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St. Mary's University
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FYI: Below is a clip from a relevant (I suggest) article posted on the
Teachers College Record website: www.tcrecord.org. (It's free.) The
article speaks (1) directly to the required slowness of real change at the
institutional level (writ-large) and (2) indirectly to the slowness of the
process of having and integrating insights on the personal level
(writ-small) of human history. (On the site, the article has a nice
reference page.)
Happy New Year to all,
Catherine
QUOTING:
"Across professions, continuing education of professionals is an essential
process, especially where change in and support of practice are concerned.
It is in professional development (whether it be professional preparation or
ongoing professional education) that research and practice are meant to come
together. Researchers in medicine (Haines & Donald, 2002), education (Ball &
Cohen, 1999; Guskey, 1986; Hiebert et al., 2002), and social work (Rapoport,
1985) find simply handing out information to be generally ineffective with
regard to changing or updating practice. So too are periodic workshops and
lectures that are not connected to practice nor aimed at a systematic
refining of practice (Lampert & Ball, 1999; Lieberman & Miller, 1991, 2001).
The failure of most professional development activities relates in part to a
failure to appreciate the change process; in part to a failure to grasp the
developmental trajectory of professionals; and in part to a lack of
understanding of the ways in which adults learn.
THE PROCESS OF CHANGE
"The Rand Study of Education Innovation (Berman & McLaughlin, 1978), a
comprehensive review of 25 years of dissemination efforts, laid out four
stages of change: (1) mobilization, (2) implementation, (3) adoption, and
(4) institutionalization. In each stage, teachers play a critical role. What
the Rand study's authors found was that innovations were rarely adopted in
whole. Rather, the ways in which innovations were introduced, monitored for
use, and supported determined whether the innovations were ultimately
adopted in the form intended. And even when adopted, it was the rare
innovation that actually became part of the fabric of the institution as its
way of addressing a particular aspect of the educational enterprise.
Barriers to institutionalization had to do with changes in personnel, lack
of resources, and, most important, lack of ongoing support for teachers to
use the innovation faithfully.
What has become increasingly clear to researchers of educational reform is
that serious deep-rooted change takes time (Fullan, 1993; Sarason, 1982) and
that teachers must be an integral part of the change process (Ball & Cohen,
1999; Hiebert et al., 2002; Lieberman & Miller, 1991, 2001). END QUOTE