Leading a High Reliability School
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Richard DuFour. Leading a High Reliability School
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LEADING A
ROBERT J. MARZANO
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In a PLC, because of the collective commitment to high levels of learning for every student, time and support are variables, and learning is the constant. Perhaps most students will master a skill in three weeks of sixty minutes of instruction a day. Others may need four weeks of ninety minutes a day to achieve mastery. Most mission statements do not say, “Our mission is to help all students learn fast and the first time we teach a skill”; they simply say, “Our mission is to help all students learn.” In order to stay true to that mission, faculty members must create a system that ensures students receive additional time and support when needed.
Some schools attempt a system of interventions that has teachers stop new direct instruction and create different groups in the classroom to meet different student needs during time set aside for intervention and extension. This strategy is certainly better than traditional practice, but it is not the preferred strategy in a PLC for three reasons. First, it perpetuates the idea that a single teacher must take responsibility for a designated student group, rather than share collective responsibility for each student’s learning with a teacher team. Second, it is a complex endeavor for a single teacher to simultaneously meet the needs of students requiring intervention, practice, and extension. Third, more of the same is not the best strategy for meeting student needs. A system of interventions that instead relies on the entire team or a team of intervention specialists gives students an opportunity to hear a new voice and perhaps a new strategy for learning a skill.
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