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Key features of a plc
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The role of schools is student learning. A significant factor in whether students learn well is the ability and quality of the teachers. Quality is improved through continuous professional development. The framework most supportive of the learning of professionals is professional learning communities (PLC) (Hord, 2009). Forming PLC is a process of focusing on student achievement while empowering educators with the skill set to make a difference. PLC support the partnership between student learning and professional development for educators. PLC that align with the school’s mission, vision, values, and goals result in high levels of learning for all students.
A PLC can be defined as an intentional, ongoing, systematic process through which teachers and administrators work collaboratively to seek, share, and act on learning. The overall goal being to enhance the effectiveness as professionals for students’ benefit (Hord, 1997). PLC start with a clear statement of purpose and goals. Focusing on student learning goals allows leaders to set high expectations and make rigorous standards (Guskey, 2000). Schools cannot function as a PLC until the staff has struggled through the questions that provide direction both for the school as an organization and the individuals within the organization (Eaker, DuFour, & DuFour, 2002).
There are several organizational structures that work simultaneously to form a successful PLC. One part of the structure is setting the framework of PLC. The framework can be modeled after the Three Big Ideas of PLC. Richard DuFour and Rebecca DuFour explain the three ideas as the following:
1. Commitment to high levels of learning for all students
2. A collaborative and a collective effort among st...
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...arning communities. Bloomington, IN: National Educational Service.
Guskey, T. R. (2000). Evaluating professional development. Thousand Oaks, CA: Corwin Press.
Hord, S. (1997). Professional learning communities: What are they and why are they important? Southwest Educational Development Laboratory, 6(1). Retrieved November 11, 2011, from http://www.sedl.org/change/issues/issues61.html
Hord, S. M. (2009). Professional learning communities. The Journal of the National Staff Development Council, 30(1), 40-43.
Killion, J. (2003). Eight smooth steps: Solid footwork makes evaluation of staff development programs a song. The Journal of the National Staff Development Council, 24(4), 14-23.
Rantz, L. (2011, November 9). Using the survey data to implement PLC. Lecture presented at Developing Professional Learning Communities in Baker University, Overland Park, KS.
Wenger, E. (2000) Communities of Practice and Social Learning Systems. Organization Articles. 7 (2), p225-246
Thomas, K. J. (1998). Clinical and nursing staff development: Current competence, future focus. Philadelphia, PA: Lippincott, Williams & Wilkins.
Fratt, L. (2007). Professional Development for the New Century. (Cover story). District Administration, 43(6), 56-60. Retrieved from Academic Search Complete database.
Vescio, V., Ross, D. & Adams, A. (2008). A review of research on the impact of professional learning communities on teaching practice and student learning. Teaching And Teacher Education, 24 (1), pp. 80--91.
Early on in my career as a teacher I learned the value of professional growth for myself. This took the form of professional development that I gained from conferences I attended and grants I was awarded. I also knew that I could share what I learned with others within my school and presenting at conferences. As an educational technology leader I use the knowledge and skills gained from my university classes in providing professional develop...
Senge, P. (2006). The fifth discipline: The art & practice of the learning organization (revised ed.). New York: Random House.
Senge, P. M. (2006). The fifth discipline: The art and Practice of the learning organization (1st ed., Rev.). New York, NY: Doubleday.
Traditionally, teacher development typically occurs through trial and error in the isolated confinements of each teacher’s classroom with some periodic whole-group professional development (Goddard & Goddard, 2007). Within the past few decades, many schools and districts, including ours, have considered and experimented with Professional Learning Communities (PLC) as an alternative framework in guiding a more efficient development program for their teachers. PLCs are focused on enhancing student learning through developing teacher practices. The concept of PLC relies on using structured collaborative sessions amongst teachers within the school to build internal capacity. Through PLCs, teachers critically reflect on current practices, brainstorm solutions, and obtain help and advice from others in a supportive growth-oriented environment over an extended period of time (Vescio, Ross, & Adams, 2008; Nelson, 2009; Scher & O'Reilly, 2009; Bolam, McMahon, Stoll, Thomas, & Wallace, 2005). The theory of change guiding PLCs holds that by providing teachers with targeted support from within the school community, as oppose to hiring additional outside experts, professional developments can become for efficient. Implementation of effective PLCs requires intentional effort, school-wide and possibly district-wide restructuring of teacher schedules, and additional resources. For schools considering implementing PLCs, it is important to understand the logic of action and the benefits of PLCs as it relates to teacher improvement and increased student achievement.
The establishment of a community of practice may vary: some are small while others are large, without determining how many people should be involved. The membership of community of practice is voluntary (self-selected or assigned) and often structured into a nucleus group and peripheral members. Meanwhile, the leadership can be provided by members and management coming both formally and informally from within and outside the community (distributed). The meeting can take place anywhere, such as on a campus, at a workplace, home, hotel, etc. (Wenger at al., 2002). Over an extended period of meeting, the community of practice needs a facilitator to facilitate the work of the community of practice because facilitation is a way or tool to enhance integration, inclusion, involvement, participation, and equality within the community. Knowledge sharing can be held narratively, or through questions and discussion among the communities (Brown & Duguid, 1991; Prendiville, 2008; Saint-Onge & Wallace, 2003; Wenger, McDermott & Snyder, 2002). The community of practice, according to Cox (2005), has three elements within an organization, namely working, innovation, and learning. Learning within this community of practice is both formal and informal; nonetheless, it demands the community members (learning community) to become good practitioners (Orr, 1991, as cited in Brown & Duguid,
Hargreaves, A. 2007. Five flaws of staff development and the future beyond. Journal of Staff Development 28: 37-38.
The ideas established within the andragogical model offer suggestions and focus points to support the development of engaging and meaningful learning experiences for adults. In order to connect the andragogical assumptions with my reflections and further my thinking on professional development, I will first outline my memories and thoughts on each of the andragogical assumptions. Then, using my learning experiences as a guide, I will discuss how the professional learning opportunities at my school will change as a result of new understandings of adult
The cadre model provides professional learning opportunities in a cohort situation led by trainers who also act as the instructional coach in the schools were the teachers teach. A cohort is defined as a tight-knit, reliable, common-purpose group that significantly affects the way adult learners learn and grow professionally. Academic learning, emotional support, and perspective have been studied with conjunction to Kegan's (2001) theory of adult development in cohort learning settings. Each of those concepts have had positive results from cohort learning models in adult learner settings according to Drago-Severson, Helsing, Kegan, Popp, Broderick, and Portnow (2001). Knight’s (2007) instructional coaching partnership philosophy is centered on providing intensive, differentiated support to teachers so that they are able to implement proven practices with a relationship approach.
Another factor considered in this study is the professional development of teachers. Professional development of teachers is a strong factor that enhances teachers’ knowledge and learning. A number of studies have reflected that the said factor is imperative to a positive change of every individual that seeks development professionally.
From the very onset we were introduced to our conference groups. Ensuring a diverse mix of students and teachers, I was pleased to find myself exposed to a wide range of cultures and backgrounds. The student and adult group leaders were amazingly friendly and organized. I was very impressed by their leadership abilit...
...o expand knowledge of subject matter is through read books, journals, and magazine, participate in professional development activities and attend conferences. The value of participating in professional associations and organization helps teacher to move towards expertise to become engaged, active, and passionate and connect to their students (Laureate Education, Inc., 2009). As the teacher enhance and grow in the professional development can have a greatly impact on student learning, “Expert teachers know more than novices and organize that knowledge differently, retrieve it easily, and apply it in novel and creative ways” (Garmston, 1998). Therefore, there is such a significant value of participating in professional development through joining association or organization to help teacher to grow in expert in teaching and making an impact on student learning.