New Findings on Tutoring: Four Shockers

blog_04 05 18_SURPRISE_500x353One-to-one and one-to-small group tutoring have long existed as remedial approaches for students who are performing far below expectations. Everyone knows that tutoring works, and nothing in this blog contradicts this. Although different approaches have their champions, the general consensus is that tutoring is very effective, and the problem with widespread use is primarily cost (and for tutoring by teachers, availability of sufficient teachers). If resources were unlimited, one-to-one tutoring would be the first thing most educators would recommend, and they would not be wrong. But resources are never unlimited, and the numbers of students performing far below grade level are overwhelming, so cost-effectiveness is a serious concern. Further, tutoring seems so obviously effective that we may not really understand what makes it work.

In recent reviews, my colleagues and I examined what is known about tutoring. Beyond the simple conclusion that “tutoring works,” we found some big surprises, four “shockers.” Prepare to be amazed! Further, I propose an explanation to account for these unexpected findings.

We have recently released three reviews that include thorough, up-to-date reviews of research on tutoring. One is a review of research on programs for struggling readers in elementary schools by Amanda Inns and colleagues (2018). Another is a review on programs for secondary readers by Ariane Baye and her colleagues (2017). Finally, there is a review on elementary math programs by Marta Pellegrini et al. (2018). All three use essentially identical methods, from the Best Evidence Encyclopedia (www.bestevidence.org). In addition to sections on tutoring strategies, all three also include other, non-tutoring methods directed at the same populations and outcomes.

What we found challenges much of what everyone thought they knew about tutoring.

Shocker #1: In all three reviews, tutoring by paraprofessionals (teaching assistants) was at least as effective as tutoring by teachers. This was found for reading and math, and for one-to-one and one-to-small group tutoring.  For struggling elementary readers, para tutors actually had higher effect sizes than teacher tutors. Effect sizes were +0.53 for paras and +0.36 for teachers in one-to-one tutoring. For one-to-small group, effect sizes were +0.27 for paras, +0.09 for teachers.

Shocker #2: Volunteer tutoring was far less effective than tutoring by either paras or teachers. Some programs using volunteer tutors provided them with structured materials and extensive training and supervision. These found positive impacts, but far less than those for paraprofessional tutors. Volunteers tutoring one-to-one had an effect size of +0.18, paras had an effect size of +0.53. Because of the need for recruiting, training, supervision, and management, and also because the more effective tutoring models provide stipends or other pay, volunteers were not much less expensive than paraprofessionals as tutors.

Shocker #3:  Inexpensive substitutes for tutoring have not worked. Everyone knows that one-to-one tutoring works, so there has long been a quest for approaches that simulate what makes tutoring work. Yet so far, no one, as far as I know, has found a way to turn lead into tutoring gold. Although tutoring in math was about as effective as tutoring in reading, a program that used online math tutors communicating over the Internet from India and Sri Lanka to tutor students in England, for example, had no effect. Technology has long been touted as a means of simulating tutoring, yet even when computer-assisted instruction programs have been effective, their effect sizes have been far below those of the least expensive tutoring models, one-to-small group tutoring by paraprofessionals. In fact, in the Inns et al. (2018) review, no digital reading program was found to be effective with struggling readers in elementary schools.

 Shocker #4: Certain whole-class and whole-school approaches work as well or better for struggling readers than tutoring, on average. In the Inns et al. (2018) review, the average effect size for one-to-one tutoring approaches was +0.31, and for one-to-small group approaches it was +0.14. Yet the mean for whole-class approaches, such as Ladders to Literacy (ES = +0.48), PALS (ES = +0.65), and Cooperative Integrated Reading and Composition (ES = +0.19) averaged +0.33, similar to one-to-one tutoring by teachers (ES = +0.36). The mean effect sizes for comprehensive tiered school approaches, such as Success for All (ES = +0.41) and Enhanced Core Reading Instruction (ES = +0.22) was +0.43, higher than any category of tutoring (note that these models include tutoring as part of an integrated response to implementation approach). Whole-class and whole-school approaches work with many more students than do tutoring models, so these impacts are obtained at a much lower cost per pupil.

Why does tutoring work?

Most researchers and others would say that well-structured tutoring models work primarily because they allow tutors to fully individualize instruction to the needs of students. Yet if this were the only explanation, then other individualized approaches, such as computer-assisted instruction, would have outcomes similar to those of tutoring. Why is this not the case? And why do paraprofessionals produce at least equal outcomes to those produced by teachers as tutors? None of this squares with the idea that the impact of tutoring is entirely due to the tutor’s ability to recognize and respond to students’ unique needs. If that were so, other forms of individualization would be a lot more effective, and teachers would presumably be a lot more effective at diagnosing and responding to students’ problems than would less highly trained paraprofessionals. Further, whole-class and whole-school reading approaches, which are not completely individualized, would have much lower effect sizes than tutoring.

My theory to account for the positive effects of tutoring in light of the four “shockers” is this:

  • Tutoring does not work due to individualization alone. It works due to individualization plus nurturing and attention.

This theory begins with the fundamental and obvious assumption that children, perhaps especially low achievers, are highly motivated by nurturing and attention, perhaps far more than by academic success. They are eager to please adults who relate to them personally.  The tutoring setting, whether one-to-one or one-to-very small group, gives students the undivided attention of a valued adult who can give them personal nurturing and attention to a degree that a teacher with 20-30 students cannot. Struggling readers may be particularly eager to please a valued adult, because they crave recognition for success in a skill that has previously eluded them.

Nurturing and attention may explain the otherwise puzzling equality of outcomes obtained by teachers and paraprofessionals as tutors. Both types of tutors, using structured materials, may be equally able to individualize instruction, and there is no reason to believe that paras will be any less nurturing or attentive. The assumption that teachers would be more effective as tutors depends on the belief that tutoring is complicated and requires the extensive education a teacher receives. This may be true for very unusual learners, but for most struggling students, a paraprofessional may be as capable as a teacher in providing individualization, nurturing, and attention. This is not to suggest that paraprofessionals are as capable as teachers in every way. Teachers have to be good at many things: preparing and delivering lessons, managing and motivating classes, and much more. However, in their roles as tutors, teachers and paraprofessionals may be more similar.

Volunteers certainly can be nurturing and attentive, and can be readily trained in structured programs to individualize instruction. The problem, however, is that studies of volunteer programs report difficulties in getting volunteers to attend every day and to avoid dropping out when they get a paying job. This is may be less of a problem when volunteers receive a stipend; paid volunteers are much more effective than unpaid ones.

The failure of tutoring substitutes, such as individualized technology, is easy to predict if the importance of nurturing and attention is taken into account. Technology may be fun, and may be individualized, but it usually separates students from the personal attention of caring adults.

Whole-Class and Whole-School Approaches.

Perhaps the biggest shocker of all is the finding that for struggling readers, certain non-technology approaches to instruction for whole classes and schools can be as effective as tutoring. Whole-class and whole-school approaches can serve many more students at much lower cost, of course. These classroom approaches mostly use cooperative learning and phonics-focused teaching, or both, and the whole-school models especially Success for All,  combine these approaches with tutoring for students who need it.

The success of certain whole-class programs, of certain tutoring approaches, and of whole-school approaches that combine proven teaching strategies with tutoring for students who need more, argues for response to intervention (RTI), the policy that has been promoted by the federal government since the 1990s. So what’s new? What’s new is that the approach I’m advocating is not just RTI. It’s RTI done right, where each component of  the strategy has strong evidence of effectiveness.

The good news is that we have powerful and cost-effective tools at our disposal that we could be putting to use on a much more systematic scale. Yet we rarely do this, and as a result far too many students continue to struggle with reading, even ending up in special education due to problems schools could have prevented. That is the real shocker. It’s up to our whole profession to use what works, until reading failure becomes a distant memory. There are many problems in education that we don’t know how to solve, but reading failure in elementary school isn’t one of them.

Practical Implications.

Perhaps the most important practical implication of this discussion is a realization that benefits similar or greater than those of one-to-one tutoring by teachers can be obtained in other ways that can be cost-effectively extended to many more students: Using paraprofessional tutors, using one-to-small group tutoring, or using whole-class and whole-school tiered strategies. It is no longer possible to say with a shrug, “of course tutoring works, but we can’t afford it.” The “four shockers” tell us we can do better, without breaking the bank.

 

References

Baye, A., Lake, C., Inns, A., & Slavin, R. (2017). Effective reading programs for secondary students. Manuscript submitted for publication. Also see Baye, A., Lake, C., Inns, A. & Slavin, R. E. (2017, August). Effective Reading Programs for Secondary Students. Baltimore, MD: Johns Hopkins University, Center for Research and Reform in Education.

Inns, A., Lake, C., Pellegrini, M., & Slavin, R. (2018). Effective programs for struggling readers: A best-evidence synthesis. Paper presented at the annual meeting of the Society for Research on Educational Effectiveness, Washington, DC.

Pellegrini, M., Inns, A., & Slavin, R. (2018). Effective programs in elementary mathematics: A best-evidence synthesis. Paper presented at the annual meeting of the Society for Research on Educational Effectiveness, Washington, DC.

This blog was developed with support from the Laura and John Arnold Foundation. The views expressed here do not necessarily reflect those of the Foundation.

Photo by Westsara (Own work) [CC BY-SA 4.0 (https://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons

 

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How Classroom-Invented Innovations Can Have Broad Impacts

blog_3-8-18_blackboard_500x381When I was in high school, I had an after-school job at a small electronics company that made and sold equipment, mostly to the U.S. Navy. My job was to work with another high school student and our foreman to pack and unpack boxes, do inventories, basically whatever needed doing.

One of our regular tasks was very time-consuming. We had to test solder extractors to be sure they were working. We’d have to heat up each one for several minutes, touch a bit of solder to it, and wipe off any residue.

One day, my fellow high school student and I came up with an idea. We took 20 solder extractors and lined them up on a work table with 20 electrical outlets. We then plugged them in. By the time we’d plugged in #20, #1 was hot, so we could go back and test it, then #2, and so on. An hour-long job was reduced to 10 minutes. We were being paid the princely sum of $1.40 an hour, so we were saving the company big bucks. Our foreman immediately saw the advantages, and he told the main office about our idea.

Up in the main office, far from the warehouse, was a mean, mean man. He wore a permanent scowl. He had a car with mean, mean bumper stickers. I’ll call him Mr. Meanie.

Mr. Meanie hated everyone, but he especially hated the goofy, college-bound high school students in the warehouse. So he had to come see what we were doing, probably to prove that it was dumb idea.

Mr. Meanie came and asked me to show him the solder extractors. I laid them out, same as always, and everything worked, same as always, but due to my anxiety under Mr. Meanie’s scowl, I let one of the cords touch its neighboring solder extractor. It was ruined.

Mr. Meanie looked satisfied (probably thinking, “I knew it was a dumb idea”), and left without a word. But as long as I worked at the company, we never again tested solder extractors one at a time (and never scorched another cord). My guess is that long after we were gone, our method remained in use despite Mr. Meanie. We’d overcome him with evidence that no one could dispute.

In education, we employ some of the smartest and most capable people anywhere as teachers. Teachers innovate, and many of their innovations undoubtedly improve their own students’ outcomes. Yet because most teachers work alone, their innovations rarely spread or stick even within their own schools. When I was a special education teacher long ago, I made up and tested out many innovations for my very diverse, very disabled students. Before heading off for graduate school, I wrote them out in detail for whoever was going to receive my students the following year. Perhaps their next teachers received and paid attention to my notes, but probably not, and they could not have had much impact for very long. More broadly, there is just no mechanism for identifying and testing out teachers’ innovations and then disseminating them to others, so they have little impact beyond the teacher and perhaps his or her colleagues and student teachers, at best.

One place in the education firmament where teacher-level innovation is encouraged, noted, and routinely disseminated is in comprehensive schoolwide approaches, such as our own Success for All (SFA). Because SFA has its own definite structure and materials, promising innovations in any school or classroom may immediately apply to the roughly 1000 schools we work with across the U.S. Because SFA schools have facilitators within each school and coaches from the Success for All Foundation who regularly visit in teachers’ classes, there are many opportunities for teachers to propose innovations and show them off. Those that seem most promising may be incorporated in the national SFA program, or at least mentioned as alternatives in ongoing coaching.

As one small example, SFA constantly has students take turns reading to each other. There used to be arguments and confusion about who goes first. A teacher in Washington, DC noticed this and invented a solution. She appointed one student in each dyad to be a “peanut butter” and the other to be a “jelly.” Then she’d say, “Today, let’s start with the jellies,” and the students started right away without confusion or argument. Now, 1000 schools use this method.

A University of Michigan professor, Don Peurach, studied this very aspect of Success for All and wrote a book about it, called Seeing Complexity in Public Education (Oxford University Press, 2011). He visited dozens of SFA schools, SFA conferences, and professional development sessions, and interviewed hundreds of participants. What he described is an enterprise engaged in sharing evidence-proven practices with schools and at the same time learning from innovations and problem solutions devised in schools and communicating best practices back out to the whole network.

I’m sure that other school improvement networks do the same, because it just makes sense. If you have a school network with common values, goals, approaches, and techniques, how does it keep getting better over time if it does not learn from those who are on the front lines? I’d expect that such very diverse networks as Montessori and Waldorf schools, KIPP and Success Academy, and School Development Program and Expeditionary Learning schools, must do the same. Each of the improvements and innovations contributed by teachers or principals may not be big enough to move the needle on achievement outcomes by themselves, but collectively they keep programs moving forward as learning organizations, solving problems and improving outcomes.

In education, we have to overcome our share of Mr. Meanies trying to keep us from innovating or evaluating promising approaches. Yet we can overcome blockers and doubters if we work together to progressively improve proven programs. We can overwhelm the Mr. Meanies with evidence that no one can dispute.

This blog was developed with support from the Laura and John Arnold Foundation. The views expressed here do not necessarily reflect those of the Foundation.

How Is Standards-Based Instruction Standard in Classroom Practice?

Education policy, goes an old saying, is like a storm at sea. Crashing waves, thunder, lightning, and cross-currents at the surface, but 10 fathoms down, nothing ever changes.

In our time, one of the epic storms in education relates to the Common Core State Standards (CCSS) and other college- and career-ready standards that resemble CCSS. Common Core was intended to move instructional practices and student outcomes toward problem-solving, higher-order thinking, and contextualized knowledge, and away from rote learning, memorization, and formulas. We are now five years into this reform. How is it changing what teachers actually do in the classroom?

Fortunately, there is a research center working to understand this question: the Center for Standards, Alignment, Instruction, and Learning (C-SAIL) at the University of Pennsylvania. C-SAIL, funded by the Institute of Education Sciences (IES) at the U.S. Department of Education, is carrying out several studies to examine how state policies more or less aligned with Common Core or college- and career-ready standards are changing teachers’ instruction.

Recently, C-SAIL researchers Adam Edgerton, Morgan Polikoff, and Laura Desimone, published an article on representative state-wide surveys of teachers in Kentucky, Ohio, and Texas. Kentucky and Ohio were early, enthusiastic adopters of Common Core, while Texas was one of just two states (with Virginia) that have always refused to adopt Common Core standards, giving up a shot at substantial Race to the Top grants for their obstinance. However, Texas has its own standards intended to be college-and career-ready.

In all three states, teachers reported teaching many objectives emphasized by their states’ standards, but a roughly equal number of objectives de-emphasized by the standards. This was true in reading and math and in elementary and secondary schools.

C-SAIL is doing studies in which they will obtain logs and other more detailed information on daily lessons. Perhaps they will find that teachers are increasingly teaching content aligned with their state standards. But from the C-SAIL survey, it seems unlikely that these differences will be profound enough to greatly affect students’ achievement, which is, after all, the ultimate goal.

There is a lot to admire in the Common Core and other college-and career-ready standards, and perhaps the best parts are in fact changing practices. However, turning around a country the size of the U.S., with 50 states, 14,000 school districts, 120,000 public schools, and a tradition of local autonomy is no easy feat. One big problem is that issues that rise to the stormy surface are buffeted by political currents, so they often don’t last long enough to make widespread change.

C-SAIL provides a useful service in monitoring how policy changes practice, so we can at least learn from the college-and career-ready standards movement (within which Common Core plays an important part). Journalists love to write about the crashing waves at the surface of education reform, but we need independent, scientific organizations like C-SAIL to tell us what’s really happening 10 fathoms down, where the kids are.

Teachers’ Roles in Evidence-Based Reform

Long ago, I was a special education teacher in Oregon. Someone at that time came up with the idea that since learning was harder in the earlier stages of a skill than it was later on, progress on advanced levels of a skill should be more rapid. They gave us teachers “six-cycle graph paper” to graph individual children’s progress on each skill we taught them. The graph paper was marked to show logarithmic growth, where the units were large at the low levels of a skill and small at the high levels, so a progress chart would show as a straight line.

Does this make any sense to you? Well, it did not make any sense to me and my fellow-teachers, either. Yet it was presented to us as mandatory, a state or district requirement.

We tried, but we just couldn’t make the six-cycle graph paper work. It required a massive amount of paperwork and calculation, taking us away from teaching. We staged a small revolt, and within less than a month, as I recall, six-cycle graph paper was only used for kids to color on.

Six-cycle graph paper was a foolish idea from the beginning. Every teacher in my school, and (I’d guess) in every school could see that it was unworkable and hopeless. But nobody asked us. No research supporting its use was even presented to us, if it existed (which I very much doubt). Further, and perhaps most damaging, the six-cycle graph paper experience eroded our faith in our own school administration and in innovation itself, and it made us less likely to implement other innovations that might be more promising.

After my time as a teacher, I went to graduate school, and then I began working on development, evaluation, and dissemination of cooperative learning strategies in elementary and middle schools. My colleagues and I began our dissemination efforts by doing large, voluntary workshops for teachers. Any teacher of any subject or grade level could attend, so we were usually working with just a few teachers from any one school. We rapidly learned that this kind of scattershot professional development was extremely popular, but it did not stick very well in the schools. The problem was that isolated teachers had difficulty maintaining an innovation without the support of their administration and peers.

Nell Duke, today a well-known researcher, tells a story that perfectly illustrates the problem. As a young elementary teacher, she read about cooperative learning and implemented it in her class with great eagerness and success. However, her principal was not amused. “Miss Duke,” he said, “what in blazes are you doing in there?” She enthusiastically explained cooperative learning, told him about the research on it, and explained how excited and productive the students were.

“I suppose that’s all right,” he said. “But can’t you get them to do it quietly?”

Having individual teachers be the unit of innovation or dissemination made it difficult to ensure that teachers had understanding and supportive administrators, coaching, or other ongoing support, and many of them either failed due to implementation problems that could have easily been remedied, or they succumbed to pressure from the administration or peers over time to conform with what the rest of the school was doing.

From my experience, widespread and impactful use of proven programs is not likely to succeed if it is imposed upon teachers or if it is sprinkled across the landscape as Johnny Appleseed did. How could the whole school become the unit of dissemination with the active participation of the teachers?

When we began Success for All in 1987, my colleagues and I hit upon a formula that we still use today with great success. Success for All (SFA) is a whole-school approach, intended to work in schools that serve mostly disadvantaged elementary and middle schools. Such schools can be assumed to have already tried and failed with many innovations, and they may be suspicious that this is just one more.

Our solution, starting with our very first SFA school in Baltimore, was to introduce the program to the administration and teaching staff and then let them vote by secret ballot as to whether or not they wished to participate. A positive vote of 80% was required for us to enter the school.

The voting does many things. First, it convinces the whole staff that they truly have a choice, and that for once they are not being pushed into something they did not select. Second, the process leading up to the vote already helps to get teachers thinking about how they can work with peers to improve the whole school, not just their personal classroom.

Votes are usually positive, but the voting process may reveal issues teachers want resolved before they take on an innovation. For example, teachers may say, “We’ll support this program, but we’ll need additional planning time. Can you promise that?” If the principal agrees, the vote is likely to be positive. When a school cannot arrive at a positive vote it is usually the case that there are serious problems in the school, such as a lack of trust between teachers and administrators. It is probably a good idea to delay starting a major innovation until such problems are worked out.

When starting a schoolwide innovation in a given district or region, it makes a lot of sense to start with schools that eagerly adopt the model. The vote helps identify such schools. Other schools that are less eager can then see how things go with the early adopters and come into the project later on. Within schools, the few reluctant teachers (less than 20%), seeing their peers voting in favor of SFA, are usually willing to give it a try, and may gain enthusiasm over time.

Beyond the voting itself, treating schools as the unit of implementation provides schools with new strategies for improving their whole teaching staff. It gives all teachers a common language, common tools, access to joint training and in-class coaching, and peer assistance. Principals may use distributed leadership, involving teachers and other staff in committees to plan school strategies to solve common problems (such as behavior/attendance, parent/community involvement, onboarding of new teachers, and teaching strategies for particular topics and grade levels). Instead of just one or two leaders in a school, every teacher becomes a leader in some area of expertise or interest.

A school that has chosen a proven program and is implementing it with understanding, enthusiasm, and the participation of all school staff is a fun, satisfying place to work. It can retain its teachers, instead of seeing them “promoted” to less challenging parts of town, because teachers prefer to work in supportive, successful environments in which their ideas and leadership are sought after and appreciated.

In addition to voting, teachers can play a key role in adapting the program to meet local circumstances, needs, and resources. They may introduce innovations after they have mastered the basics, and these innovations may catch on in the school, district, or the entire network of SFA schools nationally. Further, schools often pilot new strategies or materials and provide feedback to program developers.

I believe that whatever innovations developers are trying to disseminate, teachers should have the opportunity to choose (or not choose) them as a total school or distinct section of a school, such as the math department or the primary team. This mode of dissemination preserves teachers’ rights to participate in essential decisions about their own school without requiring that each school or teacher reinvent the wheel.

Or the six-cycle graph paper.

This blog is sponsored by the Laura and John Arnold Foundation

Making Teaching and Teacher Education Respected Professions

I had an interesting conversation at the recent AERA meetings with the editor of my Pearson educational psychology text, Kevin Davis. He posed a question to me: “How can we convince school leaders, politicians, and the public that schools of education provide something of value to future teachers?”

I’ve thought a lot about this question, and about an even broader question: How can we increase respect for the teaching profession itself? These two questions are closely linked, of course, because if teachers were respected, the schools that produce them would be respected, and vice versa.

My answer, you may not be surprised to hear, drew from the history of medicine. Long ago, doctors were little respected because few of their treatments actually worked. My own grandfather, an immigrant from Argentina, believed that doctors had nothing to offer, and he refused to go to a doctor or hospital unless absolutely necessary. “Hospitals are where you go to die,” he always said (Note: he was healthy into his nineties and died at 96. In a hospital.).

However, physicians gained in status as their profession gained in proven treatments. In the 19th century, doctors could set bones, help in childbirth, administer smallpox vaccines, and prescribe various treatments that were mostly useless. However, in the 20th century, there was progress in what doctors could do. In mid-century, discovery of sulfa drugs, penicillin, a polio vaccine, and many other advances truly made medicine, physicians, and schools of medicine respected. Since 1962, when federal laws began to require randomized experiments for medications, the pace of discovery and application of effective treatments has exploded, and as physicians can reliably treat more and more diseases, respect for them and the schools that produce them has grown apace.

In education, this is how our profession and our schools of education will grow in status. As in medicine, this change will not happen all at once or overall, but it will happen as schools and teachers increasingly embrace and apply proven approaches.

Imagine, for example, that primary teachers were universally trained to use programs capable of ensuring reading success for their children. That secondary math teachers could ensure an understanding of algebra for every student. That science teachers could make American schools competitive with those in East Asia. Each of these accomplishments would be hugely beneficial for students, of course. But think what it would do for our profession. Picture this. A first grade teacher walks into a party. The room falls quiet. Parents meekly approach her to ask how they can help, or supplement her efforts with their children. Others are impressed by the school of education she attended. She gets this respect because everyone knows that she can teach every child who enters her class to read, no matter what. She has proven skills and knowledge that the world at large does not possess.

That’s how our profession must earn its respect. When every teacher has knowledge and skills that are proven effective and learned in schools of education, we’ll be respected. And we’ll deserve it.

This blog is sponsored by the Laura and John Arnold Foundation

Remembering Al Shanker: Teachers and Professionalism

Back in the day, I knew Al Shanker, the founder of the American Federation of Teachers. No one has ever been more of an advocate for teachers’ rights – or for their professionalism. At the same time, no one was more of an advocate for evidence as a basis for teaching. He saw no conflict between evidence-based teaching and professionalism. In fact, he saw them as complementary. He argued that in fields in which professionals possess unique knowledge and skills, backed up by research, those professionals are well respected, well compensated, and play a leading role in the institutions in which they work.

If teachers want to be taken seriously, they must be seen to be using methods, technologies, and materials that not just anyone knows how to use, and that are known to be effective. Think physicians, engineers, and lawyers. Their positions in society depend on their possession of specialized and proven knowledge and skills.

Yet when I speak about evidence-based reform, I often get questions from teachers about whether using evidence-proven programs will take away their professionalism, creativity, or independence. I am sympathetic to this question, because I am aware that teachers have had to put up with quite a lot in recent years. Teaching is increasingly being seen by government and the public as something anyone can do.

But how can the teaching profession turn this around? I think Al Shanker had the right answer. If teachers (and teacher educators) can honestly present themselves to the public as people who can select and use proven programs and practices, ones that not just anyone could use effectively, that would go a long way, I think, to enhancing the public’s perception of the professionalism of the field. It would also be awfully good for students, parents, and the economy, of course.

Al Shanker knew that teachers were going to have to publicly and fervently embrace evidence, both to do their jobs better and to make it clear that being a teacher requires knowledge and skills than the general public can respect. I’m certain that he would be a big fan of the new Every Student Succeeds Act (ESSA) evidence standards, which will help educators, policy makers, and researchers identify and put to use proven programs and practices.

Evidence-based reform is essential for kids, but also for teachers. Al Shanker knew that 30 years ago, and his AFT has been a champion for evidence ever since.

Farewell to the Walking Encyclopedia

Like just about everyone these days, I carry a digital device in my pocket at all times. At the office, I have a powerful desktop, and in the evening, I curl up with my iPad. Each of these contains the knowledge and wisdom of the ages. Kids and parents have as much access as I do.

The ubiquity of knowledge due to digital devices has led many educational theorists and practitioners to wonder whether teachers are even necessary anymore. Can’t everyone just look things up, do calculations, and generally provide themselves with just-in-time wisdom-on-the-spot?

Unfortunately, the truth is that digital devices are not yet transforming education. But what they are doing is putting the last nail in the coffin of the teacher as walking encyclopedia.

In the old days, a teacher could contribute a lot just by knowing more than the students. Teaching was composed of content knowledge (what the teacher knows and can transmit) and pedagogy (how the teacher manages classrooms, motivates students, makes complex ideas clear, and teaches learning-to-learn skills). Content knowledge is still crucial, but a “walking encyclopedia” is of declining value when everyone can find out everything all the time.

Does the decline of the walking encyclopedia diminish the role of the teacher? Just the opposite. When kids are immersed in too much information, what they need is a guide to help them learn how to comprehend complex texts and understand and organize information. They need to know how to write, how to solve complex problems, how to set up and carry out experiments, how to work well with others, how to contextualize their own thoughts to reason productively, how to manage their own behavior, how to maintain positive motivation, and how to be productive even in the face of difficulties. Each of these objectives, and many more, are at the heart of effective pedagogy. All are aided by content knowledge, of course, but a teacher who knows a lot about his or her discipline but not much about managing and motivating students is not going to succeed in today’s world.

It is my experience that the teaching innovations most likely to enhance student learning are hardly ever those that provide new, improved textbooks or digital content. Instead, they almost invariably provide extensive professional development to teachers, followed up by in-school coaching. In each case, the professional development and coaching focuses on pedagogy, not content. We’ve found the same pattern in all subjects and grade levels.

The task ahead of us in evidence-based education, I believe, is to use evidence of what works in pedagogy to help teachers grow as motivating, engaging, self-aware learning guides, capable of using general and subject-specific pedagogies effectively to help students become eager and capable learners. My encyclopedia walks with me in my pocket wherever I go. That’s true of students, too. They don’t need another at the front of their class. What they do need is someone who can make them care about, comprehend, organize, synthesize, and communicate the megabytes of information they carry.