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!
There is considerable hype around the Studio 5 model that is currently being piloted at the International School of Ho Chi Minh City… and rightly so. Studio 5 is a brave concept that doesn’t just pay lip-service to the philosophies upon which the IB Primary Years Programme and other student-centred, inquiry-based frameworks are built. It creates the conditions for all of that philosophy to become practice. Very rare.
Don’t be fooled though.
This stuff is not new.
Progressive and innovative educators have been doing some of these ideas for years. Schools have been designed around them. Movements have evolved around them. Books have been written about them.
But, these have either fizzled out, faded away, disappeared or survived as weird exceptions to the rule. Perhaps sustained by wealthy benefactors, enigmatic leaders or a powerful niche market.
Studio 5 is a wonderful example of what is possible. But it is critical that anyone hoping to move their school, or even just a part of it, towards a similar model must understand that Studio 5 didn’t just appear out of nowhere. It comes after four years of smaller, very significant, steps. Shifting mindsets, pedagogies, structures, systems, habits, priorities… incremental changes to these over a sustained period of time cleared pathways, opened doors and generated momentum.
Each change was a question that could only be answered by the next change.
Without this evolution, one in which the Studio 5 model was genuinely a natural progression, it would just be a novelty.
In a series of upcoming posts, I will reveal the milestones in the evolution of a school in which Studio 5 is possible. Perhaps these can provide tangible ways that other schools can begin to consider similar change, but change that is logical and natural in their context.
Innovation, Agency, Empowerment are words that should not be used lightly. As professional educators, we believe with absolute conviction, that we can create the change we wish to see. As a School, we wish to challenge the purpose of report cards. Removing report cards would be an unwise and bold move to do all in one swoop. Therefore, we decided to explore this through a microcosm. To gauge whether our thinking, values and philosophy are in-line with being practical and realistic in terms of, if not report cards, then what?
A smaller and measurable scale needed to be the way forward, a pilot.
In essence the definition of a microcosm is:
A community, place, or situation regarded as encapsulating in miniature the characteristics of something much larger.
We have created a microcosm, a small world where we have brought parents, teachers and students together to pilot a new initiative in PREP from March until June, of this year.
Our own inquiry into: How can we effectively provide meaningful, dynamic and timely feedback that causes thinking and promotes learning and growth together?
We invited parents to Look 4 Learning as an authentic opportunity to see learning in action.
Parents recorded what they heard and saw and then shared their discoveries, questions, concerns and connections. We weren’t telling parents what we do (that’s blind trust) we were showing them what we do everyday and who their child is at school, where they spend most of their day, and young lives.
As a school, we have gone through a grueling process of establishing expectations around report cards and how best to meet the needs of our community as far as a formal document goes. We keep simplifying and seeking ways to satisfy parents in terms of what they know and have experienced in their schooling life.
We explained to parents the ‘input’ (time) vs ‘output’ (impact) aspect of what is involved in the process of writing report cards. They got it. Great! They understood that the time it takes to write report cards, is time taken away from doing all the other things that has a positive impact on learning, without sacrificing the learning conversations, planning, pedagogy, data collection……… Report cards is a static point in time, let’s use dynamic ways (Seesaw) to document learning and provide feedback that encourages and support the learning process.
The idea around what does authentic feedback mean and how feedback should cause thinking become the focus of the conversation. How can we create a solid partnership between parents, teacher and student to develop shared goals where it is valued in the learning process become important too as the discussion evolved.
The power of partnering with parents and teachers led to a deeper understanding of the importance of creating a situation where ‘really’ knowing our students is central to what we hope to achieve everyday. Knowing where they are in their learning and planning for that process of what needs to happen inspires effort and attitudes towards learning which is incredibly motivating for all stakeholders.
Over the next 4 months we are going to put report cards on hold and pilot what we believe to be a more effective and meaningful approach in understanding our students as learners and provide balanced authentic feedback. We have developed six drivers to provide feedback to students and parents that promotes richer and deeper conversations about learning and our learners.
We will review and evaluate the effectiveness of this pilot in June with our parents. Where could this lead? We don’t know and we’re not meant to know just yet. We find that quite liberating and exciting!
Why do we have reports? We have to do and be better. If it is a formality to facilitate the process of a student moving from one school to the next, that’s not good enough. We can work around that. We’re in education! Our parents are with us. They are in with two feet and we’re open to see where this all goes.
We think we have the right balance between being authentic, informative and also ensuring a deep sense of accountability and responsibility in doing these things well.
Where did all this inspiration come from?
From Alan Atkisson and Sam Sherratt. They were the sun providing light and energy in us asking, Why and Who are we?
We accept the challenge to innovate, lead change and transform to impact and ripple out! Out of touch traditions and norms must be challenged and at-least a re-think should occur.
Who are we and who do we want to become?
The Amoeba of Cultural Change should be happening from, and out of, Education. We should be setting the scene for change and leading it. Education has been idle and mainstream for too long. There are some great things happening out there in schools. We need to connect and explore ideas together to reach a tipping point for others to follow, and then lead from the front. Walking the walk, now that is a school I want to be part of. We’re on our way!
Who are you in the Amoeba?
Where do you get your light and energy from to shake education up and try something new?
How do you cultivate change in your school?
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
I have found that, in general, educators don’t like talking about assessment. This could be for any of a variety of reasons:
- It may be because of standardised testing.
- It may be because it is confused with archaic habits like marking.
- It may be because of its relationship with reporting.
- It may be because it often has little or no effect on learning.
- It may be because it often remains hidden from students.
- It may be because methods are unsophisticated and/or don’t represent the types of learning valued by modern educators.
- It may be because it is subjective, biased or even prejudiced.
- It may because it can be time-consuming.
- It may be because it gets used against teachers, and even students.
The problem is that, as we reject all of the forms of assessment that seem devoid of purpose, value and ethics, we risk not replacing them with forms of assessment that do have a purpose, that do have value and that are ethical. It is very easy to reject things, but it is hard work to design better alternatives. Often, the void that is left behind by the rejection of something can be just as harmful as the thing itself.
Sadly, the origin of the word is not helpful. Originally associated with calculating how much tax people had to pay, assessment has come to signify “the act of making a judgment”. Neither of these have any place in education.
No wonder it doesn’t feel right!
So, why are we still using the word?
I’m not going to pretend to suggest a better word. Lots of people have already done that. But, assessment lives on and may – either present or absent – be damaging learning.
Instead, I’d like to put forward some suggestions, and here they are:
- I suggest that educators take the time, put in the thought and make the effort to define why students are learning what they are learning, how they may be learning and what they may be doing when they are learning.
- I suggest that educators design effective tools and strategies that will illustrate learning to their students, guide students as they seek to make progress, help them become aware of their achievements and identify next steps.
- I suggest that educators make these tools and strategies highly visible to students, co-create them with their students when possible, and make reference to them and reflection through them a regular routine.
- I suggest that educators seeks ways to involve parents in these processes, helping them understand how their children learn and how they can be part of it.
- I suggest that schools seek ways to communicate, share and celebrate what is revealed by these approaches as they are likely to be much more accurate representations of learning, and of growth, than other forms of assessment have been for years.
- I suggest that we commit to doing these things with a genuine sense of urgency as traditional forms of assessment, or nothing in their place, are continuing to hold us all back.
It all sounds quite obvious, really, but this is how we represent, value and promote growth. We don’t do those things through judgment, but neither do we do them by saying “its all in my head”. For a start, thats not true. But also, if its in your head then your students can’t see it, and they deserve to see it.
It is, after all, their learning.
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 firstname.lastname@example.org, 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
email@example.com, through my website at
www.innersensecoaching.com, or via LinkedIn or Facebook.