2010년 12월 29일 수요일

991.12.30 The Principals' Center at the Harvard Graduate School of Education




The Principals' Center at the Harvard Graduate School of Education

Current Programs at The Principals' Center

Programs in Professional Education

National Institute for Urban School Leaders
July 18-23, 2011

http://www.gse.harvard.edu/ppe/programs/principals-center/portfolio/urban-school-leaders.html

National Institute for

Urban School Leaders

July 18-23, 2011 ApplyApplication deadlines:
Early decision: 2/25/11
Regular decision: 3/18/11
Tuition: $2,595
Contact Us Request a Brochure


What You Will Learn 你將學到什麼

Program Overview  課程方案概述

Program Objectives 目標

Who Should Attend 誰應該參加

Faculty Chair  計畫主持人

Enrollment Instructions 報名的說明

Fees  費用

Accommodations  住宿

Cancellation Policy  取消的說明

Contact  聯繫管道

For more information please call 1-800-545-1849
  or email principals@gse.harvard.edu.

2010년 12월 15일 수요일

991.12.16 How to Become a Better Principal

Procedure During Observation
The most important thing about procedure is how people feel about what is being done. In classroom observation, everything the principal does should be motivated by interest, sincerity, kindliness, and professional purpose. If the principal’s motives are not of the highest, no rule of procedure will help him arouse a co-operative response in teacher and pupils. If his motives are genuinely good, then a little clumsiness now and then will not estrange those whom he proposes to help.
在程序中最重要的一件事就是如何讓人們感覺到什麼是已經完成的。在課室觀察中,校長所做的每件事必須藉由興趣,誠心,慈愛,和專業的目的所激發出來。如果一個校長的動機都不是最好的,在過程中就沒有任何的方法可以幫助他在老師和學生當中激發出一個合作的回應。如果他的動機大多是好的,真誠的,這樣現在就算一個小小的笨拙也不會讓那些提議要幫助的人遠離他。
The principal should arrange to be in the classroom before the lesson begins. Teachers and pupils usually expect a smile and a word of greeting, though a lengthy talk is out of place. The principal then goes to the back of the room, where he will not distract the pupils, and examines the lesson plan which the teacher has given him. The pupil records and a seating plan are also there, as well as the text and manual. The principal’s attention should be focused upon what the pupils are doing and what the teacher is doing, and not upon any mannerisms of traits peculiar to the teacher. The principal should be alert to what is going on, since both teacher and children react favorably to a responsive observer. A passive observer is annoying, as is one who seems to be oblivious of everything that is going on about him.
這個校長必須在課程開始之前就安排到一間教室裡。老師和同學們通常都會期待一個笑容和一段話語的問候雖然一段很長的演講是不合適的。然後這個校長走到教室的後方,在那裡他將不會影響到學生們,然後又可以檢查老師給他的教學計畫。在後方學生的學習記錄和座位的配置也在那裡,就像課本和手冊一樣的好。這個校長的注意力必須集中在學生和老師正在做的事,而不是任何特別針對這位老師矯揉造作的特點。這個校長必須留神在現在在進行的事,因為這樣身為一個有責任感的觀察者對老師和學生們做出適宜地反應。一位被動的觀察者是很惱人的,就好像一位似乎關於他所有的事都被觀察一樣。
During the class, the lesson plan can be used as a guide in following the presentation of the teacher and the text. Pupil records help in interpreting the pupils’ answers and activities. It is usually best not to take any notes during the lesson, because note-taking seem to make most teachers uneasy. However, if the notes are shown to the teacher after the lesson and discussed with him, few teachers mind note taking during observation. Mental notes are necessary, however, as guides to the conference following the lesson. Particularly one should notice how the teacher realizes the objectives of the lesson, and how the lesson leads on to the next day’s work.
在課程期間,教學計畫可以被用來當作是一份導引來注意老師的教學演講和主要內容。學生的記錄在學生的回答和活動中可以加以幫助和說明。在課程中通常最好是不要做任何的筆記,因為做記錄似乎會讓大部分的老師很擔心。然而,如果這些筆記在課程之後給老師看還有和他討論,有一些老師還是會介意在觀察中作筆記這件事。內心的筆記是很必要的,然而,內心的筆記就好像針對課程所出現的會議的準則一樣。校長必須特別注意到老師對於課程的目標了解多少,還有課程如何被引導到下一天的工作。
Should the principal "take over" when the lesson seems to be going badly? The teacher is making mistakes in presentation of factual information; or he is floundering and not able to get his presentation across; or pupils are noisy and inattentive, or merely listless. The principal may be tempted to take over the class, and show the teacher how it should be done. Except in extreme cases, this temptation should be resisted. If the teacher is unorganized during observation, he probably is at other times also, and intervening will not remedy the condition. More good will result in the long run by an analytical conference afterward, and perhaps a planned demonstration lesson. When a teacher is ineffective, the rule here is the same as for other problem situations: When in doubt, do the kindly thing. Exposing a teacher before his class will not improve his teaching; instead it will remove one prop he may have counted on ―the principal’s regard for him. An extremely weak teacher should be removed from service, but only after a consistent supervisory program has failed to develop him adequately. So, in visiting a classroom, the principal should consider himself an observer, a visitor, and should not have a mental set which says, "If he can’t do better than that, he should be shown." By all means, in the conference following the lesson, the principal should be frank in his appraisal of weakness, and should make specific plans for helping the teacher.
當課程進行的很糟的時候,校長應該應該要“移交主權”嗎?當老師在事實的資訊講解中犯錯時,或者是他正在掙扎無法使他的講解遍及各處,
When the lesson is over, the principal again nods to the teacher, perhaps makes a single pleasant remark to the class, and leaves the room unobtrusively. If the lesson is running overtime, the principle should feel free to leave at the scheduled time, but without interrupting the class, if possible.
當課程結束時校長再次和老師點頭,也許對這個班級作一個單一愉悅的評論,然後不引人注意地離開教室。如果課程進行到有些超過時間,校長應該在計畫好的時間內自在地離開,但是如果可以的話不要打斷這個班級。

Report on Observation and Conference
關於觀察和會談的報告
Teacher Grade Subject
老師  年級 科目
Observation (date) Time to Observer
觀察 (日期) 對觀察者的時間
  1. Type of lesson       課程的類型
  2. Materials used       使用的教材
  3. Activities            活動
  4. Purposes achieved    要達到的目的
  5. Notes for conference 針對會談的記錄
Conference (date) Time to  
會談 (日期)  對於時間
  1. Topics discussed (other than the above) 討論的議題 (其他不是以上提到的)
  2. Comments and suggestions  評論和建議
  3. Principal    校長
  4. Teacher       老師
  5. Proposed follow-up    提議所要跟進的事項

觀後心得:
我負責的部分提到的是,校長在課室觀察中該有的程序和注意的事項,以及校長的工作是要填補老師的需求,成為幫助老師的角色。
在大部分的西方國家,校長和老師的關係比較是平等的,所以當校長和老師進行課室觀察會談時,校長比較可以用一個像對待同事的態度和老師對談,而不是一個較權威式的態度,反之,在大部分的東方國家,校長通常會以權威的角色,用較指使的方式和老師溝通,所以我看完這篇文章之後,希望可以讓校長和老師之間的溝通方式可以已更平等的方式進行,校長也可以站在老師的立場一起發展研究如何提升教學品質,以便達到一個互助互信和一起合作努力達成教學目標的境界,我想這是這篇文章所要表達很重要的關鍵。

2010년 12월 8일 수요일

991.12.9 Sasha Strike, Newcastle綜合醫院的護士

Sasha Strike, staff nurse at Newcastle General Hospital
Sasha Strike, Newcastle綜合醫院的護士

"[Privatisation] brings poorer quality for our patients. We've seen the private sector brought in for our domestic staff and we've seen the quality dramatically reduce.

「『私有化』為我們的病人帶來更差的品質,我們看到私營部門引進國內的員工,同時我們也看到品質急劇下降

"It's cheaper for them to have one member of staff doing the job of three people.

「引進這些員工的成本較便宜,他們一個人可以做三個人的工作。


不該只為了利益和賺錢,應該要照顧好病人 。
護士 Sasha Strike

"Also in our catering services we've seen the quality of food reduced after closing our kitchens down and bringing in private firms that offer cooked chilled food.

「此外,在飲食服務方面,關閉我們原來的廚房,引進民營企業後,它所提供的熟食冷藏食物,讓我們看到食物的品質比起以前降低。

"The quality of that has also dramatically reduced, and we're forever getting complaints from our patients about the poor quality of food that's provided for them.

「急劇降低的品質,使我們不斷接收到來自病人對於飲食品質的抱怨。

"It does matter who provides the service.

「但病人不管是誰提供了這些服務。

"It shouldn't be about profit, it shouldn't be about making money, it's about caring for people."

「不應該只考慮利益和賺錢,應該要照顧好病人。」

2010년 12월 1일 수요일

991.12.2 The Changing Role of School Boards.

HOW WOULD PROPOSED CHANGES AFFECT THE POWER OF SCHOOL BOARDS?  研議中的變革如何影響學校委員會的權力?

Since the 1980s school boards have been experiencing erosion of power. State regulations have eaten into school board authority from above, while teacher unions and school-based management have worn away at it from below. Instead of viewing recent increased state involvement as usurping school board authority, Conley (1993) sees it as an opportunity for schools to focus their attention on "issues of internal coordination and quality control."

自1980年代以來,學校委員會的權力漸漸被侵蝕。州的規定從上「吃掉」學校委員會的權力,而教師工會和學校本位管理則由下磨損學校委員會的權力。Conley (1993)認為,對於近年來州政府的涉入而侵佔學校委員會權力的現象,要把它視為一個機會,學校可以將對他們的注意力集中在「內部協調」和「品質管制」的議題。

Some proposed innovations in governance might actually provide a welcome respite for school boards. Ted Kolderie, of the Minneapolis-based Center for Policy Studies, sees boards associated with charter schools as having greater flexibility as buyers of education (Harrington-Lueker).

一些研議中的管理創新作法,實際上可能會提供一個的學校委員會所歡迎的休養生息機會。明尼阿波利斯(Minneapolis)政策研究中心的Ted Kolderie認為,委員會與特許學校(charter school)有更大的彈性,如同教育的買方(Harrington-Lueker)。

In general, school boards and administrators believe they work best together when there is flexibility between the policy-making and administrative arms of governance (McCurdy). This appears to be in conflict with many recent proposals that advise eliminating any administrative board functions.

一般來說,學校委員會和行政人員相信,當在政策制定和行政管理之間有很大的彈性時,他們可以一同將工作做到最好(McCurdy)。這似乎與最近許多減弱委員會行政職權的建議有所衝突。

2010년 11월 23일 화요일

991.11.25 Developing Instructional Leaders

HOW DO PREPARATION PROGRAMS DEVELOP INSTRUCTIONAL LEADERS?
如何製作培訓方案以培養教學領導者?

成功的標準本位改革顯然需要精緻的技能,所以應強化培訓方案,磨練他們聚焦在教學領導。全國教師教育認可委員會的(NCATE)為新的表現本位標準回應時指出,基本的假設是:領導的目的是為了提高教學和學習。行政管理者培訓方案必須證明,他們的學生【意指受訓的校長】可以發展願景、設計綜合性的專業成長計畫、提供有效能的教學方案以及並對學生的學習採取最佳的做法((National Policy Board for Educational Administration 2002)。

方案剛開始實施這些標準,有許多與NCATE無關。無疑的,雖然大多數的方案都是為了滿足教學領導而設計,但只有少數的證據證明,學生【意指受訓的校長】獲得教學和學習核心技術的深度知識。

Ann Weaver Hart 與 Diana Pounder (1999)描述改革時指出,改革給予改進教學領導訓練的承諾。團隊方案,使學生與同儕一同參加培訓方案,可以提供一個有意義的實驗室,以培養合作的技能。個案研究和問題導向的學習提供一個栩栩如生的模擬情境,用來磨練學生【意指受訓的校長】思考複雜的教學領導議題。延伸的實習,可以給學生一個在田野實境中實施變革的經驗。

最後,Theodore Creighton 與 Gary Jones (2001)指出,目前一些方案在招生時,招收到一些平均成績較差的學生。他們建議使用行為本位的規準,例如運用評估中心,提供更佳的觀點,以了解候選人是否具備教學領導所需的必要能力。


摘要心得:
由本段中得知,成功的標準應在於強化培訓方案,磨練他們著重在教學領導,如何讓學生【意指受訓的校長】在培訓方案中獲得更多的專業技能,也增進他們的教學領導能力。全國教師教育認可委員會的(NCATE)對於新的表現本位標準回應,基本的假設是領導的目的是為了提高教學和學習,雖然許多培訓方案都是為了滿足教學領導而設計,但只有少數的證據證明,學生【意指受訓的校長】獲得教學和學習核心技術的深度知識。這也意味著培訓方案中需要有新的改革來因應不同學生【意指受訓的校長】的學習方式,抑或是學生【意指受訓的校長】的資質不一也同樣會影響教學成效。Ann Weaver Hart 與 Diana Pounder (1999)描述改革時指出,改革給予改進教學領導訓練的承諾。在改革中,學生可【意指受訓的校長】以藉由三方面:團隊方案,個案研究和問題導向的學習及延伸的實習當中,去獲得不同的實務經驗。對於學生【意指受訓的校長】資質不一的狀況,Theodore Creighton 與 Gary Jones (2001)也指出,如何有效地運用評估中心,提供更佳的觀點,以了解候選人是否具備教學領導所需的必要能力。如此一來,培訓方案也更能篩選出適合的學生【意指受訓的校長】來培訓以便達到最大的效益,學生【意指受訓的校長】也能更經由培訓方案學得更專業的領導知識。藉由這一段我也更清楚認知到,培訓方案中不單單只是讓學生【意指受訓的校長】學習專業的知識,透過一些個案研究的延伸實習中,讓學生【意指受訓的校長】更有機會去和他們之前和之後所面臨的問題作連結,的確當我們在學得許多理論上的專業知識後,需要有更多的實務經驗來使我們發揮所學得的專業知識,使專業領導知識不再只是知識,而是活用在實務中的概念和原則。

2010년 11월 10일 수요일

991.11.11 Seven Essentials for Project-Based Learning

5. Inquiry and Innovation 探究和改革
After their discussion about encounters with pollution, in addition to choosing a driving question, Ms. McIntyre's students as a whole class generated a list of more detailed questions about diseases, bacteria and their effects, and sources of water contamination. Questions included, What diseases can you get from water? Do you have to drink it to get sick? and Where do bacteria come from? The teams fine-tuned their questions and discussed how to find answers from the teacher, books, articles, websites, experts, and visits to Foster's Beach.

在他們對於有關汙染的衝突的決定之後,另外選擇一個驅使的問題,McIntyre小姐的學生,一整個班級對於疾病、細菌和它們的影響,還有水汙染的起源也有了一張清單陳述更多細節的問題。問題包括有,你會因為水而得到什麼樣的疾病?你必須要去喝它然後生病嗎? 還有細菌是由哪裡來的? 這個團隊修飾他們的問題然後討論如何藉由老師,書本,文章,網路,專家,還有參觀福斯特的海邊找到答案。

As these learners found answers, they raised and investigated new questions. Students synthesized the information they gathered and used it both to inform their individually written papers on the driving question and to help create their team's product related to that question.

當這些學習者找到答案後,他們會想出和研究新的問題。學生們綜合他們找到的資訊,然後他們不但會在他們個人的報告所針對這個驅使的問題中報告出來,他們的團隊還會製造出有關問題的產品。

Students find project work more meaningful if they conduct real inquiry, which does not mean finding information in books or websites and pasting it onto a poster. In real inquiry, students follow a trail that begins with their own questions, leads to a search for resources and the discovery of answers, and often ultimately leads to generating new questions, testing ideas, and drawing their own conclusions. With real inquiry comes innovation—a new answer to a driving question, a new product, or an individually generated solution to a problem. The teacher does not ask students to simply reproduce teacher- or textbook-provided information in a pretty format.

學生們發現企劃工作更有意義如果他們處理真正的調查,這個調查不是只從書本或網站中找到資訊,然後把資訊貼到報告上。在真正的調查中,學生們隨著一個蹤跡然後開始他們自己的問題,為了一些對策而引導出一個研究,然後答案的發現,還有最後引導產生更多新的問題,試驗的方法,然後描寫出他們自己的結論。真正的探究也帶來改革---對一個驅使的問題有一個新的答案,一項新的產品,或者是對於一個問題而有的一項個人產生的解決方法。這個老師不會要求學生單單地重新複製老師或課本所說的,而是在一個好的出版之物當中提供資訊。

To guide students in real inquiry, refer students to the list of questions they generated after the entry event. Coach them to add to this list as they discover new insights. The classroom culture should value questioning, hypothesizing, and openness to new ideas and perspectives.

為了在一個真正的探究當中引導學生,參考學生在這個參加的事件之後所產生的一張列表中的問題。當他們發現到新的見解的時候,輔導他們可以加進去這張列表當中。一個教室的文化應該是要看重提問,假設,還有對於新方法和新觀點的開放度。

6. Feedback and Revision 回應和修正

As they developed their ideas and products, student teams critiqued one another's work, referring to rubrics and exemplars. Ms. McIntyre checked research notes, reviewed rough drafts and plans, and met with teams to monitor their progress.

當他們發展他們的方法和產品時,學生團隊評論彼此的作品,參考註釋和範例。McIntyre小姐檢查研究筆記,重新檢視初步的草稿和計畫,然後再和這些團隊開會來監督他們的進步。

Formalizing a process for feedback and revision during a project makes learning meaningful because it emphasizes that creating high-quality products and performances is an important purpose of the endeavor. Students need to learn that most people's first attempts don't result in high quality and that revision is a frequent feature of real-world work.

因為在一個產品當中有的回應和修正使一個過程正式化也使學習變得有意義,因為它著重在製造出高品質的產品和成果,這些產品和成果都是一個很重要努力的目的。學生們需要去學習大部分人們的第一個企圖不是在於高品質的結果,而且那樣的修正是對於真正世界的工作一個頻繁的特徵。

In addition to providing direct feedback, the teacher should coach students in using rubrics or other sets of criteria to critique one another's work. Teachers can arrange for experts or adult mentors to provide feedback, which is especially meaningful to students because of the source.

另外提供直接的回應,這個老師應該指導學生們如何使用註釋和其他種批評的標準來評論彼此的成果。老師們可以安排專家或是成人的良師來提供反應,這個反應也因為是他們所提出的而對學生們來說更為有意義。