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How can teachers more effectively deliver praise?

October 19, 2020

Tier I Implementation Supports for Classroom Management: A Pilot Investigation Targeting Teachers’ Praise. Research strongly supports the efficacy of classroom management strategies for improving conduct and academic achievement. Despite the compelling evidence-base on the potential impact of these strategies, teachers struggle to implement classroom management practices effectively. This study examines the effects of a pilot evaluation of an implementation support package for promoting teachers’ delivery of praise for students’ behavior. This research suggests the support package intervention increases teachers’ behavior-specific praise, heightened praise-to-correction ratios, and increases in students’ on-task behavior.

Citation: Zakszeski, B., Thomas, L., & Erdy, L. (2020). Tier I implementation supports for classroom management: A pilot investigation targeting teachers’ praise. School Psychology35(2), 111.

Links: https://psycnet.apa.org/record/2020-13333-001

https://www.researchgate.net/publication/339593423_Tier_I_Implementation_Supports_for_Classroom_Management_A_Pilot_Investigation_Targeting_Teachers%27_Praise

 


 

What practices are critical for creating a school-wide behavior management system?

October 14, 2020

Sustaining and Scaling Positive Behavioral Interventions and Supports: Implementation Drivers, Outcomes, and Considerations. Positive behavior interventions and supports (PBIS) is a system-wide conduct management approach designed to increase student behavior consistency in schools. PBIS was introduced with the reauthorization of the Individuals with Disabilities Education Act in 1997. This paper examines the 25-year history of the PBIS implementation experience, including the core features of PBIS as a multi-tiered framework and the process and outcomes for implementing PBIS across over 26,000 schools. The authors summarize the national outcome data of PBIS implementation, and they propose future directions and considerations, improving scaling up services and sustainability of school-wide behavior management strategies.

Citation: Sugai, G., & Horner, R. H. (2020). Sustaining and scaling positive behavioral interventions and supports: Implementation drivers, outcomes, and considerations. Exceptional Children86(2), 120-136.

Link: https://journals.sagepub.com/doi/abs/10.1177/0014402919855331

 


 

What classroom management strategies produce consistent results?

October 14, 2020

Evidence-based practices in classroom management: Considerations for research to practice. The purpose of this paper is to synthesize and summarize the research base on evidence-based classroom management strategies. Twenty practices are identified as having sufficient evidence to be recommended for use school-wide and in classrooms. An assessment tool is included for educators to evaluate and maximize the impact of potential classroom management practices.

Citation: Simonsen, B., Fairbanks, S., Briesch, A., Myers, D., & Sugai, G. (2008). Evidence-based practices in classroom management: Considerations for research to practice. Education and treatment of children, 351-380.

Linkhttps://www.researchgate.net/profile/George_Sugai/publication/236785368_Evidence-based_Practices_in_Classroom_Management_Considerations_for_Research_to_Practice/links/575802c208ae04a1b6b9a5ba/Evidence-based-Practices-in-Classroom-Management-Considerations-for-Research-to-Practice.pdf

 


 

How can principals improve teacher classroom management?

October 14, 2020

Using Coaching with Video Analysis to Improve Teachers’ Classroom Management Practices: Methods to Increase Implementation Fidelity. Research strongly supports effective classroom management as essential for quality instruction and teacher satisfaction. Unfortunately, in-service training for teachers in classroom management practices frequently fails to achieve the desired results. Didactic lectures do not offer sufficient opportunities to practice new techniques, and little time is available for feedback on the effective use of newly acquired skills. Coaching with embedded video-analysis is one method for providing teacher consultation services utilizing technology to record teaching sessions, watch and analyze recordings, identify a target area for improvement, and use the information gained to improve practice. As general education teachers’ role in working with students with challenging conduct grows, coaching with video-analysis may improve implementation fidelity and sustainability of evidence-based classroom management practices. This study finds coaching with video-analysis increased the implementation of evidence-based classroom management practices.

Citation: Lane, C., Neely, L., Castro-Villarreal, F., & Villarreal, V. (2020). Using Coaching with Video Analysis to Improve Teachers’ Classroom Management Practices: Methods to Increase Implementation Fidelity. Journal of Technology and Teacher Education28(3), 543-569.

Linkhttps://www.learntechlib.org/primary/p/215683/

 


 

What is the impact of Covid-19 on children?

September 28, 2020

Combatting COVID-19’s effect on childrenThis extremely thorough report provides the latest information on the impact that Covid-19 is having on children, particularly those who are poorest.  It also outlines steps for governments to take to mitigate these impacts.  From a purely medical perspective, early evidence suggests that children are not the most affected by Covid-19.  It is the Covid-19 related economic and social effects that are having the greatest impact.  Children increasingly face negative consequences from confinement, social distancing, being in challenging living environments, and facing worsening economic situations.   The result is an exacerbation of problems such as poor nutrition, maltreatment, poor sanitation, sexual exploitation, etc.  Additionally, poor children often live in environments that not suite for home learning, with little or no internet and computer resources to participate in remote learning.  The report exhorts governments to greatly accelerate their efforts at providing food, protecting children from child abuse and neglect, offer ongoing physical and mental health services, and create more employment opportunities to help families.   

Citation(s): Home, O. E. C. D. Combatting COVID-19’s effect on children.

Web Address: https://read.oecd-ilibrary.org/view/?ref=132_132643-m91j2scsyh&title=Combatting-COVID-19-s-effect-on-children

 


 

What are effects of principals on critical outcomes?

September 24, 2020

The Effect of Principal Behaviors on Student, Teacher, and School Outcomes: A Systematic Review and Meta-Analysis of the Empirical Literature. School principals are commonly associated with improving teaching and learning conditions in schools, but what does the research tell us about the leadership strategies principals should focus on to boost student and teacher outcomes. This study offers four chief findings. First, there is evidence for the relationship between principal behaviors and student achievement. Secondly, there is evidence to support the school principal’s impact on teacher job satisfaction and effectiveness. Thirdly, research supports the role principals play in improving teacher instructional practices. Finally, principals are essential to sustaining the overall organizational health of the school. The study also concludes that more research is needed to establish a cause and effect relationship lacking in the current research base.

Citation: Liebowitz, D. D., & Porter, L. (2019). The effect of principal behaviors on student, teacher, and school outcomes: A systematic review and meta-analysis of the empirical literature. Review of Educational Research89(5), 785-827.

Link: https://aefpweb.org/sites/default/files/webform/44/Liebowitz_Porter_2019_AEFP.pdf

 


 

How powerful is leadership?

September 23, 2020

The Effect of Educational Leadership on Students’ Achievement: A Cross-Cultural Meta-Analysis Research on Studies between 2008 and 2018. This meta-analysis examines leadership approaches and the relationship between educational leadership and student achievement. In the literature review identified 151 articles/dissertations, for inclusion in this study. The results revealed educational leadership has a medium-level effect on students’ achievement. 

Citation: Karadag, E. (2020). The effect of educational leadership on students’ achievement: a cross-cultural meta-analysis research on studies between 2008 and 2018. Asia Pacific Education Review21(1), 49-64.

Link: The Effect of Educational Leadership on Students’ Achievement: A Cross-Cultural Meta-Analysis Research on Studies between 2008 and 2018

 


 

How effective is teacher induction? (Wing Institute Original Paper)

September 4, 2020

Teacher Induction. Teacher induction is a set of practices that help transferring and beginning teachers become competent and effective instructors. The goals of induction are to improve instructional practices; to help teachers in their first years understand and effectively integrate into school and community cultures; and ultimately to improve pupil learning. By supporting the teachers and facilitating their socialization into the profession, school systems could potentially reduce the significant turnover rate of teachers in the first 5 years of employment. Despite its substantial cost, induction has failed to meet most of the stated goals. Research reveals that despite setting high expectations, current models fall short in selecting evidence-based approaches for accomplishing the task. Goals and practices for induction activities are not clearly defined nor is performance effectively monitored. Finally, most models fail to provide effective implementation strategies necessary for sustainability. The overall message is that comprehensive teacher induction has the potential to positively impact teaching practices and pupil learning, but it requires careful reconsideration of current conceptual, procedural, and empirical foundations of the practice.

Citation: Cleaver, S., Detrich, R., States, J. & Keyworth, R. (2020). Overview of Teacher Induction. Oakland, CA: The Wing Institute. https://www.winginstitute.org/in-service-professional-induction.

Link: https://www.winginstitute.org/in-service-induction

 


 

Are disadvantaged students at greater risk when they miss out on school?

September 3, 2020

The Summer Slide: Fact or Fiction? For over fifteen years, it has been conventional wisdom that disadvantaged students fall behind their advantaged peers during summer breaks. Correlational research appears to support this conclusion, Wing Institute Data Mining. This pattern has led researchers such as Alexander, Entwisle, and Olson (2007) and Allington & McGill-Franzen (2018) to conclude that differential gain/loss over the summer thoroughly explains the gap in achievement advantaged and disadvantaged students. Recent studies of summer slide are finding results that call summer slide into question (Kuhfeld, 2019; Quinn et al., 2016), or agree that summer losses are similar for advantaged and disadvantaged students (Atteberry & McEachin, 2020).

Citation: Slavin, R. (2020). The Summer Slide: Fact or Fiction? Baltimore, MD.: Bet Evidence Encyclopedia. https://robertslavinsblog.wordpress.com/2020/08/20/the-summer-slide-fact-or-fiction/

Linkhttps://robertslavinsblog.wordpress.com/2020/08/20/the-summer-slide-fact-or-fiction/

 


 

What is distributed leadership? (Wing Institute Original Paper)

September 2, 2020

Distributed Leadership: Distributed leadership, in which the principal shares certain leadership work with teachers to optimize student and school outcomes, has emerged as a leading school leadership model, and indeed is reflected within recent principal leadership standards. The model’s origins lie in research that suggested that principals cannot “do it alone,” in today’s complex and challenging school environments, and that teachers have often performed leadership work that was not acknowledged. Rather than simple task delegation by principals, distributed leadership involves teacher leaders and administrators collaborating together to perform leadership practices, and sharing responsibility for outcomes. Research has shown positive associations between distributed leadership and a variety of teacher and student outcomes, including teachers’ professional efficacy and teaching effectiveness, and student academic performance. However, distributed leadership’s positive outcomes are contingent upon having leadership activities enacted based on patterns of staff expertise. Critics of distributed leadership note the potential for growing teacher workloads without corresponding compensation, and the possibility of exclusion of certain groups of teachers from leadership work. Careful planning and purposeful design, a collaborative work culture based on trust and respect, and having teachers at the school who possess leadership capacity, all appear to be needed ingredients in order for distributed leadership to be effective. School leadership teams, in which the principal works with a team of teacher leaders to share leadership work, represent an example of distributed leadership in action, and have been shown to accelerate and sustain school reform work.

Citation: Donley, J., Detrich, R., States, J., & Keyworth, (2020). Distributed Leadership. Oakland, CA: The Wing Institute. https://www.winginstitute.org/leadership-models-distributed

Link: https://www.winginstitute.org/leadership-models-distributed