8-weeks after completion.  What will be the percentage of learning loss during times of forced virtual instruction resulting from the pandemic? The full impact of the COVID-19 pandemic on students is still very much being processed

 The educational community can increase retention of learning with a strategy that utilizes a formative assessment process during virtual chapter or content-specific quizzes.  So many teachers have been using multiple-choice quizzes through their learning management system (LMS).  A little fine-tuning of the quiz’s restrictions and submission perimeters can turn a summative quiz into a more inviting formative opportunity.

For upper elementary grades and above, chapter quizzes through a LMS can provide formative evaluation. Specifically, this can be done by the teacher providing two opportunities (attempts).  The higher result of the student’s two attempts is graded.

If the initial attempt earned between 40-95% then the LMS has been set to allow the student a second attempt.  The feedback from the initial attempt affirms and reinforces the student’s correct response to the question.  The student then must deduce or identify which initial responses were not affirmed, which means they were incorrect.  If below 40%, the student is obviously lost and needs more direct support before a pothole in learning becomes a crater. This is the communication loop essential to formative assessment.

Prior to the second attempt, the instructor's explicit guidelines intentionally invites the errant student to review what was unknown or unclear. Additional individual learning can then occur.  Thereafter, the second attempt elicits a better answer that ideally validly acknowledges the student’s learning.   

To cite:

Anderson, C.J. (March 31, 2021). A strategy to utilize a formative assessment process

during virtual chapter or content-specific quizzes. [Web log post] Retrieved from

 

 

References

Purkey, W. W., & Novak, J. M. (2016). Fundamentals of invitational education. (2nd Ed)
            International Alliance for Invitational Education. Retrieved from:
            http://invitationaleducation.net/product/category/books
 
Weymes, E. (2003). Relationships not leadership sustain successful organizations.
            Journal of Change Management, 3(4), 319-331. doi.org/10.1080/714023844

Tuesday, December 31, 2019

Idealism and the Power of Intentionality


Often the behaviors exhibited by students, customers, clients, or stakeholders are the result of feeling lost.  Outside of the zone of proximal development (Vygotsky, 1933), uncertainty creates a conflict cycle and thereby ineffective learning.  Borne from not knowing how to ask the better question, the result can be frustration, anxiety, or tension
       Platonic Idealism embraces the search for truth and therefore the dialectical approach to problems is crucial to this school of philosophy. Formative assessment proponents recognize the communication loop as essential when assessing FOR learning. Advocates of Invitational Theory and Practices know others are better served by intentionally inviting and modeling questions that promotes dialogue. 
“The research on the effects of Invitational Education Theory in the educational administrative process is relatively new as compared to other theories pertaining to leadership” (Egley, 2003, p.57).  Burns and Martin (2010) believed their literature review, which included analysis of Aldridge, (2003); Jennings,(2003); Penner, (1981); Shapiro, (1990); and Stillion & Siegel, (2005) reinforces their premise that “contemporary leaders in education must face a new day requiring skills and knowledge beyond what needed to be exhibited by previous leaders” (p. 30).  Purkey and Siegel blended leadership qualities, values, and principles to develop the invitational leadership theory and model that invited success from all interested stakeholders (Burns & Martin, 2010).  “This model shifts from emphasizing control and dominance to one that focuses on connectedness, cooperation, and communication” (Purkey & Siegel, 2013, p.1).  “Invitational leadership was created based upon four basic assumptions exemplifying invitational leaders: optimism, respect, trust, and intentionality” (Burns & Martin, 2010, p.31).  It is now recognized that intentionality, care, optimism, respect, and trust (ICORT) exemplify the invitational leader’s mindfulness.  Combined with the four basic assumptions are five powerful factors: people, places, policies, programs, and processes, which Purkey and Siegel call the “five P’s” (p. 104), which have separate and combined influence on Invitational Leadership.  The combination of these five P’s and an exhibition of ICORT provide limitless opportunities for the Invitational Leader because the result can positively impact the total culture of nearly every organization.
An implication for future practice can be derived from the invitational leadership’s assumption of intentionality.  Citing Stillion and Siegel’s recommendation for all leaders becoming “well-versed in the issue of intentionality” (2005, p. 9), it is reasonable to advance the definition presented by Day, et. al., (2001), whereby intentionality is “a decision to purposely act in a certain way, to achieve and carry out a set goal” (p.34).  Showing contempt only destroys motivation and incites division.  Let a mindset elevated by intentionality, care, optimism, respect, and trust (ICORT) guide all your educational and leadership endeavors. May the new year provide many opportunities for perfect clarity while encouraging human potential.


To Cite:
Anderson, C.J. (December 31, 2019) Idealism and the Power of Intentionality [Web log post]

References
Burns, G., & Martin, B. N. (2010). Examination of the Effectiveness of Male and Female
Educational Leaders Who Made Use of the Invitational Leadership Style of Leadership. Journal of Invitational Theory & Practice, 1629-55. Retrieved from EBSCOhost

Purkey, W. W., & Novak, J. M. (1996). Inviting school success: A self-concept approach
            to teaching, learning, and democratic practice (3rd ed.). Belmont, CA: Wadsworth
            Publishing Company. Retrieved from:           http://invitationaleducation.net/featuredbooks.html

Purkey, W. W., & Novak, J. M. (2016). Fundamentals of invitational education. (2nd Ed)
            International Alliance for Invitational Education. Retrieved from:

Purkey, W. W., Schmidt, J. J., & Novak, J. M. (2010). From conflict to conciliation: How
            to defuse difficult situations. Thousand Oaks, CA: Corwin Press. ISBN:
            9787452212104

Purkey, W. W., & Siegel, B. L. (2013). Becoming an invitational leader: A new approach            to
professional and personal success. Atlanta, GA: Humanics. Retrieved from:

Schmidt, J. J. (2004). Diversity and invitational theory and practice. Journal of Invitational
        Theory & Practice, 10, 27-46.

Schmidt, J. J. (2007). Elements of diversity in invitational practice and research. Journal of
        Invitational Theory & Practice, 13, 16-23.


Thursday, October 31, 2019

Reliable Assessment Utilization Can Impact Inclusion Rates More Than Knowledge of Mandates


Public Law (PL) 94-142 (1975) mandated a “free and appropriate public education” (FAPE) for students identified with disabling educational conditions. Within this law was the concept of Least Restrictive Environment (LRE), which meant each student is to be individually evaluated and placed on a continuum of options including general education classes, separate classes, separate schools, home, or a hospital setting for part or all day. PL 94-142 certainly was enormously successful in providing students with disabilities access to a public education. However, far too many placement decisions initially foreclosed students to separate facilities, an indication that a largely segregated system, often referred to as a “parallel system,” had been created. PL 94-142’s mechanism of LRE was often being interpreted as a legal and valid option of not placing a student with a disability in a general education classroom. Lipsky and Gartner (1997) and Linton (1998) found reformists, disability rights advocates, activists, and others criticized the LRE mandate as a loophole, which allowed institutions of education to maintain the non-integration of people with disabilities into schools and therefore society at large.
Reviewing mainstreaming beliefs and practices in education dating back to 1975, Lipsky and Gardner (1997) found mainstreaming is based on an assumption that a student with a disability can cope with the academic and social demands of a general education classroom. Specifically, they found mainstreaming was traditionally only “applicable to those students who were considered to be most like normal” (p. 77). By contrast, inclusion signifies that a student with a disability can benefit both academically and socially from the general education classroom, even if goals for students with disabilities were different from typically developing students. Too often mainstreaming and inclusion are used interchangeably in educational literature (Fuchs, 2010). They differ significantly in terms of both definition and philosophy. In a critical commentary on the field of special education, Kauffman (1998) stated, “Inclusion has become virtually meaningless, a catch-word used to give a patina of legitimacy to whatever program people are trying to sell or defend” (p. 246). The p,  eriod following 1997 marked a clear point of change in the field of special education. Requirements increasing accountability using standards-based assessment for all students as stated in the reauthorization of IDEA (1997) stressed increased access to the general education curriculum and inclusion of general educators as members of the Individualized Education Program (IEP) team. These explicit mandates promoted the opportunity for increased inclusion to become firmly established as the foundation for placement decisions. Although requirements for placement within the least restrictive environment had been in special education legislation since 1975, the explicit mandates of IDEA 1997 increased academic expectations, resulting in a shift in policies and practices within education. An effective “inclusion movement” helps ensure educators will, to the greatest extent appropriate, provide access to the general education curriculum in the least restrictive environment (LRE) for students with disabilities.  A greater understanding as to what elements denote effective progress for this inclusion movement may result from a thorough analysis of data available through the U.S. Department of Education (USDE) and state educational agencies (SEA).
Through IDEA (2004) State Performance Plans (SPP) mandates, the USDE required identification, evaluation, and monitoring of each state’s attempts to address concerns related to the inclusion of students with special needs in the least restrictive environment (LRE). States must also collect data on variables that may influence its districts’ practices related to the inclusion of students with special needs in the LRE. Identification of effective progress toward satisfaction of LRE mandates, as identified by SPP Indicator 5 measures, can therefore be further analyzed by determining whether certain variables are more present in those states deemed highly successful. Understanding how to review SPP Indicator 5 data will allow stakeholders to utilize leadership principles described by Stephen Covey (1992) whereby “…good managers will take you through the forest, no matter what.  A leader will climb a tree and may say, ‘This is the wrong forest’.”  
As the result of the No Child Left Behind (NCLB) Act of 2001 and the Individuals with Disabilities Education Improvement Act (IDEA, 2004), each state was required to identify baseline data related to its local educational agencies’ special education programs performance on education-related performance indicators. In addition to other important performance indicators, the Office of Special Education Programs (OSEP) of the U.S. Department of Education (USDE) evaluated and monitored each state’s attempts to address concerns related to the inclusion of students with special needs in the least restrictive environment (LRE). This data was identified and monitored as SPP Indicator 5. Specifically, this performance indicator addresses the educational placement of children with IEPs aged 6 through 21, based on the percent of the day spent in one of three diverse types of educational environments:
A. Removed from regular class less than 21% of the day;
B. Removed from regular class greater than 60% of the day; or
C. Served in public or private separate schools, residential placements, or homebound or hospital placements.
(20 U.S.C. 1416(a)(3)(A))
Most states initially collected and identified baseline data by analyzing LRE statistics based on the 2004-2005 fiscal year. Thereafter each state planned to collect and analyze yearly LRE data for SPP Indicator 5.  A sampling of ten initial State Performance Plans (SPP) found there was diversity in the baseline percentages identified for each state’s Indicator 5 results. The five-year progress projections were uniformly modest. For instance, the sampling revealed each of the ten states’ with approved SPP for Indicator 5, part A, established improvement as one-half of one percent (.005) per year. Therefore, it would be ten-years before a 5% increase in inclusion rates would be realized.
If USDE evaluation and monitoring of  state’s Performance Plans for Indicator 5, part A and each state’s Annual Performance Report (APR) remains deficient for pushing increased inclusion rates, then professional development may be the better hope for reform of LRE initiatives.  Research suggested professional development is most effective when teachers engage in instructional inquiry within the context of collaborative professional communities that focus upon instructional improvement and student achievement. Research suggested great value in professional development that ensures teachers support of each other in understanding policies and research that guide effective practices related to inclusive programs (Baker, Gersten, Dimino, & Griffiths, 2004; McLeskey & Waldron, 2004; Vaughn & Coleman, 2004; and Waldron & McLeskey, 2009).  Crucially, research indicated the positive impact of creating and implementing embedded professional development intended to improve instructional practices that lead to improved outcomes for individuals with exceptional learning needs and their families (Beverly, Santos, & Kyger, 2006; Bryant, Linan-Thompson, & Ugel, 2001; Englert & Rozendal, 2004; Monteith, 2000; Powers, Rayner, & Gunter, 2001; Voltz, 2001; and Voltz, Brazil, & Scott, 2003).
  Traditional theorists contend current teacher preparation standards are sufficient for promoting the education for students with special needs in the least restrictive environment (Andrews, Carnine, Coutinho, Edgar, Forness, Fuchs & Fuchs, 2000). By contrast, Reformists or Substantial Re-conceptualists, contend explicit standards are requisite for ensuring inclusive education for students with special needs in the least restrictive environment (Paul & Paul, 1996; Andrews, et. al., 2000). To improve rates of inclusive educational practices, states would benefit from requiring explicit teacher preparation standards related to the effective implementation of LRE mandates rather than merely comprehending the meaning of LRE.  However, understanding the adverse impact of assessment systems upon diverse students and how to effectively monitor and adjust instruction based on assessments FOR learning, may be more powerful for encouraging change. 
Systemic approaches that utilize diverse evaluations allow all stakeholders a better opportunity to make decisions based on holistic data.  Diverse data analysis offers the opportunity to more reliably monitor and adjust plans for student, classroom, and school-wide improvement.  This systemic approach provides an opportunity that is not reliably possible through analysis of a solitary, end-of-year test.  The latter “simply cannot provide sufficient formative information to guide teaching and learning throughout the year (Herman, 2010, p 3).
An embrace of the learning for all mission will be more valuable for promoting LRE initiatives.   A coherent, data-based accountability system is identified as a correlate of Effective Schools Research (Lezotte & Snyder, 2011). More important than understanding the continuum or cascade of services (Deno, 1962; Reynolds, 1970) available to diverse students is the ability to navigate or advocate for an assessment system promoting a coherent network that provides the opportunity to develop, implement, and utilize data-based accountability. The lack of collaborative and deliberate consideration and respect for the student’s present level of academic achievement and functional performance results in problematic decisions that adversely effects the integrity of the placement process.

To cite:
Anderson, C.J. (October 31, 2019) Utilization of assessments options can increase inclusion better 
       than mandate knowledge. [Web log post] Retrieved from http://www.ucan-cja.blogspot.com/

References:

Andrews, J. E., Carnine, D. W., Coutinho, M. J., Edgar, E. B., Forness, S. R., Fuchs, L.,
et al. (2000). Bridging the special education divide. Remedial and Special Education, 21(5), 258-260, 267.
Connor, D. (2007). A (Brief) History of Inclusion in the USA. Supporting Inclusive
            Classrooms: A Resource. NYCTFQIS
Darling-Hammond, L. (2005). Developing professional development schools: Early lessons,
challenge, and promise. In L. Darling-Hammond (Ed.), Professional development schools: Schools for developing a profession (pp. 1-27). New York: Teachers College Press.
Eichenger, J., & Downing, J.E.  (2002). Instruction in the general education environment. 
In J. Downing (Ed.) Including students with severe and multiple disabilities in typical classrooms:  Practical strategies for teachers (2nd ed.).  Baltimore:  Paul H. Brookes Publishing Company.
Elbaum, B.; Vaughn, S.; Hughes, M.T.; Moody, S.W.; Schumm, J.S. (2000).  How
            reading outcomes of students with disabilities are related to instructional grouping
            formats:  A meta-analytic review.  In R. Gersten, E.P. Schiller, S. Vaughn (eds.),
            Contemporary special education research:  Synthesis of the knowledge base on
            critical instructional issues.  (pp. 105-136).   Mahwah, NJ: Erlbaum.
Fuchs, D., & Fuchs, L. (1995). Inclusive schools movement and the radicalization of
special education reform. In J. M. Kauffman and D. P. Hallahan (Eds.), The inclusion of full inclusion: A comprehensive critique of a current special education bandwagon (pp. 213242). Austin, TX: ProEd.
Lipsky, D. K., & Gartner, A. (1997). Inclusion and school reform: Transforming
 America’s classrooms. Baltimore: Paul Brookes. 
Reynolds, M. C. (1989). An historical perspective: The delivery of special education to
mildly disabled and at-risk students. Remedial and Special Education,10 (6),7-11.
Reynolds, M.C., & Birch, J.W. (1977). Teaching exceptional children in all America’s
 schools. Reston, VA: The Council for Exceptional Children.
Sindelar, P.T., Brownell, M.T., Correa, V., McLeskey, J., Bishop, A., Smith, D.,
Tyler, N., & Waldron, N., (2001). The Center on Personnel Studies in Special Education: Assessing the Quality of Preservice Teacher Preparation. Paper presented at the annual meeting of the Teacher Education Division of the Council for Exceptional Children, St. Petersburg, FL.

Saturday, September 29, 2018

Considering Educational Change Initiatives: The role of data compared to intuition

Effective facilitators of change initiatives understand the difference between the role of data compared to the role of intuition during the decision-making process.  While data may be misinterpretedintuition is typically subject to bias.  Therefore, it is important to reconcile the efficacy of the data analysis process rather than depending upon intuition when seeking valid and reliable solutions.     
Effective Schools Research (Lezotte & Snyder, 2011) proved the value of formative assessments when seeking to optimize student learning.  In relation to the evaluation of learning, major differences exist between the purpose and value of standardized summative tests compared to formative assessments.  Standardized summative tests typically are assessments OF learning.  By contrast, formative assessment presents the opportunity to develop assessments FOR learning (Stiggins, 2008).  
Educational leaders, intent on increasing the system’s collective capacity for student achievementensure collaborative school teams create common formative assessments.  Dufour et al (2008) cited Reeves’ (2004) belief that when collaboratively created, common formative assessments are the “best practice in assessment” (p.71).  As part of the evaluation process, leaders should emphasize the need for potential solutions to be derived from diverse data analysis grounded in research-based best practices.  By contrast, identification and implementation of changes based on faulty analysis, skewed by bias-laden intuition, could either result in paralysis by analysis or knee jerk reactions.  The goal of assessment proficiency is to allow teachers to collect data based on student learning and then help them to reliably adjust instruction or interventions to optimize the learning for all mission.    
Assessment is how educators can measure or confirm learning.  Based on this simple reality, effective teachers grasp the reality that assessment and learning are two COMPLIMENTARY sides of the education process.  Therefore, diverse assessment data help reflective teachers' creativityleading to innovative but reliable instruction and interventions.   
The development of common formative assessments through professional learning communities enhance the assessment literacy of involved teachers (Dufour et al., 2008) and mitigate potential bias.  Crucially, collaborative teams outperform individual efforts, therefore, "learning not only occurs in teams but endures" (Schmoker, 1999, p. 12).  Social cognition theory (Vygotsky, 1979) and the emotional tenor of the school (Reason, 2010) are two factors that help a collaborative team exhibit increased levels of innovation and creativity compared to a single teacher operating within a lonely, isolated classroom.  An effective leader does not leave the emotional tenor of a school to chance.  Rather, she or he promotes an emotionally positive climate and collaborative culture that highlights sustained learning as monitored through diverse assessments.   
Researchers believe deep and meaningful professional development results when staff creatively and reliably DO the work rather than either training to do or planning to do the work (Stiggins, 1999; Pfeffer and Sutton, 2000; Fullan, 2001; Dufour et al., 2008).  Therefore, an effective leader enhances the practical application of collaborative assessments and shared data points by ensuring analysis, application, and formation of next steps within an effective professional learning community (PLC) rather than through isolated, autonomous classrooms.  An effective school-based PLC relies on the creation and analysis of collaborative assessments, embraces collective inquiry, commits to continuous improvement, and is results-oriented (Dufour et al., 2008). 
In summary, an effective school’s decision-making processes shape its learning agenda based on the utilization of both formative and summative assessment data analysis.  Common formative assessments are essential (Reeves, 2006) but optimized when developed, implemented, and reviewed through an approach that is systemically engrained by tenets of an effective professional learning community (Schmoker, 2004b; Dufour et al, 2008; Marzano & Waters, 2009).  Unlike summative assessments, common formative assessments increase creativity grounded in defined autonomy (Marzano & Waters, 2009).  Formative and summative assessment data analysis reliably satisfies the correlate of frequent monitoring and adjustment (Lezotte, 1991).  Compared to intuition-fueled beliefs, diverse data analysis based on researchdefined autonomy, and effective collaborative practices lead to more informed, reliable solutions that result in sustained success  


To cite: 
Anderson, C.J. (September 30, 2018) Considering educational change initiatives: The role of data  
compared to intuition. [Web log post] Retrieved from http://www.ucan-cja.blogspot.com/ 

References 
DuFour, R., DuFour, R., & Eaker, R. (2008). Revisiting professional learning communities at  
work: New insights for improving schools. Bloomington, IN: Solution Tree Press. 

Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass. 

Lezotte, L. (1991). Correlates of effective schools: The first and second generation. Okemos,  
MI: Effective Schools Products. Retrieved from: http://www.effectiveschools.com 

Lezotte, L. W., & Snyder, K. M. (2011). What effective schools do: Re-envisioning the correlates.  
Bloomington, IN: Solution Tree Press. 

Marzano, R. & Waters, T.(2009). District leadership that works. Bloomington, IN: Solution  
Tree Press 

Pfeffer, J., & Sutton, R. (2000). The knowing-doing gap: How smart companies turn knowledge  
into action. Boston: Harvard Business School. 

Reason, C. (2010). Leading a learning organization: The science of working with others.  
Bloomington, IN: Solution Tree Press. 

Reeves, D. (2004). Accountability for learning: How teachers and school leaders can take  
charge. Alexandria, VA: Association for Supervision and Curriculum Development. 

Reeves, D. (2006). The learning leader. Alexandria, VA: Association for Supervision and  
Curriculum Development. 

Schmoker, J, (1999) The Key to Continuous School Improvement (2nd ed.) Arlington, VA: 
ASCD 

Stiggins, R. (1999). Assessment, student confidence, and school success. Phi Delta Kappan 
              81(3), 191–198. 

Stiggins, R. (2001). Student-involved classroom assessment (3rd ed.)Upper Saddle River, NJ:  
Prentice Hall. 

Stiggins, R. (2008). Assessment FOR Learning, the Achievement Gap, and Truly Effective 
Schools. Portland, OR:  ETS Assessment Training Institute 

Tudge, J., & Scrimsher, S. (2003). Lev S. Vygotsky on education: A cultural-historical,  
interpersonal, and individual approach to development. In B. J. Zimmerman &  
D. H. Schunk (Eds.), Educational psychology: A century of contributions  
(pp. 207–228) Mahwah, NJ: Erlbaum