Showing posts with label Invitational Education Theory. Show all posts
Showing posts with label Invitational Education Theory. Show all posts

Saturday, April 30, 2022

What is Needed to Supplement Tier 3 Reading Interventions?

           Before we dive fully into what is needed to effectively supplement Tier 3 reading interventions, let’s review what it means to have phonemic and phonological awareness.  Ideally, there is no argument that phonemic and phonological awareness is an essential competency for emergent literacy. Phonemic awareness is the ability to hear and manipulate the sounds in spoken words and the understanding that spoken words and syllables are made up of sequences of speech sounds (Yopp, 1992).

Phonemic awareness is essential to learning to read in an alphabetic writing system, because letters represent sounds or phonemes.  Without phonemic awareness, phonics makes little sense.  Phonemic awareness is fundamental to mapping speech to print.  For instance, if a child cannot hear that "man" and "moon“ begin with the same sound or is unable to blend the sounds /rrrrrruuuuuunnnnn/ into the word "run",  then he or she may have great difficulty connecting sounds with their written symbols or blending sounds to make a word.

A phoneme is a speech sound.  A phoneme is the smallest unit of spoken language.  It has no inherent meaning (National Reading Panel, 2000).  Phonemic awareness involves hearing language at the phoneme level. Phonemic awareness is not phonics.  Phonemic awareness is auditory and does not involve words in print.  Phonemic awareness is important because it teaches students to attend to sounds. Phonemic awareness primes the connection of sound to print.  Phonemic awareness gives students a way to approach reading new words.  Phonemic awareness helps students understand the alphabetic principle whereby letters in words are systematically represented by sounds.

Phonics, is the use of the code (sound-symbol relationships to recognize words.  Phonological awareness is the ability to hear and manipulate the sound structure of language. This is an encompassing term that involves working with the sounds of language at the word, syllable, and phoneme level.

Phonemic and phonological awareness is difficult because although the English language includes 26 letters, there are approximately 40 phonemes.  Sounds are represented in 250 different spellings.  For instance, /f/ as in ph, f, gh, ff.  Research has established that children lacking phonemic and phonological awareness skills exhibit difficulty grouping words with similar and dissimilar sounds (mat, mug, sun), blending and splitting syllables (sun-ny), blending sounds into words (m_a_n), segmenting a word as a sequence of sounds (e.g., fish is made up of three phonemes, /f/ ,/i/, /sh/), detecting and manipulating sounds within words (change “r” in “run” to “s” to make “sun”), (Kame'enui, et. al., 1997).

Most research-based reading intervention programs utilize a phonemic and phonological awareness approach as the foundation for their model of reading intervention.  This approach is utilized as part of a Tier 3 (Intensive) RTI implemented through the programs discussed last month.  Arguably, what needs to come next is the true debate. 

For quite some time, Reading Recovery has remained a 1:1 program and thereby utilized as a Tier 3 RTI reading intervention.  Reading Recovery marketers are potentially being deceptive if stating nothing more is ever needed. Reading Recovery founder Marie Clay (2005) was clear there should be two years of monitoring and additional support following a Grade 1 student’s successful completion of the Reading Recovery program (Tier 3). 

Remove the students that were not provided any support beyond Reading Recovery during Grade 1 from the APM (2022) study and the real problem will be evident:  Neglect of the need to effectively monitor and adjust instruction or interventions based on subsequent results!  Many of the Tier 3 RTI reading programs discussed last month have evolved to offer further structured and systemic support that can be delivered as Tier 2 and Tier 1 (universal) practice.  The need for continued evolution will ideally soon include Reading Recovery. 

As noted last month, the Remediation Plus System's Teacher Training White Paper (2017) helps teachers and school administrators understand its reading intervention training and curriculum. Crucially, the system provides opportunities to become expert teachers of reading and remediation. By seeking to ensure every teacher is proficient to address reading deficits, the system's replicable lesson plans offer an invaluable opportunity to use a very strategic approach to providing interventions. Tier 2 RTI should always be a structured literacy intervention that builds upon a systemic P-3 curriculum of fluent reading, comprehension, writing, and thinking skills.

The benefit of programs such as the Remediation Plus System, is it was created to address the need for systemic professional development rather than only creating a specialized group trained in delivering Tier 3 interventions.   Having HIGHLY Proficient PK-Grade 3 teachers delivering Tier 1 & 2 reading, comprehension, and writing skills should be part of every district’s strategic goal.  

The correlate of frequent monitoring and subsequent adjustment drives the core principles for effectively implementing RTI.  Therefore, the ability to collect data, evaluate results, and be an honest consumer of the resulting data promotes sustained success.  Teacher proficiency with data must therefore be embraced as an essential professional competency

                Frequent monitoring of student progress, and adjusting instruction or interventions based on results is a correlate of continuous school improvement within Effective Schools Research.  This correlate requires teacher competency in ethically and reliably collecting data, evaluating results, and effectively consuming the data.  Teacher bias becomes possible when teachers identify and prescribe an intervention.  They then may have difficulty accepting the need to adjust when the prescribed intervention proves ineffective. A teacher may erroneously perceive the intervention’s failure as a personal failure of his or her initial prescription.  Thus, defensiveness rather than professional awareness delays any necessary adjustment.  For this reason, teacher preparation programs as well as districts or schools need to institutionalize the following six ideas for successful development of an effective RTI system:

  1. Encourage participation by key stakeholders during planning and implementation.
  2. Elicit strong administrative support in staff development, instructional integrity, and data collection.
  3. Provide in-depth staff development with mentoring, modeling, and coaching.
  4. Begin follow-up trainings at the beginning of each school year.
  5. Distribute a manual outlining procedures and materials.
  6. Build Problem Solving Models such as RTI into school schedules and the student improvement process (Lau, Sieler, Muyskens, et al, 2006).

Crucially, the field of education will benefit from embracing a whole child approach to learning, teaching, and community engagement grounded in the belief that “each child, in each school, in each of our communities deserves to be healthy, safe, engaged, supported, and challenged” (ASCD, 2018).  Advocates of these fundamental tenets have long considered them essential for ensuring students become college-, career-, and citizenship-ready, which is a desired outcome of Effective Schools Research.

In order to effectively lead a school using a whole child approach to education, an educational leader needs to be “visionary; effective instructional leaders; active learners; and influencers within their staff and the community” (ASCD, 2018).  As can be expected, the Whole Child Approach to education promotes policies and practices aligned to support the whole child.  This requires a change in how adults currently work together to educate children. 

As an advocate for Invitational Education Theory and Practices, I whole-heartedly believe student success is possible whenever educators utilize an intentionally caring, optimistic, respectful, and trusting (I-CORT) mindset. Through intentional invitations for vibrant discussions and active interactions, an I-CORT-driven educator systemically addresses institutional needs through an inventory of the people. places, policies, programs, and processes (5-Ps) that influence the potential for success. This intentional desire promotes collaboration,  exhibits critical, higher order thinking skills (HOTS), and analyzes accessible, reliable data.  Are you an I-CORT-driven educator embracing diverse approaches, promoting cooperative learning, exhibiting high expectations, utilizing HOTS, and analyzing data to monitor and adjust whenever needed?

Remember: A goal without a plan is just a wish. An ICORT-driven educator plans for success!  Strengthen your intervention plans and RTI systems through the active pursuit for increased awareness, elevated knowledge, and willingness to make better possible.

 

 

To cite:

Anderson, C.J. (April 30, 2022) What is needed to supplement tier 3 reading intervention? [Web log post] Retrieved from http://www.ucan-cja.blogspot.com/

 

References; 

ASCD (2018) The Whole Child Approach. Retrieved from http://www.ascd.org/whole-child.aspx

Big Ideas in Beginning Reading (2009) University of Oregon Center on Teaching and Learning

Retrieved from:  http://reading.uoregon.edu/resources/bibr_pa_concepts.pdf

 

Brown, R. (2021). Understanding dyslexia. A whitepaper published by for Illuminate Education

 

Kame'enui, E. J., Simmons, D. C., Baker, S., Chard, D. J., Dickson, S. V., Gunn, B., Smith, S. B.,

Sprick, M., & Lin, S. J. (1997). Effective strategies for teaching beginning reading. In E. J.

Kame'enui, & D. W. Carnine (Eds.), Effective Teaching Strategies That Accommodate

Diverse Learners. Merrill.

 

Lezotte, L. W. (1991) Correlates of Effective Schools: The First and Second Generation.

            Retrieved from: http://www.effectiveschools.com/images/stories/escorrelates.pdf

 

Lezotte, L. W. & Snyder, K. M. (2011). What effective schools do: Re-envisioning the

correlates. Solution Tree Press.

 

Lyon, G. R. (1995). Toward a definition of dyslexia. Annals of Dyslexia, 45, 3-27.

 

Moats, L. C. (1999). Teaching reading is rocket science: What expert teachers of reading

should know and be able to do. American Federation of Teachers.

 

National Reading Panel (2000). Teaching children to read: An evidence-based assessment of

the scientific research literature on reading and its implications for reading instruction

[online]. Retrieved from: http://www.nichd.nih.gov/publications/nrp/smallbook.htm.

 

Remediation Plus teacher training white paper (2017) retrieved from https://issuu.com/remediationplus/docs/r__teacher_training_white_paper

 

Yopp, H. K. (1992). Developing Phonemic Awareness in Young Children. Reading Teacher,

45(9), 696-703.


Thursday, December 31, 2020

Invitational Education Theory and Intentionally Building a Positive School Climate

         School climate plays an important role in how stakeholders perceive the school (Curry, 2009).  Evaluation of school climate reflects stakeholder perceptions of the social, emotional, and academic experiences of school life.  Stakeholders need to include students, administrators, teachers, parents, and support staff (Smith 2012). The literature suggests leaders high in emotional intelligence may be more competent to influence, inspire, intellectually stimulate, and develop their staff to promote a culture of sustained educational success (George, 2000; Marzano, Waters and McNulty, 2005; Moore, 2009; Ross, 2000; Salovey and Mayer, 1990; Sanders, 2010; Wolff, Pescosolido, & Druskat, 2002).  Inviting behaviors exhibited by the leader optimizes the school climate (Asbill, 1994; Purkey & Siegel, 2008; Schmidt, 2007; Smith, 2015).

A positive school climate results from relationships that flourish (Weymes, 2003). For increased function, the culture must be perceived as correct and valid. When perceived as functional, newcomers must then be taught the culture (Schein, 2009). Identifying the competencies that increase the conveyance and receipt of personal and professional development opportunities could optimize school climate for all stakeholders because people can only accept invitations that have been received (Purkey & Novak, 1996; 2016).

Leaders promoting personally and professionally inviting opportunities for development provide an optimal model for success within today’s schools (Burns & Martin, 2010; Purkey & Siegel, 2013).  Intentionally advancing the competencies that increase the conveyance and receipt of personal and professional development opportunities could optimize school climate for all stakeholders (Purkey & Novak, 2016).  Invitations for personal and professional development need to be explicitly intentional and recognized by the recipient as an opportunity (Anderson, 2016; Purkey & Novak, 2016).

An organization’s overall culture is exhibited on three levels: artifacts, espoused values, and basic underlying assumptions (Schein, 2009). An individual’s perception of school climate is formed by his or her attitudes, behaviors, and group norms (Loukas, 2007). Since attitudes will vary, there will be differences with how stakeholders perceive their schools. The school climate, which a school leader has the potential to shape, can positively influence staff performance and student achievement (Barnett & McCormick, 2004; Stipek, 2006).

Collaboration is essential for developing systemic support when seeking to promote a school climate that drives sustained school improvement (Marzano & Waters, 2009). The public school establishment was described as one of the world’s most stubbornly intransigent forces (Marzano & Waters, 2009). Seeking to shape the school’s climate requires new thinking, willingness, humility, collaboration, and a collective vision grounded in a clear mission.

Effective change begins with recognition that schools can be loosely coupled by design but tightly coupled regarding non-negotiable goals. Defined autonomy (Marzano & Waters, 2009) promotes the communication of a clear vision to both internal and external stakeholders. Without the leader conveying a clear vision, change is slow or nonexistent (Lezotte & Snyder, 2011). Through the school climate, school leaders must effectively communicate to stakeholders the difference between a steady, sustained approach compared to resistance or unwillingness to change.

The effectiveness of school leadership remains contingent upon teacher acceptance (Matthews & Brown, 1976). Teachers’ attitudes and perceptions influence positive or negative responses to initiatives (Rokeach, 1968). Teachers’ perception of respect and trust exhibited by the principal correlates with both teachers’ and students’ morale, commitment, and achievement (Ellis, 1988). When a school leader effectively communicates a vision for success, models positive expectations, exhibits optimism, and utilizes inviting leadership practices, the teachers’ behaviors become positively influenced (Asbill, 1994; Asbill & Gonzalez, 2000; Burns & Martin, 2010).

Invitational Education (IE) theory invites interested stakeholders to succeed (Day, Harris & Hadfield, 2001; Kelly et al., 1998; Purkey, 1992; Purkey & Novak, 2008; Purkey & Siegel, 2013). Invitations are “messages communicated to people which inform them of their ability, responsiveness, and worth (Day et al., 2001). IE theory exhibits a highly personal and ethical structure for evaluating school climate (Schmidt, 2007).

Invitational Education theory provides a framework for assessing and monitoring school climate. Rather than suggesting a quick fix, the framework encourages ongoing vigilance before affirming sustained change (Purkey & Siegel, 2013; Strahan & Purkey, 1992). Vigilance is required because changing how a school operates requires transforming its people (Asbill, 1994). School reform requires systemic change, a metamorphosis, based on systemic analysis of the people, places, policies, programs, and processes (the Five Ps). This structural analysis of school climate discerns whether any part of the whole is disinviting (Purkey & Siegel, 2013).

     Invitational Education theory can radiate into every relationship within the school environment (Asbill, 1994). Actions and interactions can be perceived as either inviting or disinviting (Purkey & Novak, 2016). Actions or interactions perceived as positive serve as the invitations for others to see their own capabilities, value, and responsiveness. As a result, individuals behave according to these positive attributes (Asbill, 1994).

The Five P’s contribute to the creation of a positive school climate and ultimately a healthy and successful organization (Purkey & Siegel, 2013). People provide the most important element for leaders developing a successful school (Purkey & Siegel, 2013). Investment in people produces effective change (Hansen, 1998). Involving and empowering people encourage individuals to become part of the effective team (Burns & Martin, 2010).

Utilization of Invitational Education theory can create and maintain safe and successful schools by addressing the total climate of the educational environment (Purkey, Schmidt, & Novak, 2010; Stanley et al., 2004). Purkey and Novak (2008) offered the starfish analogy as a graphic model for the intentionally inviting school climate. Educators can effectively utilize the powerful Five P’s found within every school to apply pressure to overcome any challenge. “Like the actions of a starfish, steady and continuous pressure from a number of points can work to overcome the toughest school challenges” (Purkey & Novak, 2008, p. 19).

 

 

To Cite:

Anderson, C.J. (December 31, 2020). Invitational Education theory and intentionally

building a positive school climate. [Web log post] Retrieved from 

http://www.ucan-cja.blogspot.com/

 

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