Leading new, deeper forms of collaborative cultures: Questions and pathways

The pandemic has made deeper problems more transparent and has stimulated many to realize that there may be an opportunity over the next period to pursue much needed innovations in learning. In this essay we describe the ways in which the pandemic has provided the conditions for new human development that joins two powerful forces: the pulsar model which elevates human potential with respect to student learning, and new, deeper forms of collaboration that have long eluded those interested in system change. In this article we show how ‘spirit work’ and collaboration can combine to develop schools systems that are essential for coping with the new post-pandemic conditions facing humanity. We also identify spinoff opportunities arising from the pandemic, and a corresponding pressure that could generate more widespread system improvement designed to improve learning for all, including advances in both equity and excellence.

Shifting the focus of research on effective professional development: Insights from a case study of implementation

Globally, teacher professional development is heralded as a key mechanism for educational reform. With governments investing heavily in PD programs, the aim of these interventions is not only enhanced teacher knowledge and practice but, ultimately, improved student outcomes. A substantial body of research has attempted to identify characteristics of effective PD, generating a growing list of features that ostensibly ‘work’. As such, program design has become the dominant analytic focus. In this paper, we shift attention squarely to program implementation as necessary in conceptualising and evaluating effective PD. We apply the lens of implementation science to a case study of how one regional secondary school in NSW, Australia, implemented a robust PD program called Quality Teaching Rounds that has strong evidence of effectiveness. Despite the school’s attempts to remain true to the spirit of the PD, a combination of remoteness, lack of casual relief teachers, high teacher turnover, and negative perceptions of peer observation result in a form of QTR that is almost unrecognisable from its intended design. We argue greater attention must be given to understanding and supporting successful implementation within and across diverse school contexts in order to take effective forms of PD to scale.

Pioneer teachers: How far can individual teachers achieve agency within curriculum development?

Education reform requires the commitment and investment of teachers if it is to succeed. Recognising the importance of teacher engagement, some countries have made teacher agency a feature of their curricula. Wales has embraced the notion of teacher agency within the building of its new curriculum by creating a body of Pioneer teachers to shape its new curriculum framework. This paper considers the nature of teacher agency experienced by a group of these Pioneers working on the expressive arts area of the curriculum. It does so through an exploration of the ecological nature of teacher agency, as theorised by Emirbayer and Mische (1998), and it considers agency through a framework of different levels: the micro-level focuses on the individuals and their personal contributions; the macro-level considers Pioneers’ work at national level, liaising with teachers from across the country and taking responsibilityfor creating the curriculum; the meso-level refers to where the two former levels come together, i.e. the Pioneers’ work within their own institution, trialling the new curriculum. The evidence indicates that teacher agency was easier to achieve at micro-level and macro-level, than at meso-level. This paper suggests, therefore, that achieving teacher agency at institutional level is more complex and challenging than is the case at the other levels. Greater understanding and attention are, therefore, needed about how to achieve teacher agency in teachers’ different spheres of work, particularly when working at institutional level.

Educational leaders’ problem-solving for educational improvement: Belief validity testing in conversations

Educational leaders’ effectiveness in solving problems is vital to school and system-level efforts to address macrosystem problems of educational inequity and social injustice. Leaders’ problem-solving conversation attempts are typically influenced by three types of beliefs—beliefs about the nature of the problem, about what causes it, and about how to solve it. Effective problem solving demands testing the validity of these beliefs—the focus of our investigation. We analyzed 43 conversations between leaders and staff about equity related problems including teaching effectiveness. We first determined the types of beliefs held and the validity testing behaviors employed drawing on fine-grained coding frameworks. The quantification of these allowed us to use cross tabs and chi-square tests of independence to explore the relationship between leaders’ use of validity testing behaviors (those identified as more routine or more robust, and those relating to both advocacy and inquiry) and belief type. Leaders tended to avoid discussion of problem causes, advocate more than inquire, bypass disagreements, and rarely explore logic between solutions and problem causes. There was a significant relationship between belief type and the likelihood that leaders will test the validity of those beliefs—beliefs about problem causes were the least likely to be tested. The patterns found here are likely to impact whether micro and mesosystem problems, and ultimately exo and macrosystem problems, are solved. Capability building in belief validity testing is vital for leadership professional learning to ensure curriculum, social justice and equity policy aspirations are realized in practice.