Using data about classroom practices to stimulate significant conversations and aid reflection

This study explored the way in which detailed data about how time is spent on classroom activities, generated by the FILL+ tool (Framework for Interactive Learning in Lectures), can stimulate professional conversations about teaching practices and aid reflection for STEMM lecturers. The lecturers felt that personalised data provided an unbiased view of the lecture, overcoming the difficultly of relying on their memory alone. They indicated that this approach would help them to reflect on their teaching, particularly when the data was surprising, and many felt that it would encourage them to make changes to their teaching practice.

Achieving Transformational Change in the School Library Program

Much of our professional conversations revolve around the concept of change—changing the way books are organized in a library or changing policy on checkouts and fines. These changes are exciting and oftentimes come with quick recognition and praise. But when we discuss changes in the way we collaborate with teachers or the way the school library program situates itself in the daily life of a school, frustrations mount, and our desire for silver-bullet solutions becomes evident. Differentiating the types of change we seek may help us understand how to frame our expectations and set our professional goals.

Noticing and Wondering to Guide Professional Conversations

This article explores how teachers can use the sentence stems “I notice” and “I wonder” to deepen professional conversations with colleagues, both in person and in online spaces.

School Leader Perceptions: Coaching Tool and Process

This study extends previous work and builds upon the use of a prescribed coaching tool in an effort to build the capacity of school leaders in the role of instructional coaches. By using a reflective interview process and structured protocol, the authors present findings to suggest administrators need more intentional training to strengthen their role as instructional leaders. The results were organized under three themes: (a) instructional leadership growth, (b) teacher growth, and (c) professional conversations. Historically, minimal training that utilizes explicit tools and strategies to strengthen administrator’s roles as instructional leaders has been provided.