Excellence in Instruction

What ever hap­pened to striv­ing for excel­lence? In schools today, it is now about striv­ing for pro­fi­ciency. Stu­dents are expected to per­form at a pro­fi­cient level on state assess­ments. Schools that aren’t meet­ing goals for pro­fi­ciency are cen­sured. There is no incen­tive what­so­ever for schools to encour­age stu­dents to per­form at the advanced level. A stu­dent who scores per­fectly on the state assess­ment counts exactly the same as one who barely crosses the pro­fi­ciency thresh­old. But to many peo­ple, this is now what it means to strive for excellence

Robert Stern­berg, in a recent issue of Edu­ca­tional Lead­er­ship, asks what it means for a school to be excel­lent. Too often, a school’s own def­i­n­i­tion of excel­lence is defined by the per­for­mance of a sub­group of stu­dents. The school looks solely at the improve­ment in per­for­mance of the bot­tom stu­dents, or the very top, or per­haps that group just on the cusp of pro­fi­ciency. He argues that instead, schools ought to focus on excel­lence for all stu­dents, and that the num­bers will fall into place as a result of that changed focus.

Accord­ing to Stern­berg (2008), in addi­tion to the tra­di­tional 3 R’s, we also need to be teach­ing stu­dents Rea­son­ing, Resilience, and Respon­si­bil­ity. I believe this is par­tic­u­larly impor­tant for gifted stu­dents, who can often learn the basics of aca­d­e­mic con­tent quickly but have more dif­fi­culty with these “Other Three R’s”. What if when we com­pact the cur­ricu­lum for these chil­dren we were to focus our enrich­ment work on teach­ing these new skills?

Unfor­tu­nately, they can’t develop in a vac­uum. All three skills (and, I would argue, all of the tra­di­tional three as well, past a cer­tain level) require stu­dents to inter­act with oth­ers on a deep level. But how can we do that when we may only have one stu­dent in a class­room (or per­haps even in an entire school) who can move quickly into this area of learn­ing? Cer­tainly we want to pro­vide these oppor­tu­ni­ties for all stu­dents on a reg­u­lar basis. But Rea­son­ing, Resilience, and Respon­si­bil­ity can be more of a cen­ter­piece for gifted stu­dents who are capa­ble of engag­ing them at a depth that other stu­dents may not attain until much later.

One solu­tion to this is to pro­vide more oppor­tu­ni­ties for gifted stu­dents to inter­act with their intel­lec­tual peers. Cre­at­ing sit­u­a­tions where this is pos­si­ble can be a chal­lenge, how­ever. If there are only a few gifted stu­dents in a school, even when they are all together, the level of inter­ac­tion is not high.

Online tools can pro­vide a way to expand the con­nec­tions for our gifted chil­dren. Andrew Tor­ris recently wrote about how social net­works and online col­lab­o­ra­tion can help edu­ca­tors to be more engaged with each other in their own pro­fes­sional devel­op­ment. Many of the same argu­ments he gives, and indeed, many of the same sce­nar­ios he describes, apply as well to gifted chil­dren in our classrooms.

I have recently exper­i­mented with using a wiki to allow stu­dents from mul­ti­ple schools to work together and inter­act on a com­mon project. There have been some suc­cesses and some chal­lenges, and the level of inter­ac­tion so far is not high. But even at this very basic level, my stu­dents have got­ten a glimpse of the power of net­work­ing, and as my own pro­fes­sional net­work grows, I hope to find ways to add to my stu­dents’ net­work of colleagues.

Tor­ris ended his arti­cle with a pow­er­ful video. I’m includ­ing it here also because it empha­sizes the impor­tance of shar­ing, col­lab­o­ra­tion, and learn­ing to net­work. Watch it twice—once from the per­spec­tive of your stu­dents, and once with your own pro­fes­sional growth in mind. Then think: How can we begin to move back towards excel­lence, first in our own lives, then in our instruc­tion, so that all stu­dents can gain mean­ing­fully from their time in our classrooms?

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Ref­er­ences

Stern­berg, R. (2008). Excel­lence for all. Edu­ca­tional Lead­er­ship, 66(2), 14–19.

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