Schools That Integrate Technology: Silicon Valley | Larry Cuban on School Reform and Classroom Practice

This blog post was first published by Larry Cuban at Schools That Integrate Technology: Silicon Valley | Larry Cuban on School Reform and Classroom Practice:

As complex as it is for an individual teacher to integrate daily use of high-tech devices into routine classroom practices, technology integration at a school level is even more complex. A classroom teacher with 25-35 students can alter the structures of her classroom and create a culture of learning, achievement and mutual respect. Hard as that is, it is do-able. I and many others have profiled teachers who have created such classrooms.

Imagine, however, schools with 30 to 100 classrooms and getting all of those teachers to work together to create school-wide infrastructure and a learning, achieving, and respectful culture–across scores of classrooms that seamlessly integrates computers to achieve the school-site’s goals. A complex task with many moving parts that is fragile yet strong. It does happen but remains uncommon.

I have observed a few schools in Silicon Valley that have integrated new technologies across the entire school requiring teachers to teach lessons using particular hardware and software. These schools vary from one another but tout that they “personalize learning,” blend instruction, and differentiate their lessons to meet differences among students. Invariably, they say they use project-based instruction.  They have created both an infrastructure and culture that subordinates technology to the larger tasks of preparing children and youth to do well academically and socially, graduate, and enter college (and complete it) or enter a career directly.

Considering what I have observed in Silicon Valley, documented nationally in my studies, and retrieved from the research literature on such schools elsewhere in the U.S., what are the common features of such schools?

Here are eight different yet interacting moving parts that I believe has to go into any reform aimed at creating a high-achieving school using technology to prepare children and youth to enter a career or complete college (or both). Note, please, that what I have garnered from direct observation, interviews, and the literature is not a recipe that can be easily cooked and served. Listing features I have  identified is not an invitation to insert some or all of these into a formula for producing such schools near and far. These schools are rooted in their contexts and context matters.

These features are:

*Recruit and train teachers who have the subject matter knowledge and skills to work with students  before, during, and after the school day.

*Recruit and train school site leaders who have the expertise and skills to lead a school and be a pillow and sandpaper simultaneously with teachers, students, and parents.

*Students have access to non-academic subjects that cultivate the mind, heart, and sensibilities.

*Equip all students with the knowledge and skills not only to enter college,  persist through four years and get a bachelor’s degree but also have the wherewithal to enter a career immediately.

*Organize the school day, week, and month that provides students with sufficient time in and out of class to learn the prescribed material and core cognitive skills to master a subject, acquire the essential skills of planning and assessing their progress in each course they take, receive tutorial help when student skill levels are below and above par, and time for students to receive mentoring from teachers they trust.

*Build a culture of safety, learning, respect, and collaboration for both youth and adults.

*Create a decision-making process that is inclusive, self-critical, and strong enough to make further changes in all of the above.

*Do all of this efficiently within available resources.

Note the absence of new technologies in the features that I have listed. Why is that?

Simply because such schools containing these features have administrators and teacher who figure out when to use software to achieve desired outcomes, create an infrastructure to support staff in using new technologies, determine which new technologies efficiently advance students in reaching these goals, and create the conditions for easy, supported use of the hardware and software. Note, then, that computers and their software are subordinate to the overarching goals for students and adults in the school.

Summit schools, a charter network in Northern California, has been working and re-working a design containing these moving parts for nearly 15 years. Over that period, they have amended, deleted, and added program features as administrators and faculty learned what worked and what didn’t. The time span, the stability in staff, their awareness of context and shifting demographics all came into play as Summit leaders and faculty figured out what to do since 2003.

Over the past two months I have visited two of Summit’s seven charter schools in the Bay area and in those two schools have watched teachers across different academic subjects teach 90-minute lessons during what the schools call “project time.” I have also interviewed administrators.  Each school was part of a different district in Silicon Valley. While one of the schools had a separate building in its district well suited to its mission, scheduling, and space for students, the other school was located on a high school campus in another district where both students and teachers worked in a series of portable classrooms. Also each drew from different populations.*

The network of Summit charter schools has been written about often and positively (see here, here, here, and here). In all instances, these teachers I observed had integrated the software they had loaded onto students’ Chromebooks, the playlists of videos and links to articles for units that teachers created, and students’ self-assessment exercises into daily lessons with varying degrees of student engagement. The charter network claims that through theirPersonalized Learning Plan (also see here) teachers could give each student individual help while students negotiated their ways through academic content and skills. In the two schools, I observed students during 90-minute classes in different academic subjects working on teacher-chosen projects. Students were using their Chromebooks frequently to access PLP voluntarily and at teachers’ direction.

The cliched statement said over and over again by advocates of new technologies in schools: “It is not about technology, it is about learning,” captured what I saw. Overall aims for Summit students to acquire academic content, cognitive skills, “habits of success,” and the know-how allowing students to assess their own progress involved online work  before, during and after lessons. Clearly, the school did not have to use Chromebooks and extensive software to reach the schools’ overall goals and each student’s personal ones. The technology did enable, however, the process of learning to be more efficient, more timely, and  give real-time feedback to students.

The two Summit schools in very different contexts contained these features I listed above. While differences existed between the two schools in context and staffing, both have implemented these features as best they could. Creating and massaging these many features of the Summit Schools is no easy task. It is not done once; it is a process that is constantly monitored, assessed, and altered by site leaders and staff.  Thus, listing the essential features that mark such enterprises is not a blueprint for action; it is an after-the-fact synthesis of what I saw and not easily replicable for those who have dreams of “going to scale.” It is what emerged from such efforts over a long period of time and requires tender, loving care every day. The program is fragile and easily broken by inattention, changes in leadership and staff, and declining resources. May it continue to thrive.

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*Diane Tavenner, a founding teacher at Summit Prep and director of Summit Schools Network and Chief Academic Officer, Adam Carter–also a founding teacher at Summit Prep–picked the two schools. In both schools, I interviewed the principals (called Executive Directors), and they suggested various teachers I should visit. Because of scheduling difficulties, I could not see all of those recommended to me. So in both schools, I reached out to other teachers, introduced myself and asked them if I could observe their classes.  The nine teachers who permitted me to spend a 90-minute block with them taught English, social studies, science, and math. For readers who wish to see my published observations, see posts for March 13, 2016, March 16, March 21, March 23, March 29, April 1, April 6, April 12, April 18.