Project-Based Learning is an approach that exhibits many dimensions. Students learn through the experience of doing. Early Learning and our Early Learners in many ways have mastered the art of Project-Based Learning and the Reggio philosophy is very much aligned with that approach. It begins with setting up a stimulating environment (not too much, not too little) and observe what children do, through play. Students at this age are naturally curious to explore and it is us as educators that need to respond to the pathways each individual (or group) is intrigued about, connected to or interested in. Let students determine their own learning landscape. There is a huge parallel with PBL here. Sometimes educators can ignite and motivate students to explore a particular path, and sometimes it comes from the students to spark their own passionate pursuits. In balance, there needs to be an interplay of both.
The important thing here is that schools create the space for students to explore areas that speak to them. It is a lot like a calling. The magic in these moments is that inspiration can come from everywhere. It may be innate and the time is ripe to listen to this voice and act on it. Sometimes it could be something that strikes like a lightning bolt out of nowhere. It’s all beautiful. It’s what we do with this magic dust that makes the difference with how students interact with this new found learning experience. Do we breathe life into it or blow the dust away?
Above I mentioned the power of Early Years and Early Learning. At this spectrum in schools, learning needs to rise up and radiate throughout the rest of the school and then cascade into universities. A bit more pressure needs to be applied so that universities review their old habits and traps of learning. We have to be better than ‘managing people’ or ‘generating profit’ as our model for higher education.
If I was to characterize PBL in very simple terms using contexts I’m familiar with… it would be to combine the Grade 5 PYP Exhibition (Year-long) with the Early Years philosophy of purposeful play. A pinch of seeing the environment as the third teacher, a dollop of observing what is revealed and a cup of allowing a flow of exploration and discovery. A merging of these two worlds and releasing the learning so it is unfiltered. This is the world I hope our students get to interact with.
Some may argue that this approach is not rigorous enough. What is rigor though? Rigor is not looking busy, being quiet and doing lots of writing – that’s compliance. My definition (in essence) of ‘rigor’ is creating a learning environment that inspires, where students are able to skillfully interpret and construct meaning and seek ways so that understanding is transferable in different contexts. So how can we ensure PBL covers core content and subjects? This is often asked by parents and teachers. We all know that learning something we’re not interested in equates to passive learning; therefore, not much learning is really happening anyway. There is far greater benefit if students are learning about what is timely for them, see relevance and meaning in what they want to do. It’s vital that they see and value learning as constantly moving from one shape to another. This is where being reflective about their growth and progress (high and lows) on a continuum of learning. Students are empowered to set goals that are realistic and also challenging. As advisors and connectors to learning, we need to guide and coach individual students towards areas that they need to be exposed to and having them understand the purpose of how that learning is interconnected, transformational and transferable. Let this process be a natural and highly-personal experience for them. This approach will have a deeper impact when developing new understanding(s) to existing knowledge. This is what constructivism is and it works.
The university conversation is one that still needs a lot more time. My hope is that university entry is based on merit, contributions to society and digital portfolios that document authentic experiences that demonstrate learning in action. Not testing or assessment. The assessment is weighted in the doing, being and showing, not in a timed examination without access to resources – that’s not real-world.
Imagine a world where PBL become the norm, not the exception. Imagine a world where students could show their intelligence, personality, uniqueness, quirks, and talents in creative ways as a showcase of who they are as young dynamic moral leaders. Imagine a world where success was based on confidence, optimism, resilience, problem-solving and creativity. Imagine a world that actually looks at how far you have grown over time, not where you stand at that point in time. Imagine a world where we were telling raw human stories about all our breakdowns and breakthroughs and how this shaped who we have become. It is my hope that universities don’t measure success on a raw test score of what you know or have memorized a few days before. But it is determined rather on what you have achieved and accomplished over the course of many young adolescent years, not the scarce accumulation of one or two. Again, this is why Early Years needs to push up through our tired school systems to ratify change and renewal. It is simply too top-down in our education system, where it needs to be from the roots up from a nutrient foundation.
We are just scratching the surface. There are some great educators out there doing great things for our deserving kids. I encourage those who have a hunch that things are not right in our traditional school system, to experiment and tinker with giving PBL. Whether you call it Passions Projects, Inquiry Time, 20% Time or Genius Hour… have a go. Your students will thank you for it and will surprise you every step of the way. It’s the only way we are ever going to shake things up – demanding different!
The second in a series of posts about what we all – regardless of location, curriculum and age level – can learn from the philosophy, practices and people of Reggio Emilia.
There is a powerful certainty that underlies everything the educators in Reggio Emilia do and say. There is an incredible clarity of purpose behind all actions, all words and all decisions. This clarity is unifying, and gives educators strength as they work together to teach in a way that is actually much more difficult than traditional, teach-from-the-box or from-the-planner approaches. This clarity makes it very easy to help new parents understand their approach, their methods, their beliefs about the capacities of children and the parenting styles that are compatible with these beliefs.
The source of this sense of purpose is easily identifiable when the history of the Reggio Emilia approach to education is explained and illustrated to you. It can be traced back to the emergence from the horrors of World War II and the determination of a group of villagers that schooling, for their children and future generations, must have the rights of children at its epicentre. Over the years, this conviction remains just as strong. But, it has also expanded into additional beliefs about the competence of children and the quality of education that they deserve.
There are no grey areas in this, no confusion and certainly no fluffiness.
The schools you and I work in, though, are often prone to such weaknesses – philosophical gaps, indecisiveness and differing practices. We believe we are unified by the fact that we work at, for example, an IB school. Yet, even then, we find ourselves at odds with our colleagues, we even work with colleagues who don’t really believe in what they’re doing, and therefore don’t really do it – whatever it is (something we also struggle to reach a genuine consensus about!). These inconsistencies are sources of weakness – they hold us back in terms of what we are able to do with and for children – but they also make it too easy for parents to pick holes in what we do. We are unable to give parents real explanations because we may not really be sure of what we’re doing, or what we do may differ so much from person to person, from grade level to grade level, from year to year that any explanation may simply be untrue.
Beyond this, though, is the sense that many of our schools lack any kind of genuine ethical stance or purpose beyond teaching some kids of some people who can pay us to teach their kids. This is something that has bothered me for some time as I look around at the world and question the impact of education on society. I think its high time our schools traced back their origins to seek some kind of moral purpose and, if there isn’t one, engage with the whole community to develop one. A real one. Not a collection of fluffy throw-away sentiments in a mission statement.
Perhaps these questions might help:
- In what ways are we, and the surrounding community, better because of the existence of our school?
- What are our shared beliefs about life and what we hope for the future?
- How much of what happens inside the walls of our school is affected by what happens outside the walls of our school?
- What do we hope the impact of our school will be in 50 years time?
There are some great minds out there in different circles. Leaders and teachers doing creative things to explore and examine Who we are and Who we want to become. You just have to look at the steady stream of books being published about the importance of people, relationships, community and culture development in schools, and for life in general.
It’s all great stuff!
For inquiring minds, it creates time and space for contemplation and introspection. However, this is only where the seed is planted. The real growth happens when the germination of ideas breaks through the soil to reveal one’s conscious effort and energy to put words into action. Not only to learn more about Who we are, but to understand why we are the way we are.
It all starts with the notion of ‘Working From Within.’ We need to work on ourselves before we expect our culture or community to change. The climate of our culture, environment and community is a direct reflection of who we are as individuals.
Challenge: Over the course of a week, when chatting with people about a concern or issue do an audit on whether the person you’re talking to is doing one of two things:
- Looking at external factors or forces to explain or make sense of how things could be better; or,
- Looking within to explain or make sense of how things could have been handled differently.
There are many ways you can view the above circles depending on the situation and context.
How can we increase the circle of “What I say to other people,” in the way of honest feedback or challenging negativity without placing pressure or straining the relationship?
While all these books tell us to have radical candor, give feedback, be open and honest…. it’s all great stuff, it really is. In theory. In practice, when feedback is given or there is challenge, the reality is, that after such an interaction, things shift. In the end, we are human.
How can we truly express the things we want to say or more importantly need to be said with grace and honesty, in a way where others understand and the relationship deepens?
We all know of people who are forward and have a steady stream of consciousnesses. We all know of people, who live in their heads and keep it locked there. And then there is everything in-between.
Right now, it feels like (it is like) we are always skimming the surface. We talk a big game, yet we’re constantly traversing and balancing our weight on a tight rope filtering through these circles.
Is it just in schools that it is like this? A lot of us have never left school in the way of a being a student and then coming back as a work place. I wonder what it is like in the police force, hospitals, business firms, law office, construction site……….
It’s not what we say to people, it’s how we say it. Easy to say, more difficult to do.
Developing a culture starts with you. Parts to the whole. What is one thing you’re going to do to be true to your inner thoughts?
It’s funny. There is much talk of inquiry-based learning in schools, but very little of inquiry-based leadership.
Neither is there much of it in practice.
I pondered, for some time, where to begin this series of posts about the evolution of a school in which innovative, even revolutionary, ideas like Studio 5 could become a realistic possibility.
But, looking back, it is clear that the habit of school leaders perpetually asking questions is the very first ingredient in the soup of change.
Why is it like that?
Could it be like this?
What is the purpose of that?
Do we need to do this?
In 2013, the International School of Ho Chi Minh City leadership team – an entirely new group of nine – had no choice other than to ask questions like these. The school was starting a new era, a clean slate… and it was exciting.
These habits of questioning didn’t fizzle out though. We didn’t rest on our laurels, we didn’t allow practices to fossilize or thinking to congeal. Adrian, our Head of School, just would not accept it. “School is broken” he would say “what are we going to do about that?”
This approach permeated everything we did and, Kurtis, the Primary Principal opened up as many aspects of running the school as possible to debate by adopting an inquiry approach to things that, in many schools, are not even remotely that way. Here are a few examples of what this looks like
Primary leadership meetings
The intention was that these were always thinking meetings, where issues, challenges or opportunities were put on the table and where input was actively sought, captured and acted upon.
The appraisal process
While still jumping through the hoops of a mandated process, teachers were invited to give their feedback about the direction of the school – things they’d like to see changed, implemented or taken away – and these thoughts were documented and referred back to repeatedly in decision-making.
All too often, these are one-way information delivery meetings dominated by the person with the most authority. Our meetings were, as much as possible, the opposite. All subject and grade level coordinators, in weekly 30-40 minute meetings, were frequently invited to help make decisions about the day-to-day running of the school. Ideas, thoughts and questions were gathered, documented and referred back to repeatedly in decision-making.
The Green Hat Room
It was made explicit that the primary office was a place in which “Green Hat Thinking” (de Bono) was both promoted and expected. Anyone who came in with a problem, a dilemma or an idea was invited to be part of the thinking around it. This goes against the limited view that leadership means “you give me your problem and make it my problem”. People struggled with this, at first, but grew into the intention behind it. The office was always busy with the sound of problem-solving and idea-generation.
Trust is an essential ingredient in inquiry, and inquiry is an essential ingredient in trust. To be able to trust someone, we cannot micromanage them. We must be curious about what they might do, what we might learn from them and how they may shift our thinking. This trust is, of course, not blind – there are always those upon whom trust is bestowed more easily than others. However, the intention was that trust was the default.
When you deliberately put students, their needs and their learning first, there can be no definitive answers. Education is a behavioural science, not a formula. When it is clear that students are suffering, or not flourishing, questions must be asked of ourselves, our pedagogy, our environments, our culture and our school. It is in asking those questions, and in how we respond to those questions, that school leaders show themselves to be inquirers, or not.
“Let’s try it”
This is a crucial mentality if there is to be any change in education. While it is a good idea to base your practices on established research when possible, sometimes you are the research. This does not mean leaders glibly saying “yeah… go for it” to every idea under the sun. Quite the opposite. It means encouraging disciplined thinking and planning, data collection and reflection, i.e. inquiry.
There’s a book in this, as well as many consultancy opportunities, so I’d better stop here or Kurtis will kill me!
Please feel free to share your thoughts about what inquiry-based leadership looks like in your your school context, or what you wish it would look like!
Although meetings are a context for collaboration, they are not collaboration itself. It is totally possible for collaboration to exist without meetings, and it is also totally possible for meetings to exist without collaboration.
True collaboration becomes part of a school culture when educators are inclined to be collaborative. Not because they have been told to collaborate, but because they can see the value in it for learning.
This inclination to be collaborative involves a number of habits. Here’s my take on what 7 of them might be…
- Friendliness – Highly collaborative educators are basically friendly. They enjoy chatting with people, and this opens up a myriad of possibilities to enrich learning. Because they are friendly, other teachers like hanging out with them and this makes it much easier to work together. Pretty simple really.
- Being curious – Highly collaborative educators are naturally curious, always asking questions and always interested in what is going around them. This curiosity is infectious and invites other teachers and students to get involved. Curious people are more likely to stick their head into other classrooms, more likely to probe in order to find out what people really mean and more likely to take an interest in what other people think. They are learners and are highly aware of how much there is to learn from their colleagues, students and community.*
- Looking and listening for connections – Highly collaborative educators want to be collaborative and are, consciously or subconsciously, alert and actively seeking out connections and relationships with ideas, knowledge, talents, skills, thoughts, places and people. Because of this natural connectivity inclination, highly collaborative people become more receptive to coincidence, serendipity and good fortune that can make learning rich, complex and real.
- Continuing the thinking – Highly collaborative educators don’t switch their brains off when they leave the school campus and back on again when they arrive the next day. They’re still thinking late into the night, jotting down notes, sharing ideas on social media, reading blogs, contacting other educators and collaborating with a wide variety of networks. In addition, they generally like to share what they’ve learned with their colleagues over coffee the next day and don’t feel ashamed about “talking shop”!
- Putting learning first – Highly collaborative educators automatically generate more work for themselves by putting learning first, they can’t help themselves! When you put learning first, you remain open to all possibilities and are always keen to explore them further to see if they will have an impact on learning, and these possibilities frequently involve collaborating with other people.
- Making time – Highly collaborative educators do not allow themselves to use time as an excuse not to collaborate. If there’s an idea they want to share with a colleague, they make the time to talk to them. If someone needs or wants to talk with them, they make time to listen generously. If an idea demands more time to become fully developed, they make the time to work on it. Most importantly, they don’t wait to be told what time they can collaborate, they just do it instinctively.
- Making thinking visible – Highly collaborative people invite others to join them by putting their thinking “out there”. They are honest about what they think, they make crazy suggestions, they verbalise possibilities, they expose their vulnerabilities, they take public notes and draw visuals in meetings, they offer to help, they leave their doors open (or remove them), they stick post-its on the wall, they display quotes, they write, they share. Far from being about attention-seeking or self-promotion, these tendencies are all about looking for like minds, allies and the desire to be better educators.
Would you add more to this list?
Thanks to Chye de Ryckel for asking the question that prompted me to write this blog post!
*Thanks to Alison Francis for adding more to the Being curious habit.
Artwork: Totem Pole by Ken Vieth
In today’s world of multi-tasking – managing work, your family, your home, social media, etc… Life has become ever so complicated!
There isn’t a single moment of “quiet time” that we can afford for ourselves during the day, week, or sometimes even in a month. Life just goes by, with us spinning in place, putting out fires and living everywhere but in the moment. In order to get focused and move forward, we need to quieten the noise!
How do you quieten the noise and get focused?
Step 1: Reflect on the following questions
- What are your top 3 priorities?
- What are your top 3 distractions?
Step 2: Note down & pay attention to the following
- Do you multi-task?
- If you answered ‘yes’ to the previous question, does that truly
make you more productive?
- Pay attention to where you can say ‘no’ more often. Saying ‘yes’ to too many people or things often means saying ‘no’ to something in your own life.
- Understand what boosts your focus and use it when needed.
- Pay attention to when and where you can do a little extra to finish off something important.
Step 3: Outline your plan in small, achievable and measurable
- Devise a plan to consciously block your distractions for chunks of time during the day.
- Focus on your priorities and ensure everything you do, every single day, is moving you a step closer towards achieving them.
- Start with a one-week plan, follow through on it and assess your success on the weekend.
Step 4: Start working towards the new YOU
Are you ready to take action and make changes in your environment, habits and life? If yes, make a note of 3 actions to create more focus in your life.
Knowing about your strengths and weak links – and consciously working with them – can put you way ahead of yourself. If you find yourself wanting to learn more about the cluster of emotions and experiences you’ve become, please do reach out to me and I can conduct online life-coaching sessions with you. I can be reached via email at email@example.com, through my website at
www.innersensecoaching.com, or via LinkedIn or Facebook.
Do you know your weak link/(s)?
All of us have weak links in our lives. For some of us it’s the things
we do to sabotage ourselves. Do you know what you do to
How do you sabotage yourself?
Step 1: Reflect on your life
Think through all the times you have led your life as you desire. Now
think through all the times you haven’t.
Step 2: Note down any patterns in your behavior
- Was there a similarity in the way events played out?
- What was the difference between successful and unsuccessful
- What patterns did you notice in the events that weren’t a
- Did you knowingly or unknowingly sabotage yourself?
Step 3: Outline your plan in small, achievable and measurable
- How can you anticipate patterns in your life?
- How can you intercept those patterns and use them to your
Step 4: Start working towards the new YOU
- Create an achievable plan and start working towards it.
- Now that you’re starting to be more aware of yourself, how can
you continue to help yourself?
Knowing about your strengths & weak links, and consciously working
with them, can put you way ahead of yourself. If you find yourself
wanting to learn more about the cluster of emotions and experiences
you’ve become, please do reach out to me and I can conduct online
life-coaching sessions with you. I can be reached via email at
firstname.lastname@example.org, through my website at
www.innersensecoaching.com, or via LinkedIn or Facebook.