经过:Gabby Hewitt&Drew Schantz4月26日,2021年4月26日

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大约一年前,我们处理我们作为现代国家所面临的最大供应短缺之一。虽然卫生纸肯定在需求量很高,但实际上是active dry yeast让人们争先恐后。在家里额外发现自己的新手和有抱负的面包师被激励学习新技能:如何在全球大流行的背景下制作自制面包。

Perhaps you, too, found yourself shifting your attention to the stove. Without the ability to safely dine out at restaurants, many of us have rekindled their relationships with their kitchens, dusted off pots and pans, and gotten around to try out that皮瑞 - 皮瑞鸡食谱。或者,对于那些没有动力采取措施成为下一家铁厨师的人,餐馆的得分已经在线提供。随着一些水龙头或点击,那个帕里皮鸡在你的家门口,没有一个厨房用具或锅被弄脏。

Now, more than a year into the pandemic, we are nearing a time when the light at the end of the tunnel is just beginning to get brighter: it’s a time to take a step back and ask ourselves, what should that future look like when we emerge from the metaphorical tunnel? How might we apply what we have learned over the past 13 months to contribute to a more equitable, sustainable, and joyful world? Will we abandon what we’ve learned in the kitchen? Will we delete GrubHub from our phones? Probably not. The culinary possibilities of the future have been accelerated by the changes that have taken place this past year, and they’re here to stay. Generally speaking, we now have more freedom and flexibility with how we source our next meal.

Education is no less facing these same questions: What have we learned? What can we leave behind? And what should the future look like? Now is our opportunity to shape it.


When thinking about this unique opportunity we have to shape the future of education, it’s helpful to consider the simple coaching metaphor of using amirrorA之前放大镜. When difficult or even catastrophic events happen, human nature primes us to dissect what went wrong (the magnifying glass) before looking at our own actions and reactions (the mirror). We propose that both lenses are important for reflecting on “The Pandemic Year,” and acknowledging that “back to normal” in education is not an option. Let’s face it — normal wasn’t that great, nor was it working for all students. Our system of schooling was not designed for students of color, marginalized, or underrepresented groups, such as, students with low socioeconomic mobility, or students with disabilities and learning differences. The good news is that because our education system was designed to yield the results that we currently see, it can be redesigned.

Speaker and author Matt Church已经分类了教育的演变万博manbetx官网(我们正在将其作为学校教育的演变)分为三个主要阶段,由三个因素驱动:父母,教育工作者和社会:

Post-Pandemic Possibilities Charts (2)-png-1






woman and mirror-jpg-1虽然很容易分析丢失的东西,但我们应该首先吸取我们在罕见的一年中获得的工具,资源和学习,看看学术岁月应该成为我们的标准。manbetx万博网贴吧

In the research world, 2020 would be called an “edge case” - a situation so extreme that it was beyond predictable parameters. It would be logical to think that what works in an edge case is not as useful for a base case or a typical year. But edge cases are powerful examples of how innovative thinking is not only good for extreme parameters - they are inclusive of many other situations. The ADA-compliant bathroom stall was designed for someone using mobility equipment, but ADA-compliant stall is also relevant for someone traveling with a service animal or a parent with a young child needing the changing station. The Nalgene water bottle wasoriginally createdto withstand high temperatures in science laboratories, but quickly showed promise as a lightweight and leak proof hiking accessory. Even Amazon’s Alexa that was designed as a hub for smart home devices, has a use case for the busy adult cooking that piri piri chicken hands free, or the child who wants to hear the latest Cocomelon song. Edge cases allow us to reflect on where success in one extreme situation might breed success in another.


For example, a pre-pandemic parent-teacher conference schedule required parents and guardians to schedule individual time during the work day to drive to a campus and meet with a teacher for a scheduled time slot on a single day (or miss out on the opportunity to formally connect with a teacher altogether if their schedules did not allow). This practice limited the teacher to time slots on predetermined days, as well. School closures from the pandemic led to virtual parent-teacher conferences over Zoom and Google Meet and provided more flexibility for both teachers and families. This edge case demonstrated a new way to engage with parents and families. Imagine how we can bring this into our standard operating procedures of communication and create more flexible opportunities to connect beyond the pandemic closures. By using a mirror to reflect on our learnings and successes from this year (hint: think of your edge cases, first), we can shift school and district practices to make them even more responsive and agile for any future disruptions.


女人和放大镜-JPG随着去年的令人惊讶的成功我们可以从反思实践中学习,我们还应该使用放大镜来分析感知失败。失败本身可能非常沉重 - 它经常带有挫折感,失败和损失的损失感。然而,敏感的学校和地区已经学会了与学习和洞察力等同起来。着名作家James Joyce比较了他最着名的工作中的“发现门户”的错误和错误尤利西斯。着名的公司Bridgewater Associates的首席执行官Ray Dalio需要一个极端的反馈透明度,以同样的方式看待失败的方式,同样地看着科学家看待数据。(因此,Dalio先生Twitter Bio.将他的身份列为“专业错误制造商”。)



例如,您的地区今年可能已经尝试过新的团队教学策略。一位教师可能被认为是“房间”的主导教师 - 或者亲自参加教学的学生,而另一位教师可能被认为是“Zoomers”的主要教师 - 或者几乎在视频会议平台上参加课程的学生。即使这种策略没有产生所需的结果,你也可能在合作和教学模型中学到了一个强大的教训。通过使用放大镜来分析您的感知失败,您可以获得大流行机会的主要数据。


Once you’ve reflected and analyzed your own experiences as a team, school, and district over the past year, your team can consider what lessons it will carry into the upcoming one.


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