The undeserved power of gossip in the staffroom

Gossip is one of those things that is rife in most staff rooms. It always makes me laugh how people assume something is true just because they heard it from someone or multiple people - especially from those in the know (wink... wink...).

I hate gossip. Most of the time it creates cliques where being in the know becomes an important part of the job and increases your status. The easiest way I've found to diffuse the power of gossip is to disseminate absolutely ridiculous gossip to all and sundry. It is hilarious to hear your own make believe come back as fact.

The most irritating type of gossip is the talk about such and such. Her clothes.. his hair.. his attitude to students... the voice.. what the students think.. what such and such said. Everyone has their own idea about the perfect teacher. A diverse culture is the best thing for students.. creating teachers in thy own image is not only short sighted but is detrimental to a school.. Type A personalities take note!

Discrediting gossip has three key effects.. firstly no-one believes any gossip that you have and stops commenting or asking your opinion on things that have little relevance to you.. secondly it makes people think twice before they believe any gossip going around.. and finally by laughing at how gullible people are with gossip, it reduces the ability of those "in the know" from influencing decisions by creating a ground swell of support via the silent network - especially prior to unpopular concepts being implemented or popular concepts being discontinued.

Avoiding staffroom gossip is usually quite simple - avoid the staffroom during lunchtime gossip sessions as much as possible and be known as a little preoccupied with your own learning area. Have interests outside of school to talk about. Most of the time gossip just creates angst, undue tension between staff members, can blow up otherwise controllable situations, creates conflict and is generally just unnecessary for the job.

Time is needed to develop, implement, analyse, continue or discontinue processes within an organisation. Anything that can undermine legitimate organisational processes and structures should be discouraged. Gossip as an undermining influence is number one on my hit list to be stopped wherever possible.

Idiot of the year award (IOTY)

Chris Sarra you are my idiot of the year. You are a candidate for idiot of the century.

Calling those unfortunate souls that get country postings "White Trash" for their efforts in bringing education to the outback is nearly as bad as the Australian publishing this sensationalist tripe.

The article is here.

It takes a special sort of person to go to the outback and teach. Even in hard to teach metropolitan schools it can be difficult. At my school there are at least two people that put their careers aside to teach students like we were, and hopefully we make a difference.

I would suggest that if Chris Sarra feels so strongly about how indigenous students are being poorly treated he should get out there and encourage aboriginal students to become teachers in the outback.

"If I'm an incompetent principal of an Aboriginal school, lacking in courage to challenge parents about why their children are not attending school, it doesn't matter. Aborigines get the blame."

Teachers and schools cannot control whether students come to school. They can encourage students, work with elders in the community and implement government programs. If Chris is seeking to alienate all of us trying our best to help these kids, involved with tutoring and mentoring, policing and medical services, he has succeeded. If Chris thinks making schools into community policemen, reporting who should and shouldn't get welfare, I would suggest that he is attributing the wrong role to the wrong organisation. To do this would increasingly make schools a negative influence in family life rather than an enabling one. The whole ethos of schools is to advise and empower parents and students, not enforce community will onto the unwilling.

"They should tell the parents, 'If this goes on, I can refer you to the authorities because you're in breach of the Education Act. "

Chris clearly has a strange view on the ability of truant officers and community police. My understanding of what the authorities are empowered to do is check that students are OK and encourage parents to return students to school.

If a community does not value education and resists attempts to engage with education, they will become second class citizens - some elders understand this and drive their communities - schools can help but cannot be the driver.

"Dr Sarra says his success was due to challenging students to be strong, smart and act like 'Aborigines' instead of delinquents."

I feel for Chris in some little way as he has been successful in one community, I think his mistake is attributing his success to schooling rather than his ability to act as a community leader - by my reading of the article it was by encouraging students to be aboriginal and proud. It would be great to see this tempered with Australian and proud too. Connection with the community needs to become an increasing goal - with both sides reaching out to make our nation proud.

Entrance exam

Having an entrance exam or pre-test for new students creates an opportunity to discover a lot about a new student. In low socio-economic schools it is very common to have transient students that pop in and out of schools often result in being ejected due to behavioural issues. I am told this is a requirement in other states, but not so in WA.

Transient students typically have little in the way of past reporting and schools can be cagey or lack solid information (especially if it is a local school referring them) about their ability and attitude to schooling. The need to immediately settle these kids into class and give them age and skill appropriate work is essential to establish good working routines and break the cycle. If they don't settle quickly they can ruin a carefully constructed class that is working and reduce it to behavioural problems.

The exam we wrote for year 9 (mentioned here), could be used as an entry test for these kids. It would be an indicator of attitude and ability. As it is two hours we could watch their progress through the test and monitor their attitude to work. The results of the test would give an indication of their skill level. This would remove some of the guesswork and misleading information that can sometimes be put forward by parents that overestimate the skill level of their student. It would also be fair - as it is aimed to be one of the main criteria we use for the initial streaming in year 10 being an exam for completed year 9 coursework. It would also note any key deficiencies that need attention.

As the exam is easy to mark, it could be done by the year coordinator and be free of teacher and parental bias.

Practical application of effective leadership

Today we wrote the test to help us stream the year 9's into year 10 classes for next year effectively. We decided on two one hour exams testing number facts & space/Measurement then Algebra and problem solving.

If I was to write the two exams, I'd have to sit with the outcomes, read half a dozen books to find questions that adequately test the outcomes, do the test, record how long it would take me, estimate how long it will take students, re-evaluate the order of the questions, write a marking key, ensure that the test adequately covers the material originally intended and then two days has passed with little sleep.

or..

Our curriculum leader wrote the exam on a bit of paper off the top of his head, completed the answer key, allocated marks, I typed it up and it was done in two hours. Looking at it, it is far better than what I could have done alone. I worry that the difficulty level is a little high but I am happy to see what happens. If the students underachieve it will be easier to show their progress by the end of year 10 next year.

Experience always tells. There is no doubt, when writing the exam, in the instant between brain and hand, he had done all the things that I would have had to do; and even if I had written the exam knowing that our curriculum leader would look over it and make suggestions is a relief and takes away some of the pressure. Having someone you respect looking over things can make the difference between a new idea being accepted or rejected out of hand. That level of support and challenge is so necessary in your early years.

It is more than just experience though.

We have come up with a heap of hair brained schemes that you could see he doubted would be effective, but rather than dismissing them out of hand, he let us try. Sure enough, some of them had limited effect, but others have helped us understand the students better (like morning classes), others helped organise classes more efficiently (using more common assessment tasks and assessment schedules), others aim to assist students next year (like regrouping the 10's into their COS classes in term 4), helping us by bailing us out of duty when we have over committed (and need extra time to spend with students) and support our school wide initiatives (like a marks book for all classes or detailed programmes for junior school).

Earlier in the year we had moderation and intervention was needed to make sure the material we were presenting was demonstrative of our performance. The material I had prepared was inadequate and he suggested a number of things we had to do with presenting assessment prior to moderation, fixed the issues and our course was judged spot on.

Experienced staff commonly know who to talk to, what procedure is required, how long something will take for approval and what shortcuts are possible. They can save embarrassment from suggesting an idea that has been tried and failed or an idea that is unsuitable for a number of unthought of reasons.

Experienced staff tend to know what resources work and can lay their hands on them - in maths this is especially true with logic puzzle/investigation/problem solving activities that are hard to source.

Our curriculum leader likes to come into my room and takes great pleasure in finding mistakes with my board work (not one of my favourite habits) - but... I'd rather someone that had a clue than someone that didn't care enough to check that the senior school teachers are doing the right thing.

So to sum it up.. good leaders have superior content sequencing & resource knowledge (expert power), be willing to intervene where required and advocate to senior management for junior staff (management expertise), have respect of fellow staff (be charismatic), understand process (administrative expertise) and encourage risk taking (be entrepreneurial).