Curiosity as the edge of knowledge phenomenon that drives learning

We are driven by curiosity. It is an innately human quality that has driven us to explore, ask questions, investigate, wonder why and search for a deeper understanding. In a very fundamental way curiosity is the driver of all self-directed learning. It is our desire to find out more, unlock new knowledge and answer our questions (big ones and little ones) that compels us to learn.

Sir Ken Robinson famously and provocatively asked “Do Schools Kill Creativity?”. The same question might be asked about curiosity.

There is some evidence that this might be the case. Numerous studies have reported that the number of questions asked by a child steadily declines as they grow. From somewhere around the 300 per day mark at age four this declines to less than 100 by the time the child is nine years old. This is of course linked to a steady increase in what the child has achieved sufficient knowledge about and a decline in the number of new encounters in their daily exploration of the world and yet it remains as a point of concern as there are potentially other factors at play here.

As students experience what school is about they quickly learn that what matters most to their teachers, and for their success, is right answers. The patterns at the heart of education send powerful messages about what learners are supposed to do. Spend a little time in the average classroom and you see that the dominant pattern is typified by the teacher asking a question and the student providing an answer. Indeed, an alien visitor arriving with no knowledge of “who is who” would be forgiven for assuming that the teacher is the curious one and the students are the keepers of humanities knowledge.

Some students might miss the unsubtle messaging that exists within the dialogical structure of the classroom but they surely will not miss it when the time comes for their learning to be assessed. Few if any assessments offer marks for questions that the students may have at the end of a learning module, even in environments that claim to value curiosity. If we are to value curiosity and seek to encourage it surely it would be one of the dispositions that we assess. Unfortunately the disposition most commonly assessed is recall of knowledge followed closely by the ability to communicate that knowledge in the prescribed method of an essay.

Recently there has been debate about the place that curiosity plays in learning and its relationship with knowledge. The claim is that for a learner to ask quality questions about a field of knowledge they must first possess a sufficient level of knowledge. This line of thinking is used to argue for a pedagogical model that begins with teacher to student transfer of knowledge and moves opportunities for questions and curiosity to the latter parts of the learning journey. This raises some interesting questions.

It is reasonable to agree that a degree of knowledge is required before an individual is likely to arrive at meaningful questions that might drive an inquiry. Before I wonder what is on the other side of the door I need to become aware of the door. Before I am curious about a phenomenon in physics I need some exposure to that phenomenon. The question is do I require knowledge or does an engaging prompt that stimulates curiosity enable my mind to generate relevant questions at a novice level and then as I acquire knowledge ask more complex questions typical of an expert.

Mihaly Csikszentmihalyi’s description of how the creative process is sparked parallels the role that curiosity plays in sparking a desire to learn:

The creative process starts with a sense that there is a puzzle somewhere or a task to be accomplished perhaps something is not right somewhere there is a conflict a tension a need to be satisfied. The problematic issue can be triggered by a personal experience by a lack of fit in the symbolic system by the stimulation of colleagues or by public means. In any case without such a felt tension that attracts the psychic energy of the person there is no need for a new response therefore without a stimulus of this sort the creative process is unlikely to start.
(Mihaly Csikszentmihalyi)

Curiosity exists at the edge of knowledge. For this reason even the most wise person has a point where the extent of their knowledge is reached; what they do at this point is what makes them wise. With this in mind rather than extinguishing curiosity learning should shift the point at which we rely upon our curiosity ever deeper into our learning journeys and further from the point of what is known. Curiosity is the driver of learning for the novice and the expert.

There is a real advantage in including curiosity inducing learning into our routines. Research by Gruber, Gelman & Ranganath reveals the power of curiosity for learning in the moment and its benefits to learning in other contexts. As reported by Jackie Gerstein of “User Generated Education”:

The study revealed three major findings. First, as expected, when people were highly curious to find out the answer to a question, they were better at learning that information. More surprising, however, was that once their curiosity was aroused, they showed better learning of entirely unrelated information that they encountered but were not necessarily curious about. Curiosity may put the brain in a state that allows it to learn and retain any kind of information, like a vortex that sucks in what you are motivated to learn, and also everything around it. Second, the investigators found that when curiosity is stimulated, there is increased activity in the brain circuit related to reward. Third, when curiosity motivated learning, there was increased activity in the hippocampus, a brain region that is important for forming new memories, as well as increased interactions between the hippocampus and the reward circuit.

So if it is agreed that curiosity is an effective driver of learning and has an important role to play in enhancing the effectiveness of our learning, what opportunities do we offer for students to demonstrate curiosity? How do we move curiosity from being something teachers exhibit while planning a unit to one that is at the heart of our learners experience of school? How do we shift the narrative of education from one that values right answers to one that values curiosity and the search for answers.

By Nigel Coutts

Related:

Questions at the Heart of Learning

The Questions that Matter Most

Helping Students to Become Problem Finders

More than Knowing the Right Answer

Mihaly Csikszentmihalyi (2013) Creativity: Flow and the psychology of discovery and invention. New York; Harper Perennial.

Matthias J. Gruber, Bernard D. Gelman, Charan Ranganath. States of Curiosity Modulate Hippocampus-Dependent Learning via the Dopaminergic Circuit. Neuron, 2014

Educators as Agents for Educational Policy

Education exists in an uneasy domain and the teaching professional is forced to navigate between a multitude of conflicting tensions. Our education systems are dominated by abundance of voices all shouting for attention and offering a solution to the problems they have diagnosed. Each individual claims expertise and insights gained from years as a student is sufficient experience to allow one to speak with authority.

Politicians know that education is an election issue and politicians exist to give their public what they want. Henry Ford knew that had he sought the opinion of his customers they would have requested a faster horse. Henry listened to other voices instead and delivered the Model T. Henry was not a politician. The political take on education is one developed mostly from a distance. It reflects a belief that education needs fixing and that the blame for its current state lies with teachers. It relies on limited data, that is oversimplified, misinterpreted and packaged to suit the predetermined message. It plays to false dichotomies which in a two party system of democracy neatly allows one side to offer the opposite solution to that recommended by their opposition. Opinion polls drive policy but the opinion of those most likely to offer truly useful information is largely ignored or given equal credence to that of the masses.

The media in its present form exists to sell advertising in competition with Google and Facebook; the pretence that they are in the business of selling papers or attracting viewers has passed its use-by. A headline that proclaims consistent progress or an article that offers an in-depth exploration of the complex nature of educational decision making is unlikely to achieve as many Ad views as one proclaiming that the system is broken. Every journalist has an opinion and celebrity counts more than expertise. Why seek the opinion of an educator when that of a half-baked entertainer is available. Truly deep journalism, that explores complexity and is aware of context is a risky enterprise and one that is unlikely to increase impressions. Only on the fringes does one find a more rounded view where educator voices are included and respected for the expertise they bring but this is not where the mainstream public finds their news.

With little access to a more nuanced view of education the general public has a limited perspective. If you are a parent you will have some insights into what occurs in schools but an understanding of why it happens and a picture of the greater complexity behind the scenes is likely to be lacking. Reporting of assessment results rings alarm bells. Reading that Australia’s results on international assessments leads to calls for inquiries into schools and teachers rather than for a close accounting of what the assessments measure or their inherent validity. Little mention is made of the geographic distribution of underachievement or the link between NAPLAN results and ICSEA ( Index of Community Socio-Educational Advantage) scores. Everyone who has been to school has an opinion on the subject and debate continues with little reference to research or genuine expertise. Dichotomies abound and issues are oversimplified. Back to basics is the answer unless you advocate for 21st Century Skills. Follow Finland or maybe Singapore; their results are stellar. Rely on the judgement of an education professional; no thanks.

In the middle of all this sits the professional educator. Armed with years of training, a broad knowledge of research, experience from the classroom and an understanding of learners and learning. Teachers understand the complexity of education. They use their professional knowledge to plan learning experiences that meet the needs of their students. They balance multiple demands on their time while complying with seemingly contradictory policies and curriculums. They enact multiple dictates from a polyphony of interest groups all while ensuring that the needs of their students come first. They know that test scores are just one measure of their achievement and understand that the success attained by many students thanks to their care, is not reflected in any of the standardised measures.

In modern times more than ever though, being an exceptional educator is perhaps not enough. If education is to rise to the challenge of a rapidly changing world, if we are to ensure our students are prepared with the skills they will require in times of uncertainty and volatility, educators will need to find their voice and become agents for change. Teachers need to understand that education is shaped by political forces and that excellent classroom practice needs to combine with advocacy for education as a respected profession that takes collective control of its future. Policy must be something driven by educators, not something which happens to educators.

As in so many aspect of education, John Dewey had the measure of the situation,

It is . . . advisable that the teacher should understand, and even be able to criticise, the general principles upon which the whole educational system is formed and administered. He is not like a private soldier in an army, expected merely to obey, or like a cog in a wheel, expected merely to respond to and transmit external energy; he must be an intelligent medium of action. John Dewey, 1895.

By Nigel Coutts

The Eight Cultural Forces - The lens & the lever

Schools are busy and complex places. Whenever you bring several hundred people together for an extended period of time on a regular basis complexity is likely to thrive. One way to consider the complexity involved in the average school might be to map the connections and interactions which exist. Start the process with one person, consider all of the factors and experiences which make this person who they are. Now connect this person to one other and make note of the interactions which occur between these two people. Be certain to consider all of the factors and experiences relevant to this second person. Repeat this process again and again and again until you have mapped the interactions and intersections of everyone directly involved in the school. Then keep going, you need to consider all of the people on the periphery of the school and so far we have only considered the people; don’t forget the environment of the school and its community, the culture of the place, its history, its place in the world. Now that you are almost finished, go back and start the whole process again, things have changed since you started.

Education is inherently complicated and any attempt to reduce it to simple terms is likely to fail. The tendency to simplify things to one or two easily addressed factors is behind much of the frustration that teachers experience whenever they listen to politicians or the media offer a soundbite on the state of education. Teachers know how complex things really are, after all they spend much of their time in schools and large chunks of their day thinking about what goes on inside schools. Politicians and the media make short visits or rely on memories of their school days. When a new plan is announced to re-focus education in one way or another it is almost inevitable that it will fail to address most of the complexity that occurs in schools. Those in the know are hardly surprised.

This unavoidable and irreducible complexity means that schools are challenging place to study, to understand and to manage change within. Even for the teacher who spends everyday inside the school there is so much going on that unguided observations and the plans based upon them come with no guarantee of success. This is a fundamental tenet of complexity theory. Complexity theory points towards the importance of exploring the interactions between the intentions and effects of agents within organisations and reveals that the exponential scaling of these connections brings greater degrees of complexity than may be managed.

Perhaps the closest that complexity theory comes to a positive statement on the outlook for managing complex systems is that ‘despite complexity theory’s relative inability to predict the direction or nature of change, by implementing at each constituent level changes whose outcome we can predict with reasonable confidence, we are at least influencing change in the appropriate direction’ (Mason, 2008 p46) This points us in the direction of a lens that enables a clear perspective of what occurs inside schools; a lens that allows us to retain our perception of the whole while permitting us to then influence that whole by targeting its more manageable parts.

Such a lens is offered by the ‘cultural forces’ as identified by the research of Ron Ritchhart and colleagues at Harvard’s Project Zero. In the cultural forces, we find a set of naturally occurring factors which are present in all schools, all classrooms and between all members of a learning community. From an extended observation of schools engaged in the business of education the cultural forces emerged as the factors which have a significant impact on the culture of the organisation. The cultural forces are present without any deliberate action and they are either exerting a positive force or heading an organisation in the wrong direction. While the cultural forces occur across all settings, how they are expressed varies immensely.

Source - Worldwide Cultures of Thinking Project, 2015 Ron Ritchhart, Project Zero at Harvard University.

Ritchhart identified eight cultural forces; opportunities, time, modelling, language, environment, interactions, routines & expectations. The teacher armed with an awareness of these cultural forces seeks to ask questions to uncover how each force is currently experienced within their sphere of influence and linked to a particular goal. As Ritchhart was seeking to understand how we might build a culture of thinking questions such as ‘What opportunities am I providing for my students to engage in critical thinking?’ were common. In a different context with a focus on building capacity for positive social learning one might ask ‘How might I offer more opportunities for students to apply their new social skills?’.

As lenses, the cultural forces encourage a focus on actionable items that influence the culture of a school or classroom. For example, by looking at and asking questions about how ‘Time’ is allocated in schools we gain a perspective on what matters most and often find that much time is spent on items which have little to do with our core purposes. Through the lens of ‘Interactions’ we see how the connections between people (teachers, students, the community) are either supporting or hindering learning that matters. Are we focused on interactions that support collaborations and responsible risk taking or are we focused on aspects of command and control? Do we provide our students with effective “Modelling’ of the habits of an effective learner or do they only see their teachers as pre-formed experts? Each cultural force provides us with a fresh perspective and we can then move to how we might make changes to how that force is expressed so as to move us towards a desired state.

The cultural forces do not remove the complexity that exists within schools but they do allow us to see what is there and to see it in manageable chunks. Having used the cultural forces as a lens for understanding what is there, a school might decide to focus on tweaking just one of the forces as they work their way towards their goals. A teacher might notice that her students have difficulty settling after time in the playground and decides to implement a new ‘Routine’ to help the students re-focus at these times. While all eight of the forces are in action all of the time, there is no need for us to address them al at once.

Daniel Wilson of Harvard’s Project Zero speaking in Melbourne noted that designers achieve greater success with complex problems than others. Designers have a capacity due to their thinking dispositions to cope with complexity and to adapt solutions as needed while working towards a vision or shared goal. Daniel indicates that complex situations, such as those which schools increasingly confront as a result of rapid change and previously unencountered challenges, require emergence as a path to solutions. A bubbling forth of ideas which may be transformed into plans and drivers of change from all areas within an organisation is seen as the best approach to change where solutions have not yet been found and cannot be passed down from above. Ewan McIntosh indicates that much of the success that the Designer has is a result of their use of a design thinking process. Their capacity to generate, apply and evaluate ideas is a result of an approach to problem solving that is flexible enough to enable creativity yet provides sufficient structure to avoid complete divergence. ‘You need the box to think in’.

The great strength of the cultural forces as an approach to problem finding and solving in schools is that they provide educators with enough structure while being adaptable to all contexts. The cultural forces do not constrain or describe the solutions that might bubble forward. The change leader in a school is merely offering their team a lens with which to see, a common language with which to discuss it and a lever with which to move things. Armed with the cultural forces a school can allow great ideas to bubble up and to be acted upon purposefully.

By Nigel Coutts

Mason, M. (2008). What is Complexity Theory and what are its implications for educational change? Educational Philosophy and Theory, 40(1), pp. 35-49

Ritchhart, R. (2015) Creating cultures of thinking: The eight forces we must truly master to transform our schools. SanFrancisco: Josey-Bass

A pedagogy for Cultural Understanding & Human Empathy

"For us, we are all very different, our languages are very different, and our societies are very different. But if we could extract ourselves from our point of view and sort of look down at human life the way a biologist looks at other organisms, I think we could see it a different way. Imagine an extrahuman observer looking at us. Such an extrahuman observer would be struck precisely by the uniformity of human languages, by the very slight variation from one language to another, and by the remarkable respects in which all languages are the same."

- Noam Chomsky

How we see ourselves, how we describe ourselves reveals a great deal about how we see ‘others’. In May of this year, speaking to the audience of the International Conference on Thinking, Bruno Della Chiesa invited us to consider how we might approach the question of "who we are?”. In responding to such a question, what list of affiliations do we invoke to define ourselves? Do we attribute our identity as belonging to a particular culture or nation? How important in our self-definition is our membership to one or more of the subgroups of humanity?

Bruno shared that the cumulative impact of his study of language and of languages is a re-imagining of his identity to one that is defined primarily by his ‘humanity’. With each additional language that he mastered his perception of his place in the world was altered. He moved from a one-dimensional perspective of the world to what he describes as an n-dimensional perspective; an understanding of cultures not in isolation but as a richly interconnected whole. As we learn additional languages we develop an understanding of language from the interferences between them. Each additional language is easier to learn as we see beyond the differences to an understanding of the fundamental constructs which are near universal. The same pattern occurs as we experience and learn multiple-cultures from our engagement with languages. We become open to a cross-fertilisation of ideas resulting in a philosophy of language and with this and through exposure to multiple cultures we develop a philosophy of culture. This philosophy of culture allows us to see ourselves (us) and ‘others’ as members of a global culture defined by our humanity rather than our nationality.

How we construct our identity defines how we see “others”. Human history is marked by the often ugly and bloody interactions between a powerful ‘us’ and new and frightening ‘other’. Too often we see the world in terms of ‘us’ and ’them’ and this perception of ’them’ of otherness has allowed the worst of our inhumanities. It is this perception of ‘others’ as something to be frightened, mistrusted, as unworthy, uneducated or uncivilised which has allowed us to engage both in war and to turn our backs on those in need. But, if we begin by defining ourselves as humans, the notion and power of and negative responses towards ‘us and them' relations is diluted. When we see our commonalities before we see what makes us unique we remove the greatest barrier to a better world.

Recent events locally and globally reveal that despite all our efforts; the rise and rise of democracies, the normalisation of global transactions, of the daily blending of cultures in increasingly multi-cultural societies, of the historical analysis of our past failings, we must never turn away from the threats posed by the perception of ‘us’ and ‘others’ as a relationship which must be dominated.

One day, maybe, we will have a world where the division between ‘us’ and ‘them’ has dissolved. Where our capacity for human empathy and understanding eclipses our capacity for hate, but such a time will not happen without our efforts and as Paulo Freire reminds us, education has a powerful part to play.

"But the humanist, revolutionary educator cannot wait for this pos­sibility to materialize. From the outset, her efforts must coincide with those of the students to engage in critical thinking and the quest for mutual humanization. His efforts must be imbued with a profound trust in people and their creative power. To achieve this, they must be partners of the students in their relations with them." - Paulo Freire

When we encourage our students to learn another language so they may better understand themselves and their neighbours, when we encourage them to study another culture not to know how ‘others’ live but to explore what links us all, we make possible a new definition of ourselves, not derived from our place of birth but from our undeniable humanity. We need a pedagogy that allows our students to see 'the very slight variation from one culture to another, and by the remarkable respects in which all cultures are the same'.

By Nigel Coutts

For those about to make a resolution

With the year rushing to a close, this seems like the right time to set goals for the year ahead. To pause and consider what next and make some personal promises.

The trouble is that the history of setting New Year Resolutions is littered with failures. It is so easy at this point in time to make commitments for change and then just a few weeks later to have forgotten what they were. Guilt sets in and what was a positive process now seems like an exercise in futility. By making a New Year’s Resolution we merely set ourselves up for an inevitable failure.

Change is by no means an easy process and it is one that surely begins with wanting to change. It is our desire to change combined with the pressure of the season that leads us to engage with this process of making a New Year's Resolution. But change requires so much more than desire and if we are resolving to change because it is “that time of year” there is a good chance we are not truly ready to commit to the change.

Understanding that change is a process and not a “resolution" allows you to approach it with a better understanding of what it will require. There is a definite benefit in knowing what it is you hope to achieve. If there is a common element in all of the “change manifestos” it is that a clear and powerful vision of the desired state post change is a critical first step.

It also needs to be a vision that is owned by the people who will be most impacted. In the case of a New Year’s Resolution those people are ‘you’. If the resolution you set is a response to what you think others believe you should do or be or become, then you are headed in the wrong direction. This is surely part of the reason why so many New Year’s Resolutions fail, the person making the resolution did not truly want the change, they merely wanted the approval that might have come from others had they achieved it. Once you realise that those you were planning to impress as a result of your new resolve are too caught up with their own issues to notice, you see how your efforts were for naught.

Should you arrive at that point of knowing what you truly hope to achieve and have a clear understanding of why it is of great personal significance, you are ready to start the process of changing. It is one thing to decide you want to climb a mountain; it is an entirely different task to actually do it. One requires an idea and a couch on which to have it, the other involves a whole lot of focused and persistent action.

At some point in the whole process of imaging a change you have to work out exactly what you need to do to achieve it. The mountaineer who only makes plans for how they will hang their flag on the summit will never get as far as the first camp. Success is only likely if you are clear on what you must do, what the first step is, the second and so on. It might be said that the journey of a a thousand miles begins with the first step, but the second and third and every subsequent is as important as the one which starts it all.

Now that you are on your way you will undoubtedly come up against more than a few roadblocks and speed bumps. No change that is worth something as lofty as a New Year’s Resolution can be achieved with ease. The greatest hurdle is likely to be that of habit. The way that we have always done things, the things we do and barely notice that we do them, the habits that are part of who we are become the biggest obstacle to change. Habit is also perhaps the best strategy with which to achieve your goals. Rather than leaving change to chance, make the little steps along the way to success a part of a new habit, one that precludes the old ways you are wanting to avoid. Spend too much time checking email in the morning, change your schedule to include a power walk, not just to clear the head but to get you away from the emails.

The choice to set a New Year’s Resolution should not be taken lightly and if you do and you want to succeed it at it you must commit to the journey. The choice you make on Monday night should be something that you are wanting to live with for a very long time, if not maybe just let New Year’s Eve be a chance to enjoy what might be best described as "scare the wits out of your dog day”.

Source - The Oatmeal

By Nigel Coutts

Holiday Reading - Christmas 2019

With the Christmas Holiday’s finally here this is the perfect opportunity to catch up on some of that reading which has been delayed while more pressing matters are dealt with. Here are the top items on my holiday reading list. With a project underway that explores a conceptual based approach to teaching mathematics there is a bias in that direction.

1. In the Moment: Conferring in the Elementary Math Classroom by Jen Munson

In this book the idea of a mathematics conference is unpacked and made practical. By conferencing mathematical understanding students are invited to move beyond knowing and develop deep and flexible knowledge. Teachers gain valuable insight about how their students are processing mathematical concepts and where they might need to intervene. - “A conference is a shared opportunity for teachers and students to learn together in the moment”

2. Making Number Talks Matter: Developing mathematical practices and deepening understanding by Cathy Humphreys & Ruth Parker

"Number Talks" is an approach to the teaching and learning of Number Sense. Rather than relying on the rote-memorisation of isolated number facts achieved through drills of "table-facts", Number Talks aim to build confident, number fluency, where learners recognise patterns within and between numbers and understand the properties of numbers and operations. Number Talks are a "mind on" learning task that engages students in an active learning process as they search for patterns, decompose and recompose numbers and develop a flexible understanding. It is achieved through direct instruction methods and facilitative dialogue with the teacher or between groups of peers who have had experience with the number talks methodology. It becomes one of the routines of a classroom focused on mathematical reasoning.

Number sense is important because it encourages students to think flexibly and promotes confidence with numbers. . . . The fact is, students who lack a strong number sense have trouble developing the foundation needed for even simple arithmetic, let alone more complex mathematics. A large body of research has shown that number sense develops gradually, over time, as a result of exploration of numbers, visualizing numbers in a variety of contexts, and relating to numbers in different ways. (Keith Devlin)

Making Number Talks Matter is a great introduction for teachers looking to make thinking with and about numbers a routine part of their student’s learning.

3. Yes, But Why: Teaching for understanding in mathematics by Ed Southall

As teachers of mathematics we all know the maths we need to teach? A more challenging question is do we truly understand it? If we are looking to change how we teach mathematics because we realise that the methods used in the past did not build understanding we might have a problem if we learned our maths by these same methods. In this book author Ed Southall dives into the details behind the mathematics. This is the perfect book for the mathematical thinker who wants to understand the ‘why’ of mathematical concepts, who needs to know their origin story and who enjoys looking at things from a slightly different perspective.

4. Flip the System Australia: What matters in education edited by Deborah M. Netolicky, Jon Andrews and Cameron Paterson

The third book in the Flip the System series turns the focus to Australia and its unique context. This is a book by teachers for teachers with a clear goal; challenge the current hierarchy and seek to explore ‘What matters in education’ rather than following global agendas and a ‘what works’ paradigm. The authors draw on their experience from inside the profession and their knowledge of the conflicting pressures that our modern education system faces. "This book does some talking but is ultimately about listening to the wisdom of the profession and engaging them at system level. We hope that by amplifying diverse but collective voices, this book can be part of a move to a world in which similar voices are sought out and valued by those traditionally at the decision-making peak of the education system.”

5. Developing Tenacity: Teaching learners how to persevere in the face of difficulty by Bill Lucas and Ellen Spencer

The growing trend in terms of curriculum design is characterised by a tension between advocates of a capabilities or disposition driven curriculum and those advocating for a focus on knowledge. There is no shortage of opinion and research around what the capabilities or dispositions are that our young people will need for success in their futures and Lucas and Spencer have added their voice to that discussion. In this series, which started with ‘Developing Creativity’, the authors move the conversation to the practical point of describing what classroom routines and pedagogies might we implement if we want to develop these capabilities.

6. Calling all Minds: How to think and create like an inventor by Temple Grandin


Written by an inspiring and creative thinker who loves to tinker and apply her knowledge of engineering combined with her capacity to visualise ideas to create solutions to problems. This book combines insights into the mind of a world-renowned maker with practical projects which get the reader involved in tinkering. This is a book that challenges a singular view of intelligence as a limited set of cognitive capacities and reveals that it is a much more expansive concept. “There is no better way to start than by making things of your own design. All the projects I made when I was young contributed to the inventions I’ve made throughout my life. And they have given meaning to my life.” If we seek to enable a generation of creative problem solvers who will transform the global challenges we face into opportunities, we need to get them inventing before they leave school.

By Nigel Coutts

Teaching mathematicians shouldn't be like programming a computer

Traditional methods of teaching maths have more in common with how we programme a computer than what we might do if we wanted to engage our students in mathematical thinking. We shouldn’t be overly surprised then when our students consider mathematics to be all about learning a set of rules that they need to apply in the right order so as to output the correct response. But is there a better way?

The product of most computational thinking, an algorithm is in essence just a step by step list of instructions that can be followed by a human or machine. An algorithm is defined by Google as "a process or set of rules to be followed in calculations or other problem-solving operations, especially by a computer". This result was returned as a result of the very special and complex algorithm that is deployed by Google to make sense of my search and deliver results that are likely to meet my needs. Google also provides me with a nifty graph revealing the frequency at which the word ‘algorithm’ is used. It shows a rapid increase in the words use beginning around 1960; the sort of growth curve that corporations dream of. The rapid rise in our use of the word algorithm reflects that it is increasingly normal for students to learn to code and in doing so create a list of instructions that are followed by a machine/computer.

Most algorithms are much simpler than the one that powers Google and the algorithms we deal with in most school mathematics lessons are many orders of magnitude more simple. Indeed, it may be because of this lack of complexity that we do not recognise that so much of the mathematics taught in a traditional maths lesson could easily be translated into an algorithm to be followed by a machine. We may not even notice that the methods we use to teach maths to our children are painfully similar to how we would programme a computer.

Typically, the lesson begins with the teacher presenting the required method to the students. The teacher begins with step one being demonstrated on the board. Once step one is complete, the teacher demonstrates step two, and then step three and sometimes steps four and five. With triumphant zeal the teacher indicates the correct answer with a flourish of whiteboard marker and perhaps a double underline for effect. In phase two the students copy the process they have been shown with the teacher looking on to ensure the steps have been followed accurately. Naturally there are some bugs and errors that require correction. By the end of the lesson most students are able to accurately follow the steps and arrive at a desirable answer even if some of the numbers are changed.

Compare this to how a computer is programmed. The ‘coder' determines the steps to be completed and enters them into the machine ensuring accuracy; this equates closely to phase one of our lesson although with our students the coding occurs visually and aurally rather than via keyboard. The coder then runs the code on the computer and looks for bugs in the code which may cause unwelcome results; this is phase two of our lesson. Finally, having checked the code and feeling confident that it is bug free and fit for purpose the coder releases their programme into the world where it runs on a range of subtly different systems and with a mix of inputs; a very near comparison to phase three of our lesson.

If you have some awareness of the limitations of a computer that result from the strict manner in which it follows rules, you are not surprised when a piece of software fails completely when asked to perform a task it was never intended to perform. Even the supposedly ‘intelligent' software that outsmarted Chess master Gary Kasparov would not have been much use to the staff of Pixar Films as they animated Toy Story and for the most part we are not surprised by this. What does surprise is when our students are unable to apply their mathematical knowledge to new situations even though they have been ‘coded’ in the same way that a computer is, one logical step after the other.

What our students lack as a result of their mathematical programming is a true understanding of mathematics. The manner in which they have been taught instils a belief that mathematics is a discipline of rules and procedures to be followed accurately so as to produce the correct answer. Errors occur as a result of missed or inaccurately followed steps. Without an algorithm to guide them they are lost in a sea of numbers and a forest of symbols with no rules to show them the way.

This approach to teaching mathematics as a set of rules to be memorised is reflected in the thinking of mathematical educators such as Ed Southall who writes:

Mathematics gradually became a mysterious entity, whose rules and steps I was expected to unquestioningly memorise – which I dutifully did. However, the process of storing numerous algorithms and their quirky properties became increasingly tedious, and I fell out of love with the subject that once intrigued and excited me. (Southall, 2017 p1)

Fortunately, Ed persisted and has searched for the understanding that his mathematics lessons failed to provide. Many students do not persist and turn away from mathematics as soon as they have the opportunity. It is sad that many of the teachers who have presented mathematics as this dry, sterile subject of rules and procedures believe that they are doing their students a service by sharing methods that make maths easy.

What is needed is a fresh approach, one that begins with an exploration of essential ideas or concepts. Students need opportunities to play with numbers, create visualisations of what might be going on, search for patterns and ask questions. When we approach mathematics as a discipline full of creativity and inquiry we also provide our students with opportunities for true mathematical thinking. We build number sense and flexible fluency where students understand that numbers can be manipulated, decomposed and recomposed. We build with our students an understanding of the effect that mathematical operations have and why a particular process produces a given result. In doing so we teach to the intent of the curriculum. For those in New South Wales this means that we teach our students to ‘wok mathematically' as follows:

Students develop understanding and fluency in mathematics through inquiry, exploring and connecting mathematical concepts, choosing and applying problem-solving skills and mathematical techniques, communication and reasoning . . . As an essential part of the learning process, Working Mathematically provides students with the opportunity to engage in genuine mathematical activity and develop the skills to become flexible and creative users of mathematics. (NESA)

This delightful description of mathematical learning may not apply where you teach but it is not an uncommon declaration of what curriculum planners see as a most vital element of instruction. In the Common Core State Standards, mathematical understanding is valued and the "NCTM process standards of problem solving, reasoning and proof, communication, representation, and connections” are included as the first of mathematical processes and proficiencies.

When the moment is right, we may still teach students a particular process, after all there is a great deal of mathematical knowledge on which we can build. What we change is the place that learning procedures has in our curriculum. Rather than being the starting point for our mathematical instruction we teach the processes at the point of need. In a mathematical exploration where students arrive at the point where a procedure is required we teach the method. We unpack it, pull it apart, visualise what is going on, play with moving its parts around and in the end our students have a new tool with which to think and an understanding of its utility.

By Nigel Coutts

Southall, Ed. Yes, but why? Teaching for understanding in mathematics (p. 1). SAGE Publications.

Rethinking Time to see Education as a Lifelong Journey - Lessons from Blueback

“Blueback" by Tim Winton is a beautifully written story from which much can be learned. It is a simple tale of a young boy growing into adulthood and discovering his place in the world. Winton’s literary style invites the reader to journey with the books lead character, Abel as he experiences the ebb and flow cycles of life. Through joyous moments befriending the giant blue groper Blueback, through the challenge of moving away from his isolated home where he lives with his mother, to confronting ruthless business men whose greed threatens the natural beauty of the environment, to his growth into manhood, a career pursuing his passion for the ocean, to finding love and starting a family of his own the reader travels with Abel. Like waves passing over a reef, Abel’s life is a series of events which arrive with the possibility of tension and harm but pass leaving him subtly changed and stronger than before. Throughout his life, is the constancy of the ocean and the faithful companionship of Blueback.

“Abel and his mother slid down into the deep again and saw the fish hovering then turning, eyeing them cautiously as they came. It twitched a little and edged along in front of them to keep its distance. The big gills fanned. All its armoured scales rippled in lines of green and black blending into the dizziest blue. The groper moved without the slightest effort. It was magnificent; the most beautiful thing Abel had ever seen.” - Blueback by Tim Winton

Blueback is a beautiful metaphor for life and particularly of the life we live in schools. When looked at close up, with an eye on the details, the experience of school is one of passing and recurring cycles. When looked at from a distance, with an eye on the whole, there are elements of constancy, the throughlines which bring meaning to our experience and which have as their consequence the residuals of education.

There are the daily cycles that begin with the breakfast table discussion of the day ahead, travel routines to school, daily lessons, lunch-breaks, more travel and home-learning all punctuated by times with peers negotiating the social milieu of our relationships. There are the weekly cycles of subjects, specialist teachers, sports days, music lessons, assemblies and co-curricular. There are the longer-term cycles of units of learning; the annual introduction to grammar, the unit on fragile environments, the history project on settlement, another maths unit about fractions and why they matter. There are the annual events, the camps, the musicals, the sporting carnivals the excursions and the special community days such as Mother’s Day, Easter with the traditional hat parade and of course the many events with which we conclude each year.

School seems to be about fitting as much as possible in the short periods of time into which we divide our school life. Ask any teacher and they will tell you, they are forever short on time, that the days seem to never have enough hours for all they need to hold. Each week seems to race by and as quickly as one ends, the next begins. It seems we are just gaining traction with the grammar unit when it is time to move on to persuasive writing. Our students are just grasping why our environment is fragile, when we must change direction for the electricity unit. Our amazing plan to finally teach our students why they should care about fractions, has once again been foiled by the annual art excursion which seems to come around sooner each year.

Our day is divided ever so neatly into one hour (or there about) blocks of time. For the student, the day is a procession of discrete lessons; of introductions, middles and ends. Looked at on this small scale, the daily life of a school student has much more in common with an anthology of short stories than with the epic novel that it should be. Read just any single chapter of Blueback and you will discover a nice story but entirely miss the point, never see the part it plays in the whole. For the teacher trapped in the moment with a looming deadline and an ever-expanding to-do list it is a challenge to shift perspective and see beyond the next few pages of the story they are writing with their students.

We measure the passing of time in Weeks and Terms and Years. Time in school seems to be all about beginnings and endings. We must start the history unit in Week Three of Term, it must finish in Week Eight, the assessment is in Week Nine. The fractions unit occupies just four lessons before the term ends, next term we must begin the geometry unit on time. Each year is a fresh beginning, a new start, but is it a new book when what we need is the next chapter?

From Kindergarten to Year Twelve, our students have spent thirteen years, or three quarters of their life at school. Looked at from this more expansive perspective we see that our students have a great deal of time in which to develop the dispositions they will need for success in their post-school lives. There will be many, many lessons along the way which they forget. There will be excursions they remember because the bus broke down rather than for the physics exhibition it had taken them to. These are the chapters of Blueback, the cycles that washed over Abel's life, but they are not the whole story. We might never finish the unit on fragile environments, but our students may learn from this and the history unit and their persuasive writing lessons, that they have the capacity to drive change. After years of struggling with fractions and geometry and grammar, they may learn that persistence is the key to success. Through the musicals, and the science projects and the art show and the hat parades they will discover that they are indeed creative, and confident. From countless projects, debates, tutorials, presentations and even home-learning they will develop the skills required for collaboration and communication. They will leave our doors ready to write great stories of their own; to discover their "secret of the sea".

If we insist on looking at education on a small scale, lesson by lesson, unit by unit, we are doomed to see it as an endless cycle of chasing our tails and of never having as much time as we might wish for. If we step back and consider the throughlines, the big understandings, the essential dispositions which can only be developed by time measured in years, through the culmination of many connected and related experiences, we have a hope of seeing the greater success that education is capable of achieving with and for our students.

By Nigel Coutts

Winton, Tim. (1997) Blueback. Penguin Group Australia.

Letting how we choose to learn inform our teaching

Think of a time when you were completely immersed in a learning challenge. A time when you became aware of the need to master a new skill or concept. A situation that took you outside of your comfort zone, when there were times that you became frustrated, when you thought of quitting, downed tools and walked away, but came back time and time again. Maybe it was a problem you had to solve. Maybe it was a challenge you wanted to overcome. Perhaps it came with a significant payoff but perhaps it was just one of those things you had to accomplish. 

This learning challenge may push you into a state of Flow as described by Mihalyi Csikszentmihalyi, but at the time it is more likely that you are focussing on the growing feeling of frustration, the moments of elation when you sense a breakthrough and the subsequent despair when it doesn’t quite work. What aligns with Csikszentmihalyi’s description of ‘Flow’ is that time flies, the world fades into the back ground and that cup of coffee you had hoped might reenergise your thinking goes cold on the desk beside you. 

"Flow is being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz." (Csikszentmihalyi. 1997)

True learning is and should be a challenge. The moments when we are pushing our cognitive limits are the times when our brains grow. A cognitive challenge should have much in common with a physical challenge. If mountaineering is your thing you will choose the steep and winding path over the tourist cable car option every day. As you struggle your way towards the summit, your legs aching with each step you may long for the climb to be over, but you don’t want to be rescued and robbed of the achievement. 

Think of the actions you take along the path of your learning journey. Do you stop and stare into space as you wait for your mind to process a new idea? Do you frantically jot down ideas only to toss them in the bin moments later? Do you turn to the internet, a book, a video, an instruction manual for guidance? Maybe you ask a friend how they would approach the problem or maybe you plod along in splendid isolation knowing that the answer is somewhere inside. Do you stop and go for a walk, or wander through the house hoping to be struck by inspiration?

True learning is messy, non-linear, difficult to plan for, complicated, frustrating and intrinsically rewarding. As we seek to build an understanding of new ideas either through formal learning such as may occur in a classroom, or through informal learning that we self-direct, we take many twists and turns. The path that one person takes from incomprehension to understanding is not guaranteed to be the same as another even when the learning experiences along the way are the same. We build new understandings on top of those we already have, and this will powerfully influence how we learn and how we value what we learn.

Think also of the conditions which block your learning. Few of us choose to engage with challenging new concepts in an openly public environment where we are exposed to the scrutiny of our peers. Collaborative learning can be powerful but if we are the only one in the group struggling with a new idea and we do not feel safe, we are likely to invoke protective measures to insulate our egos. Without an emotionally safe environment in which we feel accepted and where risk-taking and mistake-making are accepted we are likely to stick with ideas that we have already mastered. 

Think of the physical environment that you choose to learn in. Are you able to adjust the temperature, the lighting, open a window? Can you get up and move around? Can you stop, do something else for a time and go back to your learning? Do you have access to refreshments whenever you feel the need? Do you have a choice of where you sit? Do you need to sit at a desk, in a comfy chair, on a lounge, or maybe you prefer to spread your things out on the floor? Can you take a toilet break when you need to? Are you able to block out distracting noises or do you like to have some background sounds? Are you able to switch off from external distractions or do you find task switching a useful way of overcoming the tedium of focussing on one thing?

The point is, learning is something we do in different ways and under different conditions. We are more likely to be fully engaged with learning that matters to us, that has a clear and meaningful purpose and that we have some control over. We learn best when we feel safe and when the conditions are right, we will persist with learning even when it is challenging; doing this is what makes us human and is what has allowed us to survive as a species. How we learn is also unique to us.

The value to us as teachers in taking time to stop and think about how we learn, is that it should encourage us to reflect upon the conditions which we create for our students to learn in? The potentially painful questions that need to be asked are “Could you learn something genuinely challenging in your classroom and would you want to?”, or “If you were confronted by a fiendish problem, would you choose to solve it in your class?”

By Nigel Coutts

Mihaly Csikszentmihalyi (1997). “Finding Flow: The Psychology of Engagement with Everyday Life”, Basic Books

Why we fear data and how our perception can change.

Data occupies a somewhat curious place within education. Mention it to teachers and you tend to get one of two responses. One group will roll their eyes and with great sarcasm how data is "so exciting”. The other group responds with something akin to “actually I quite like data” indicating that experience has shown them that they are members of a small group. The question is why do some people find data to be a useful and fascinating tool while others see it as a good method for inducing sleep?

Much of it is to do with the way in which we experience data. Long lists of numbers, highly confusing charts and extensive presentations that show how one factor can be clearly shown to have a loose correlation with another. One half of the audience is fascinated, wants to see the underlying data and looks forward to a chance to dissect the numbers later in their own time. The other feels like they are being asked to make sense of an optical illusion; one of those where if you squint just right an image of zebra appears. The presenter has obviously spent a great deal of time crunching the numbers and are convinced there is a story to be told, but most people are not seeing it. Too often the capacity to analyse data is not accompanied by the ability to transform it into a compelling narrative.  Instead of a riveting moment between the lead characters of a film we have an extended scene of Jar Jar Binks. 

Data shows that 86% of people are more likely to believe any claim that includes reference to a compelling statistic, a figure that rises to an astounding 92% if the claim indicates an effect size and the sentence “according to research”. Disappointingly only 7.1% of people recognise that the previous sentence, and this one are both entirely fictional. This use of data to add weight to any argument has become so widespread and so frequently proven to be flawed, erroneous, blatantly false or almost immediately contradicted by another equally confusing data set, means that the use of data has for many lost all impact. Indeed, while some are happy to believe anything with a good data set behind it, others immediately question any piece of data and search for the lie as soon as they hear it. 

In education data is all too often used to support a claim that the claimant already believes to be true. Not always, but often, data is used to support a plan already well under way. A new writing programme in a school is more likely to be embraced if data is found to show it is needed. Rather than looking for the story in the data and from there exploring the consequence of the patterns which emerge, data is used to build a case in support of an argument. This reversal of the intended role of data is perhaps why many people so quickly turn off when data is introduced to the debate. It is not that they are disinterested, but that they know what will follow is a compelling demonstration of why the plan they are being asked to contribute to is a foregone conclusion. 

Data in education is closely connected to assessment and to the type of assessment that is easily reported in numbers. There is a growing awareness that much of the high-stakes assessment movement has more to do with command and control than it does with student success. Traditionally assessments such as NAPLAN, PISA, TIMSS, & PIRLS have measured what is easy to measure and the data has then been used to argue for more of a certain style of teaching and learning that might prepare students for more of this style of assessment but offers them little value beyond their school years. This use of data is so compelling that teachers come to question their own professional judgement. Although a teacher may see his/her students learning on a daily basis, engage in dialogue with them about where they are with their learning and where they need to go next, even though they may gather copious artefacts of learning that demonstrate achievement, many teachers feel that they require something in the form of numbers to justify their decisions. 

It is our negative experiences with data that prejudice against its better uses. Data should be a tool that allows us to better see what might be. Through the thoughtful use of data, powerful stories can be revealed. When data is allowed to speak, when it is handled respectfully and with a desire to use it to reveal a truth that might otherwise remain hidden, it is a powerful tool. When it is communicated in ways that make its story plain and understandable by all it becomes a tool that invites dialogue and shared understanding. With access to great quantities of data and the computing power required to make this information accessible, data should be viewed as a great asset rather than as something of a black-art of which we should be sceptical. 

By Nigel Coutts

Towards a pedagogy for life-worthy learning

Particular patterns of pedagogy can be seen to influence much of the debate in education, particularly those that shift the focus from what the teacher does to what the students do, individually or collectively. In traditional pedagogical models the emphasis has been on the manner in which the teacher organises curriculum elements, presents these to their learners and assesses what has been retained and can be applied by the student. In a sense pedagogy was the script that evolved for the teacher’s presentation of content to a group of learners as a result of the teacher’s knowledge of the curriculum and the theory of how this content is made most digestible by the learner.

This model of pedagogy had much to do with systems of management. Many of the teaching moves or classroom routines were clearly linked to managing and constraining the behaviour of the students. The organisation of the daily schedule, the physical layout of the classroom, the expectations for behaviour of both students and teachers all point to a system that was designed so that one person may impart the maximum possible knowledge to as large a group as possible. The dominant pedagogical debate beyond questions of how to best manage students was associated with the presentation and ordering of content; how do I present this information to the learner such that it is most likely to be retained?

In the contemporary classroom, there is much greater consideration of what the learner does in partnership with their teacher so that they develop the capacity to learn. Classroom routines and structures are designed to engage the learner in a rich process of dialogical learning.

With this shift comes an emphasis on understanding how students learn and with this knowledge in mind developing learning experiences that will allow the learners to develop their skills and disposition for learning. It is meaningful to speak of learners as problem finders, a role that was once very much the sole preserve of the teacher. Further the curriculum is often negotiated or a consequence of a dialogue between the teacher and the student. Assessment once the preserve of the teaching professional, now involves opportunities for self and peer-assessment and the teacher plays a role in facilitating this process. Where once the teacher’s expertise lay in their ability to teach, now we find a growing emphasis on their ability to model learning.

This pattern comes out of the emergence of a number of elements impacting education. One is the rise of ICT and the shift that this brings to the importance of content knowledge. When access to knowledge was scarce, the teaching of content knowledge was an important role for teachers. The emphasis was on the transfer of knowledge from the teacher to the student and teaching was about how effectively this transfer could take place and how this transfer may be measured. The student’s role in this process was relatively passive and entirely receptive. Now that access to content is ubiquitous the value of pools of knowledge stored in long term memory has declined. Memory alone is not sufficient for success. Today the emphasis is on what students are able to do with this knowledge. (Wagner & Dintmarsh 2015) The challenge confronting teachers is how we might prepare students to locate and use information relevant to the problems they identify, recognise the skills they may require and then work creatively and collaboratively to create a unique solution.

We also have a much better understanding of what learning is like from a neurological perspective. We know for example that emotion plays a significant part in establishing the conditions necessary for learning. 'It is literally neurobiologically impossible to build memories, engage complex thoughts, or make meaningful decisions without emotion.’ (Immordino-Yang. 2016) We know that all learning is a consequence of thinking and that the consequence of this is an understanding that learning is an active process requiring the participation of the mind of the learner. We better understand what it means to understand and know that to achieve this level of competence with concepts requires opportunities to use what we have learned in novel situations. Our classroom practice can be informed by research that describes, the factors which result in intrinsic motivation (Ryan & Deci. 2000), the conditions necessary for creativity (Csiksgentmihalyi. 2013), the development of a growth mindset (Dweck. 2006) or a culture of thinking (Ritchhart. 2015)

For pedagogy the consequence of this is that we shift towards a student centred learning model in which the students are empowered to be learners. Seeing students as creators of works, finders of problems, metacognitive learners and global connected collaborators brings a shift in the role of the teacher to one of guide and mentor. (Loughran 2013) Much is made of measuring who does most of the talking in classrooms and the shift is towards a classroom dominated by the student’s voices. (November. 2012). We set up scenarios in our classes that allow students to fail and in doing so explore iterative learning cycles of trial and error through which students learn ‘grit’ and expand their ability to grapple with complex ideas and solve ‘wicked problems’. Assessment for learning in these classrooms is more interested in evaluating the processes of problem-finding/solving, inquiry or creative and critical thinking utilised by the students rather than the recall of content.

The difficulty experienced by those implementing this shift in pedagogy arises from the fact that neither the curriculum or the ‘High Stakes Testing’ of NAPLAN, HSC, SAT or PISA has kept pace with the change. While teachers struggle to adapt their pedagogy to better fit this new model they do so with a narrow, content heavy syllabus, in a climate of testing that focuses on base skills across a limited and disconnected curriculum. That compliance with the curriculum and student performance on standardised tests are measures of school and teacher success, makes the task of delivering a student centred pedagogy more difficult.

Our students are confronted by a conflict in the three message systems that play the most significant role in prioritising education; curriculum (the what might be taught), pedagogy (how teaching and learning is delivered) and assessment (what is valued by its measurement). The result is we have students who are engaged by learning that focuses on their long-life skill development and challenges them with meaningful learning experiences linked to their interests and real world problems and yet they are measured against a curriculum that overemphasis specific content knowledge and tested in ways that do not allow them to use their skills for creativity, collaboration and connectedness. Our students very quickly learn to play the game and through their experience of the realities of schooling develop a clear understanding of what truly matters. So long as the teacher says that they value thinking and creativity but assess students on memorisation and recall, students will know where to place their efforts and what learning truly matters.

If there is a positive message attached to all of this, it is that the development of dispositions essential to success as a life-long learner are also excellent preparation for tests with an emphasis on memorisation and recall. A learner who possess a deep understanding of fundamental concepts within a discipline, who is a creative and critical thinker, who can find and solve problems, is also able to achieve when the test requires less of them. Our challenge is to show our learners that their path to success is not a short-cut to knowledge, but a winding path towards understanding and life-worthy capabilities.

By Nigel Coutts

Dweck, C. (2006) Mindset: The new psychology of success. New York: Random House.

Immordino-Yang, Mary Helen. (2016) Emotions, Learning, and the Brain: Exploring the Educational Implications of Affective Neuroscience (The Norton Series on the Social Neuroscience of Education). W. W. Norton & Company.

Loughran, J. (2013). Pedagogy: Making Sense of the Complex Relationship between Teaching and Learning. Curriculum Inquiry. 43, 1, 118-141.

Mihaly Csikszentmihalyi (2013) Flow: The psychology of happiness’ and creativity: The psychology of discovery and invention. New York; Harper Perennial.

November, A. (2012) Who owns the learning?: Preparing students for success in the digital age. Solution Tree Press; Bloomington IN

Ritchhart, R. (2015) Creating cultures of thinking: The eight forces we must truly master to transform our schools. SanFrancisco: Josey-Bass

Ryan, R., & Deci, E. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.

Wagner, T.& Dintmarsh, T. (2015) Most likely to succeed: Preparing our kids for the innovation era. Simon & Schuster; New York

How might we confront the challenges of time and "the system"?

Speak to teachers the world over about what they want for their students and you find clear patterns emerging. Key dispositions, capabilities and attributes emerge from the conversation. There are the traits of kindness and empathy which allow our students to become caring stewards of the world, its animals, its people, its biomes, its history and its future. There are characteristics which allow them to be productive problem finders and solvers imbued with capacities for creativity, critical thinking, collaboration and communication. They are respectful of diversity, open to new ideas, flexible in times of change and aware of their place in the world. They are happy in their own skin, aware of their limitations but always aware of their potential for growth. They are agentic and desire to take action for a better world with an understanding of their role within the collective citizenship of the planet.

Dig a little deeper and you find that these teachers have a reasonable imagining of what is required for our young people to achieve these goals. An education which values and enculturates these dispositions is essential. Teachers the world over understand the part that they can play (alongside families and the broader community) in providing our young people with the foundational experiences they require to emerge as young adults ready for the challenges which lay ahead. While the methods required to achieve this may vary the goal is clear and we are blessed with a highly professional collective of educators who are driven by a desire to meet this challenge with their energy and passion.

What then stands in the way?

Two forces seem to present the most significant obstacle to educators hoping to achieve these illustrious goals for and with their learners. The first is time, the second is “the system”. Together these two factors act as a bulwark to change; the constraints within which progress is able to occur but only to the point that it strikes against the seemingly immutable obstacles.

Time, as Bilbo Baggins exclaims is what we always need more of. Our greatest plans and hopes seem to be dashed by the limited time that we have in which to make them real. Teachers want more time to understand the needs of their learners, more time to collaborate, more time to explore the details, time to spend on detours from the curriculum, time to reflect, review and redo. We work within the limitations of time all of the time. We make plans spread over multiple years to give ourselves the time required to implement our designs and yet we know that the students before us now will have moved out of our care before our plans are fully realised. Our limited time causes all manner of pressures and tensions. We seek a semblance of work life balance and strive to give time to all that matters to us across all the spheres of our life. We need and want to spend time with family and friends, we hope to find time to take care of our health (physical and mental) and we desire to learn and enrich our lives with arts and culture. We see that our days are often occupied with the minutia of our roles and sense that we are not spending our time on that which has the greatest impact on our quality of life or that of those who rely on us.

We may have no control over the amount of time that we have but we must at least strive to take charge of how that time is used. Only by taking stock of how we utilise our time and value it as the limited and irreplaceable commodity that it is might we hope to allocate it and our energy more wisely. This is no small task but it is one we cannot hope will be done for us.

The other great tension felt by educators looking to better serve the true needs of their learners is "the system”. Individual teachers function within schools, which function within the boundaries and demands of larger organisations which serve the needs of governments driven by a desire for reelection by a citizenry that may well be misinformed of what is required to build a future-focused education system. The legacy of the past, the incessant pressure of the now, the structures which are imposed, the processes which constrain action, the poorly applied proxies of success which measure only what is easily measured act in combination to restrict and limit teacher agency.

For the teacher within this system it can be near impossible to imagine a way to enact change in the face of such an overwhelming entity. The system takes on the proportions of Hobbesian “Leviathan” acting with malicious intent to stifle and suppress our best intentions. We come to see the system as either an unassailable foe or as great authority figure to whom servitude is required. As meek individuals within this system our role in its functions is erased by the inky completeness of our adversary. And yet it is a truth that the system is us and we are it. We choose to see it as that which authorises us to maintain the status quo even where we see it failing our learners or to see it as that which binds our hands. Change has never had its roots within the system but always within the minds of those who seek it out.

As we confront "the system” we make choices about the path we shall take. One is to accept that it exists and that we must be content with acting within its constraints and hope that in a brighter tomorrow that it may change and allow us greater freedom. Another path is to take what action we might, to bring about change where we can and push against the limits of the system where it constrains us. Others will confront the system head on, question its authority and demand change.

In all of this we must not turn away from the promise of our own agency. Time is short but we can choose how we use it, the system is mighty but we are a part of it and can act to maintain it or to change it. In the end, we can choose to let the world happen to us, or we can let our voice be heard.

By Nigel Coutts

The messages we send about learning

I am a dog person. I am one of those people who can’t help but smile at any dog I walk past and I greet the dog before its owner. I have two Jack Russell terriers and they are absolutely my babies. A few years back one of them developed the habit of becoming extremely timid of any other dog that we would pass. She would dig her feet into the ground and it would have been easier to continue walking if the anchor to the Queen Mary was on the far end of the leash instead of a small brown and white ball of fur. The answer to the dilemma came from the world of TV via Cesar Millan, “The Dog Whisperer”. It was not her causing the problem, it was me. 

Cesar explains how the lead becomes a conduit for the emotions of the human on the end of it. Subconsciously I was conveying my uncertainty down the lead and she was reading these signals and responding with fear. I needed to change my mindset and convey calm confidence as we welcomed other dogs on our ramblings. Today she greets other dogs with a wag of the tail and her head held high but I know it is not that she has changed, she is getting positive messages through the lead. 

We send our students many messages about learning, growth, ability, potential. . . Sometimes we are sending these messages deliberately, such as when we talk about growth mindset and the rewards of effort, persistence and risk taking. At other times the messages we send are accidental, incidental and unplanned; these are often the strongest messages we send. 

Students are very adept at learning what ‘school’ is about. They see past the pretty posters, the motivational speeches and the rhetoric about learner attributes. They read the hidden message with great skill. The routines of the day send strong messages about what truly matters; lining up, walking silently to class, listening while the teacher tells you what to do. Assessments are another tool that tells a message about learning. We may say that risk taking and creativity matter but that message is sunk by the assessment that shouts at the students ‘there is a right answer and you need to know it’. 

Mathematics provides a good example of the contradictory messages we send to students. On one level, we invite them to be creative, to think deeply about their solutions, to collaborate with their peers and ask questions when they are unsure. We say that we embrace mistakes as the path to learning and tell our students to have a growth mindset. We tell them that mathematics is beautiful and that mathematicians are finders of patterns.

But then we give them timed drills of mathematics facts. Speed and accuracy become the measures of mathematical fluency. We give tests with one right answer and repeated examples of near identical questions. We create blatantly artificial ‘real world scenarios’ in word problems designed to conceal the mathematical thinking required in much the same way that riddles hide their meaning. We teach prescribed methods and reduce mathematics to a sequence of steps to be blindly followed. We begin the exploration of mathematics with a broad array of concrete materials which allow us to see and touch numbers but as the concepts become more complex these are removed and we are left alone with only formulas to guide us. We understand little but know much. Recall of information becomes the visible substitute for understanding and the assessments we take require little else. We may pass the tests but we know that mathematics is not for us; we are not maths people.

Two approaches to teaching number facts but two vastly different stories about mathematical thinking.

No teacher sets out to send such messages. We do not want our students to perceive maths as a subject that is beyond their abilities or is only to be attempted by a certain type of student. We know that mathematical thinking is of great value and in a world that is increasingly shaped by data is a much needed disposition. Sometimes we are unaware of the messages we are sending, after all a five-minute quiz on Kahootz is just a little fun. We fail to notice that this quick quiz aligns perfectly with the mental image that our students have constructed in response to countless similar quizzes; that mathematics is a subject where success is measured in terms of speed and accuracy. At other times, we believe we are saving our students by providing them a quick and easy way to solve a complex problem. Why bother with the complexities of dividing fractions when you need only "invert and multiply”. Sadly, we should not then be surprised when our students don’t ever really understand fractions and are unable to contemplate an approach to any problem that is not dressed in its usual coat and hat. 

We need to become whisperers of our own messaging systems. Only by being aware of every message that we send our students can we hope to change their narrative of what it means to be a learner. When we acknowledge that their story of learning is the one we are telling them, we can take steps to shift the narrative. 

By Nigel Coutts

The power of powerful ideas shared simply

Some statements stand out in your memory for the power with which they resonate through you mind. I recall the first time I encountered the question posed by Alan November “Who owns the learning?” on the cover of his book of the same name. In four words, Alan poses a question that strikes at the heart of education and encourages us to re-think our approach. If we believe that the learner should own the learning, what are the implications of this for our teaching? Like a stone dropped on the surface of a calm pond, the ripples from a powerful idea spread, expand and gain strength.

Warren Berger’s thinking has a similar effect. His work is around the power of questions as a catalyst for creativity and innovation. Ask the right question, in the right way and the effect can be profound. Warren tells the story of innovators who have taken the time to fully understand the situation and found that the answer came from re-imagining the questions that were being asked. The stone that Berger drops in the pond is the title of his book “A more beautiful question”. We ask questions all of the time but for most of that time our energy is spent on finding an answer to the question we have asked. Berger asks us to give more time to finding our beautiful question. When we shift our thinking from a mindset that values answers to one which appreciates the power of a question we open ourselves to new possibilities.

Some statements bring their authors great fame. They immediately grab the attention of their audience with their bold, unapologetic challenge to the status quo. In 2006 Sir Ken Robinson dropped a virtual bombshell on the world of education in what has come to be the most watched TED Talk of all time with over 53 million views on the TED site alone. “Do schools kill creativity?”. Framed any other way Robinson’s query may have disappeared into the ether. Delivered with the perfect mix of humour, charisma and passion, Robinson’s question continues to impact our vision for what education should offer.

The title of a 2014 article by Andy Kiersz is similarly bold in its approach to the teaching of mathematics. “Everything About the Way we teach Maths is Wrong”. There is nothing subtle or gentle about the headline and in the body of the article the author tells his reader about the writing of Paul Lockhart and his book “A Mathematician’s Lament”. Read the full text and explore Lockhart’s writing and you will question why we do not teach a more beautiful model of mathematics. Lockhart writes, "if I had to design a mechanism for the express purpose of destroying a child’s natural curiosity and love of pattern-making, I couldn’t possibly do as good a job as is currently being done - I simply wouldn’t have the imagination to come up with the kind of senseless, soul-crushing ideas that constitute contemporary mathematics education.”

In 2015 I had the privilege of hearing Lane Clark speak in Bilbao at "ICOT 2015” on the power of real learning. Among many gems is Lane’s essential challenge to how we approach learning; “Now you know it, So What?”. The challenge here is to teach more than knowing and provide our students opportunities to make practical use of the information with which we fill their heads. Lane is not the first to pose this style of challenge. In 2013 Sugata Mitra shifted our thinking about the value of knowledge by asking "Could it be that we are heading towards or maybe in a time when knowing is obsolete?”. For educators the world over, the idea that knowledge could be obsolete was either liberating as it opened the door to learning that focused on dispositions, or was hugely confronting and potentially dangerous. While Mitra’s thinking comes from his observation of the emergence of the internet and his research into the learning potential of an internet connected computer, revealed through his “Hole in the Wall” project, the idea is not new. Those who are advocates of the thinking of John Dewey will know that the teaching and valuing of disconnected or discrete knowledge has long been questioned. “Only in education, never in the life of farmer, sailor, merchant, physician, or laboratory experimenter, does knowledge mean primarily a store of information aloof from doing.”

I share these ideas because I find in considering viewpoints such as these an opportunity to reflect on the manner in which things are done. By confronting ideas that challenge the “way we have always done things” we allow us to either better value what is good in what we do or begin the search for a better story. In their bold and challenging presentation, these ideas force us to think and that can only ever be a good thing. If a bold claim leads to rich and healthy debate, then it has served a powerful purpose; after all the status quo is best imagined as the point where our questioning begins.

I finish with what has become one of the most significant ideas I have toyed with in recent times. It is an idea captured in a single word coined by David Perkins "Lifeworthy; that is, likely to matter in the lives learners are likely to live.” In a single word Perkins challenges his readers to focus their efforts on learning that will matter in the lives that their learners are likely to lead. In a world where there is so much to learn, amidst curriculums which are massively overcrowded, the idea of teaching that which is Lifeworthy has great power and invites fresh dialogue around what we imagine education should provide those who own the learning.

What idea has shifted your thinking?

By Nigel Coutts

Who owns the learning? Preparing students for success in the digital age by Alan November 


The title alone is worth pondering, ‘Who does own the learning?’ If the best learning occurs while the unit is being programmed, if the students have little say in the direction their learning takes then how are we preparing them for their learning futures. Alan has a solid understanding of the implications of technology for learning and combines this with student centred pedagogical approaches to describe a model of education that empowers young learners to take charge of their learning. For teachers the challenge is to get out of the way of the spectacular learning that their children are capable of.

Future Wise: Educating our Children for a Changing World by David Perkins 


How do you answer the 'uppity question’ from a student who wants to know why they need to learn what you are teaching? Do you reply that they need it to do well in the test or are you confident that it is learning they will need to do well in life? In this book Perkins examines what we teaching in schools and makes recommendations for a shift in focus. A key idea introduced early and unpacked throughout the book is the idea of ‘LifeWorthy’; learning that is 'likely to matter in the lives learners are likely to live’. Future Wise is jargon free and a great book to share with colleagues, it will help you rethink what you spend time on in class and clarify how you see the role and purpose of education.

Visit “A More Beautiful Question”

Read “Everything about the way we Teach Maths is Wrong”

Listen to Sir Ken Robinson’s TED Talk “Do Schools Kill Creativity”

Listen to Sugata Mitra’s TED Talk - “Build a School in the Cloud”

Find out more about Lane Clark and her approach to inquiry and real learning.

Enhancing the power of our reflective practice

“We do not learn from experience... we learn from reflecting on experience.”

― John Dewey

These words by John Dewey point to a truth about learning that is often forgotten. Experience alone is not sufficient for true learning to occur; reflection is an essential part of the process and our failure to include time for this is why our learning often does not stick.

Reflective practice is a mix of active and passive processes. The most obvious part of the process is the deliberate and conscious act of reflecting on what has occurred. As our brain replays the events of the day or moment we review our actions, thoughts and feelings and make efforts to understand what transpired. Perhaps a new piece of information has been surfaced or maybe our feelings of comfort were challenged by new circumstance. Particularly when we encounter moments of cognitive dissidence our brains demand the time to reflect and make sense of the events that have resulted in this challenging mental state. Likewise, when we confront a tension, need or conflict between how things are and our sense of things might be we are likely to require this time to consciously reflect and seek a new state of balance.

When engaged in this conscious internal reflective practice our mental processes are dominated by self-talk. It as though conversation is occurring inside our mind and it is this conversation which we are most likely to consider as our reflective self. In the background of our minds and in relative quiet occurs a reflective practice which we are often not consciously aware of. Perhaps only when a solution to the tension we were experiencing occurs to us or when we find that a situation which previously was misunderstood achieves clarity, do we experience the benefits of this hidden reflective practice. Although this is a process largely beyond our control we can deliberately allocate time to this by building time into our day for our mind to be quiet and still. In our always on, always connected lives, this time is often lacking and when combined with poor sleep patterns, its absence from our daily schedule can result in poor processing of new information and concepts. Without this time for peaceful, disconnected reflection our brain is unlikely to form cohesive schemes from our new learning experiences and our learning will be shallow.

These internal reflective practices, rely upon our cognitive processes to achieve resolution and as such are limited by the knowledge structures and conceptual frameworks which we have access to. Our capacity to make sense of the world is constrained by our imaginings of what is possible and conceivable. To move beyond the walled gardens of our minds we need to expand the circle of influence within which our mind functions; we need to externalise our reflective practice and bring new perspectives into our realm of possibility.

Taking our reflective practices out of the private domain of our minds and into a public space requires the meeting of certain conditions. We must be comfortable with the vulnerability that comes with sharing what would otherwise be a private practice. High levels of trust are demanded if we are to be genuine in sharing the puzzles of our mind. Unless we feel safe in the environment we choose for this, we are always likely to seek ways to protect ourselves by restraining what we share and how we present our inner tensions. The trust relationship involved is of greatest importance and those we trust need to understand the privileged position they are in and honour the trust extended to them. Where there is not the reciprocal arrangement of a reflective partnership, the potential for damage resultant from broken trust is an ever present risk.

The significance of these trust issues must be considered by any workplace that hopes to implement a mentoring or coaching relationship. Unless there exists a culture of trust and great respect for the dignity of the individuals involved, such programmes are almost guaranteed to fail at best or cause irreparable damage at worst. Where a coaching or mentoring relationship is imposed and where there is a power imbalance between the people involved the sanctity of the trust relationship involved must be absolute. 

While going public with our reflective practice carries degrees of risk, there are real benefits to be had. We make the process of reflecting more deliberate and leverage the power of our conscious mind. We articulate our understandings, describe our tensions and name and notice the salient points of the events causing us concern. We begin anew the act of processing information as the reflections we share return to our mind through our own sensory channels. Our listener provides us with a mirror as their responses, both verbal and non-verbal allow us to see our reflected thoughts in a new way. Where we invite another person to share their thoughts on the conundrum we are sharing we gain an alternate perspective and the opportunity to hear our puzzles shared in someone else’s words. Beyond this we have a new experience and new insights on the original puzzlement to incorporate into our private reflections. After all, we do not learn from experience… we learn from reflecting on experience.

By Nigel Coutts

Schools are made of People

Schools are made of people. Schools are all about people. Schools are made from the connections between people. Schools exist to serve people and make the lives of all people better. 

These are the fundamental truths which underly every aspect of education and schooling. They are inescapable, undeniable and they should be self-evident. 

It is easy to lose sight of these fundamental truths. To allow the many layers of minutia to come between our actions and the people who are at the heart of the matter. We may not set out to do so but we allow distracting agendas, organisational structures, policies and processes to act as proxies for the people we are meant to be serving. We might be meeting all the requirements of registration, standards and accountability and yet somehow we have lost that direct connection to the people. 

Curriculum is very important. A well written curriculum should make it clear what is worth learning. It should detail the knowledge, skills and dispositions which the people we serve will need and which schools can develop and promote. Curriculum writers should constantly be connecting what they plan for schools to teach with the people that will be most directly affected by that curriculum. Essential questions such as “What is life-worthy learning?” should echo around the rooms in which curriculum planners work. To be clear, the people that education serve should not be politicians or non-human entities in the form of businesses or global conglomerates. Somehow though our curriculum seems to be a product of many forces and all too often the people most directly affected by it seem to be forgotten. Schools contribute to this dilemma when they measure their success or compliance against the number of tick boxes they achieve in the curriculum. 

Assessment too is important. It should let people know how they are progressing with their learning. What they have achieved, what they are yet to achieve and what they need to revisit or seek assistance with. Assessment should always tell someone who cares, something valuable about someone they care about so that they can take actions to help that someone learn. Assessment should not be about league tables. It should not be a tool for comparing nations, states or schools. It should not be about grading people; let’s save that barbaric process for cattle. Sadly, assessment becomes a measure of the wrong people, used to adjust the behaviours of the wrong people or to validate a decision which fails to take into account the needs of the people who are meant to be served by it. 

Pedagogy might be thought of as an area where we get our priorities right. Pedagogy should be a set of decisions made by a teacher which result in a learning experience suited to the needs of the people that they serve. Unfortunately, pedagogy is often a construct of other forces. A response to a particular philosophy applied too rigorously. A set of actions which have always been taken in such a manner that the pedagogy remains the same even as the people and their needs change. Pedagogy should never be dictated by anyone’s and especially not a politician’s emotional attachment to their school days. Pedagogy should be alive, responsive and in service of the people who experience it most directly. 

Policies, procedures, measures of accountability, routines, timetables etc. all subtly and confoundingly come between us and the people we serve. We implement measures to ensure that we are doing our jobs and they become what we serve. Each layer of structure and procedure sees us become one step removed from the people who matter most. 

As we serve multiple ‘masters’ we forget about the fundamental truths at the heart of education; that schools are made of people, for people and by people. At every level, in every decision, with every idea we implement and with every cent we spend, we need to ensure that we are focused on meeting the needs of the people we serve. 

By Nigel Coutts

For Belinda, who ensured it was always about the people.

How might we develop self-regulated learners?

A common question is how do we facilitate the development of independent, self-regulating learners. With an increased focus on the development of dispositional models for learning where the skills and mindset of the learner are crucial, how do we ensure that our learners move from requiring external regulation to a model of internal regulation? 

"For the learner to become autonomous, as Cohen (2008) points out, he must identify, rehearse and apply learning strategies, structure his own learning, and critically reflect upon his own learning processes in order to be able to utilize his acquired skills, inside and outside the classroom.” (Rajabi, 2012 p348) For this goal to be achieved the teacher’s role is to provide the learner with learning strategies and understandings of how to use them for 'problem-posing and problem-solving’. "helping learners learn how to learn, equipping them with the necessary means to self-direct their own learning” (Rajabi, 2012 p346) becomes a crucial goal. Self-regulation requires more than instruction but also that the learner feels in control and understands the advantages of the learning strategies they are encouraged to apply. Self-regulation thus requires tools for learning combined with the individual’s implementation of metacognitive and reflective practices. The challenge is how do we achieve this goal? What teaching moves will facilitate the desired learning?

Self-regulation strategies can be developed within a community of learners if the appropriate conditions are provided according to Beishuizen. The collaborative learning that occurs within a community of learners provides many opportunities for the development of skills required for self-regulation of learning. The modelling provided by an expert learner in the guise of a teacher, who builds partnerships in learning with their students is a key benefit of a community of learners. 

By expanding the frame of reference to include the social context within which learning and development occurs, a more complex image emerges of the interactions and processes which are at play. Vygotsky's (1978) research shows how interactions between the child and their social environment enables learning. He explores the gap between what a child can do now independently and what they can do with assistance. Termed the 'Zone of Proximal Development’(ZPD), this is the gap into which teachers hope to move their students (Vygotsky, 1978). Within a community of learners this gap between what an individual can achieve on their own, and what they can achieve with assistance is bridged by the capacity of the community and the expertise within it. When the community of learners includes members with expertise in learning and in communicating that expertise to junior members of the community, a highly effective learning organisation can emerge. This is what we see in schools which embrace a learning community model. 

The learning community is enriched when particular aspects of learning are embraced and enculturated. Ron Ritchhart shares that the dispositions so essential for success in contemporary times such as creativity, curiosity and open mindedness cannot be taught but must be enculturated; this requires immersion in a culture that values and models these things. A culture of inquiry, a valuing of questions and curiosity and an emphasis on reflection allows the learner to develop the requisite skills for self-regulation. The conclusion is made that a community of learners can provide an environment in which "By working in teams, students developed collaboration strategies and learned to coregulate their common tasks.” (Beishuizen. 2008 p188)

A number of factors are important in the development of a community of learners and these play a part in the development of self-regulation. Certainly, there are aspects of a community of practice in which a group of learners engage in a learning experience that mimics real world practitioners. This mimicking of the methods of professionals in a field ensures relevance and may have an influence on engagement with the methods. This calls for an embrace of an apprentice/expert model of learning in which overtime the learner is invited to become an equal with the expert. A gradual release of responsibility model where the student grows in confidence and eventually independently takes on all aspects of the task at hand.

For this model to apply to the self-regulation of learning the teacher must re-imagine themselves as an expert learner/problem finder/problem solver who models the methods and dispositions necessary and provides opportunities for the student to rehearse these skills with and without guidance. Our students thus need to see that we are both knowledgeable, as a result of our learning experiences and skilled in the processes of acquiring, analysing and applying the fruits of our learning. In short we need to model our capacity to learn. This requires that our students see us engage with ideas which we have not yet mastered, where we need to draw on our capacity to learn.

At one stage the methods of inquiry, learning and research are directly taught by the teacher but as time goes by the boundary between teacher and student erodes and true partnerships in learning are described; the scaffolding is gradually removed. 

In a learning community a point is reached where the teacher and student find themselves needing to apply the strategies of learning and research and thus the modelling that is provided by the teacher takes on an authenticity that would otherwise not exist. Learning with authentic problems and even contributing directly to true research projects or problem solving opportunities places the community of learners into the domain of situated learning where genuine ‘work’ is being done by the community of learners. Programmes in schools where students and teachers collaborate to solve real world problems within the school’s community are positive examples of a such a model as are service programmes where students and teachers collaborate to serve the needs of others. The essential element is that teacher and student are now involved in the learning process as partners and near equals. Learning is no longer regulated for the student and they enter into truly self-regulated learning.

The process of learning to collaborate and to coregulate is supported by the collaborative nature of the community of learners but it is the process of reflection on individual, peer and collective learning that facilitates the development of self-regulated behaviours at the level of individuals and the group. While the teacher modelling of the dispositions of a learner is critical and ongoing, at some point the learner needs to be given opportunities to become the driver of the learning process; an equal partner in leading learning and with opportunities to themselves be a model to less experienced learners. The cycle repeats. 

By Nigel Coutts

Beishuizen, J. (2008). Does a community of learners foster self-regulated learning?, Technology, Pedagogy and Education, 17, 3, 183- 193

Rajabi, S. (2012) Towards self-regulated learning in school curriculum.  Procedia: Social and Behavioral Sciences 47, 344–350

Vygotsky, L.S. (1930) Mind and society. Transcribed by Blunden, A. & Schmolze. Harvard University Press; Boston. PA

The challenge and promise of learning organisations

"The fullest representations of humanity show people to be curious, vital, and self-motivated. At their best, they are agentic and inspired, striving to learn; extend themselves; master new skills; and apply their talents responsibly. (Ryan & Deci. 2000)

There is a great deal that I like about this description of humanity at its best from Ryan & Deci. It is both a goal to be achieved and an indicator of conditions which are required for us to fulfil our potential. While the focus of this statement is on the actions of the individual we can see how society might act to deny individuals the opportunities to lead such an inspired and agentic life. I like to imagine what a school might be like if every individual who plays a part in its functioning strove to extend themselves, master new skills and apply their talents responsibly.

Maybe schools would be like the ‘learning organisations’ described by Peter Senge.

Underlying Senge’s writing are essential assumptions about people in organisations which parallel the description of people offered by Ryan & Deci. The most important assumption is revealed in the line ‘Learning organisations are possible because not only is it in our nature to learn but we love to learn’. His evidence for this is the learning that occurs for an infant as they learn to walk, talk and demonstrate intrinsic inquisitiveness. This love of learning that Senge identifies must be present for his learning organisations model to work. While a love of learning is an innate quality of young children it might be questioned that this persists as we age. It can be seen that for many and perhaps as a consequence of their experience of school, learning becomes synonymous with work. When learning becomes something we are coerced to do, when what we learn is controlled externally (by other people or by systems and policies) when our learning is regulated for us and motivation comes through extrinsic forces we lose the capacity to be agentic learners.

The second condition required for Senge’s learning organisation to thrive is that learning is a highly valued ideal of the teams which comprise the organisation. Senge states that ‘Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organisations.’ Lastly Senge describes learning organisations as ‘a place where people are continually discovering how they create their reality. And how they change it.’ Taken on mass this is high rhetoric but Senge sees this as possible and achievable as ‘Material affluence for the majority has gradually shifted people’s orientation toward work - from what Daniel Yankelovich called an ‘instrumental’ view of work, where work was a means to an end, to a more ‘sacred’ view where people seek the ‘intrinsic’ benefits of work’. Where the majority of individuals are yet to embrace this sacred view of work, there is likely to be a great tension between those with high levels of intrinsic motivation to realise the vision and mission of the organisation and those who subscribe to an instrumental view.

Unpacking this Senge pins his theory on the belief that people will want to learn as part of a team to create a learning organisation with a shared vision and purpose because their material affluence and fundamental human nature allows them to rise above their lower aspirations for personal fulfilment. I have a hard time imagining that applying to all but a few organisations. After leaving school and while at university I worked in a hotel laundry. I worked as part of a team, we washed, we dried, we folded on odd occasions we had to learn a new fold, a new wash cycle, but in honesty, there was little learning to do. There was no opportunity to create a reality. Maybe the scale is too small and thinking of the Hotel as the organisation we had some knowledge to contribute to the overall health of the organisation, even so I do not imagine any of my colleagues seeing their work as anything other than an ‘instrumental’ means to an end. Maybe such jobs will soon be replaced by machines and Artificial Intelligence will remove the need for menial, repetitive cognitive labour. Maybe we are close to a time where we are all freed from being the ‘instruments' of the economy and work will become a ‘sacred’ force in all of our lives. Maybe we will all soon be living the life of the aerospace engineer with time to study philosophy and meditate while we await our next royalty cheque.

Senge states that 'This, then, is the basic meaning of a 'learning organisation’ - an organization that is continually expanding its capacity to create its future'. But each organisation is made of individuals and while I agree we do possess an intrinsic drive to learn we have that drive to allow us as individuals to survive. Looked at possibly to the level of 'reductio ad absurdum', from organisations, to individuals, to individual genes as described in Dawkin’s model of the ’selfish gene’. It might be that our genes are encoded to learn but they are thusly encoded to learn for their individual survival and not the survival of the organisation that is us, nor the collective that we call humanity.

Yet in schools I at least want Senge to be correct, I want to work in that model of a learning community where everyone from the night janitor to the principal is committed to learning together to enhance the organisations quality. I want our students to be immersed in learning and to see the intrinsic value of becoming self-navigating life-long learners.

Returning to Ryan & Deci we notice two conditions which are crucial if we hope for a future populated by self-motivated individuals striving to learn and extend themselves; agency and inspiration. Firstly, individuals need to be agentic, meaning that they can act strategically to achieve their goals. For individuals to be truly agentic they require the capacity for self-directed action towards a goal and the social/cultural/organisational conditions which allow for this and they must have a desire to act with agency. Secondly, individuals need to be inspired; a requirement served by societal and organisational conditions which connect with what is of significance to the individual.

This then is the challenge for schools, to create conditions which inspire individuals to act with agency such that they become the architects of their learning. In framing such a goal the complexity of this challenge becomes apparent as one plays with the words to capture a condition in which the school is able to inspire the individual and accommodate individual agency, such that the individual is inherently inspired. How do we envision the role that the school or organisation plays in shaping the conditions within which the individual is able to shape their context to align with their inspired actions? How we manage the apparent paradox that agency can be taken from the individual but cannot be given? That all of this occurs in a climate where micromanagement of schools, teachers and teaching is the norm, where external forces increasingly shape what is taught and how, only further complicates matters. And still the words of Ryan & Deci hang there longing to be made real.

By Nigel Coutts

The Trouble with Change Management in Schools

With the new Science and Technology Curriculum in New South Wales, teachers have been asked to teach students Systems Thinking. This in itself brings challenges but it also invites teachers to investigate their school as a system and to then consider what perspectives this lens invites. What becomes clear quite quickly is that schools are inherently complex systems. Imagine creating a systems map of just the people involved in a school and you see that there is great complexity emerging. To this web of the schools immediate human connections one then needs to add layers for curriculum, finance, physical resources, community connections, political factors, historical influences, pedagogies, government authorities, climate factors, technology, infrastructure etc. etc. etc. 

It becomes clear that typical systems thinking when applied to whole school efforts related to culture are going to require a theoretical approach capable of explaining this level of complexity. Thinking and reading about complexity theory opens a number of questions for me. The degree of complexity or organisational scale required for applicability of the theory within a system seems to make it relevant to change at a whole school level (Mason, 2008) and particularly to cultural change. 

Complexity theory points towards the importance of exploring the interactions between the intentions and effects of agents within organisations and reveals that the exponential scaling of these connections brings greater degrees of complexity than may be managed or readily understood. The question is at which point does the level of complexity within an organisation produce relevant degrees of unpredictability? or at what point does the level of complexity become too great to predict reliably the outcome of any change effort. Evaluating this is made more complex as the number of agents and constituent elements within an organisation also seem to defy simple measures. It is unlikely that each agent (human or other such as a mandated curriculum or piece of infrastructure) acts with true independence. Collectives of individuals and closely connected elements (a curriculum that requires a particular pedagogy) may be best seen as single actors within a network with effect sizes not always directly related to the number of component parts. The total number of actors and influencers within even complex systems may be significantly less than what a simple calculation estimates and yet the net effect of all of these factors remains difficult to predict.

Taken simplistically there could be a feeling that due to the complexity of large systems change becomes an uncontrollable beast with a mind of its own. 

If change can only occur where every element of the organisation is continually shaped through ‘massive interventions at all levels’ (Mason, 2008 p43) and even with intense effort the inertial momentum of the organisation means change is hard achieved, how can we hope to negotiate times which require ongoing, rapid change? This then seems to be the challenge confronting schools as the societies in which they exist appear to be racing towards ever greater levels of volatility, uncertainty, complexity and ambiguity, change becomes the norm and yet change management seems to be increasingly ruled by chaotic drivers. . 

Mason does offer some hope:

‘despite complexity theory’s relative inability to predict the direction or nature of change, by implementing at each constituent level changes whose outcome we can predict with reasonable confidence, we are at least influencing change in the appropriate direction’ (Mason, 2008 p46)

This is perhaps why most change management strategists choose to keep to a more technical rationalist perspective at least early in the change process. The plan put forward by most change analysts centres on placing faith in the establishment of conditions which are conducive to change. By approaching both the small details and the bigger picture thinking of vision and purpose with rational thought and a well-informed plan the hope is that the initial momentum moves the organisation at least somewhat in the desired direction. As the process moves forward it becomes feasible to allow ideas to emerge from within At this stage it is hoped that continuous gentle steering of the change in the desired direction will produce the desired effect. This requires organisations to be open to embracing or tolerating a degree of chaos along the way and being open to unpredictable elements and acts. If it all goes well the organisation will be able to navigate towards a desired goal and be ready for the next challenging change. It is also likely that the whole effort can be derailed by a combination of factors which could not have been predicted or planned for. 

Looking to a hybridized model of complexity theory, humanist approaches and technical rationalist perspectives the appeal of design thinking approaches comes to the fore. In its flexibility and structure founded on a desire to understand the human factors within change it seems to offer a workable solution that can scale. I like that it is a process driven by questions and accepting of failure through rapid prototyping and that it is a cycle with no beginning and no end. It includes scope for input from multiple sources and indicates the importance of feedback and reflection on both the results and process. It also has sufficient flexibility to include elements of systems analysis of an organisation where the interactions between agents are included in the response. 

Daniel Wilson of Harvard’s Project Zero speaking in Melbourne noted that designers achieve greater success with complex problems than others. Designers have a capacity due to their thinking dispositions to cope with complexity and to adapt solutions as needed while working towards a vision or shared goal. Daniel indicates that complex situations, such as those which schools increasingly confront as a result of rapid change and previously unencountered challenges, require emergence as a path to solutions. A bubbling forth of ideas which may be transformed into plans and drivers of change from all areas of an organisation is seen as the best approach to change where the answers do not exist and cannot be passed down from above. 

By Nigel Coutts

Mason, M. (2008). What is Complexity Theory and what are its implications for educational change? Educational Philosophy and Theory, 40(1), pp. 35-49

Why might we want to learn Digital Technologies?

 Understanding the “Why” of any initiative should be a key step prior to implementation. Without a clear understanding of our “Why” how are we to judge the success of what we are implementing. How will we know which steps take us in the right direction if we have no concept of why we are journeying. In our implementation of ICT (Information & Communication Technologies) and now Digital Technologies, a lack of clarity on the matter of “Why" has often been the most significant challenge to success. 

While it is an unavoidable reality that technology has changed our society, is continuing to bring transformation to all aspects of our lives and our workplaces and that this is a pattern unlikely to change, the place that education should play in education continues as a somewhat grey area. To dabble on the fringes of the false-dichotomy, the use of ICT is to either facilitate learning or it is content, skills and tools that students must master. 

Hammond outlines the perceived benefits of ICT integration to schools as being linked to positive impact on standards, vocational relevance and as a catalyst for curriculum change. In each instance Hammond argues that research does not indicate that ICT has met these goals. Perhaps the most interesting observation is found in the statement, 'In particular, the use of ICT has been unquestioned, policy has focused on adoption rather than pedagogy, and beliefs about ICT are characterised by determinism’. The unquestioned adoption of technology fueled by those who are passionate about its use has led to forced integration of technology and an expanding educational technology marketplace with little real thought given to its purposes. 

Educational technology for much of its short history seems to have been stuck between the two dominant models of education with a foot in the content delivery camp and one in the constructivist, student centered one. Technologies such as Interactive Whiteboards and Learning Management Systems (LMS) may bring new affordances, but if their use remains consistent with traditional pedagogical models of the teacher delivering content then their ultimate value is limited. For many the use of ICT has centered around its use in ways that are designed to bring learners and the curriculum's prescribed content together with perhaps some option for online discussion. LMS options and online courses presented in parallel to face to face learning scenarios offer little real differentiation and the value add of the technology can be minimal. 

There are some significant forces changing the landscape of teaching with technology and this is reflected in a bifurcation of the curriculum into two strands. Information & Communication Technologies continue to play their part as a tool for learning and for communication. Alongside this there is an increasing understanding that mainstream curriculums need to provide learners with the capacity to be producers of digital solutions. 

In the traditional areas of technology use, what has traditionally been labelled as ICT, the maturity of present day operating systems and devices has removed most of the barriers to use that existed previously and today we have systems that allow the technology to move to the background. The modern learner expects technology to just work and to be designed in ways that allow the user to quickly master its interface. In the modern world of low cost Apps, if you design a product that requires a manual or that has a steep learning curve you are bound to fail in the market. The evolution of technology from ‘geek toy’ to mainstream consumer device has allowed teachers to focus on the learning enabled by the devices rather than devoting significant time to learning the technology. 

This does not mean that the use of ICT is without challenges. With the ease of use has come the challenge of how we manage the potential of modern devices to distract us from other tasks. Educators face the challenge of teaching students to take control of their technology use, to manage screen time and to avoid the lure of social media and gaming. New dangers have emerged as a result of our connectedness and the social world of our young people has been transformed. Our young people need to learn how to manage their online profile and avoid the very real threat of being exploited by adults. In the pre-digital world, the social blunders we made were mostly contained to a small circle of possible connections. Today we learn the norms of society in a very public setting and our mistakes linger on as our ever-present digital footprint. 

At the other end of the spectrum we see an increased understanding that the solutions we create, to solve the problems we encounter will demand knowledge of the possibilities of digital technologies. Emerging technologies such as artificial intelligence, robotics, physical computing using Arduino and other system on a chip models merge with cultures of making and small scale manufacturing processes to bring new affordances that shift learning beyond content transfer. This is not technology as a tool for learning content or skills that were traditionally taught by a teacher but technology as the product of our problem solving.

It is right to question the validity of teaching all students this new Digital Technology. The automobile transformed society but we did not teach all students to be mechanics. Why should all students learn to code or be taught to solve problems through computational thinking? Perhaps the answer lies in the breath of change that comes with Digital Technology. Every aspect of our modern life is set to be disrupted in some way by the continued expansion of technology. In particular, it will become increasingly normal for technology to be blended into our working lives and a future where our workmates include machines is predicted to be the norm. Our infrastructure (electrical supplies, traffic networks, financial systems etc.) is largely built on now outdated technology and the systems which control it are increasingly susceptible to malfeasance and this will require new thinking if the chaos of disrupted systems is to be avoided. It is also very much the case that the next evolution of the products and systems we rely on will involve a shift to digital systems and those who are able to design these systems will be able to reap the rewards. 

Perhaps the logic for understanding at least a little of how digital technology functions is that it will exist increasingly in the background.  Our world view is already largely shaped by the algorithms which function behind the scenes to control what platforms like Facebook and all the large online media platforms put in front of our eyeballs. That the potential to alter the outcomes of an election through the manipulation of algorithms which modify the news cycle and shape public opinion is a reality points to the importance of understanding how digital technologies function.

 By Nigel Coutts

Hammond, M. (2014), Introducing ICT in schools in England: Rationale and consequences. British Journal of Educational Technology, 45: 191–201. doi: 10.1111/bjet.12033