This week, Morgaen Donaldson discusses her work on the development of educators, policy and educational change in the November Lead the Change (LtC) interview. Donaldson is Associate Dean for Research at the Neag School of Education, Director of the Center for Education Policy, Analysis, Research and Evaluation, and the Philip E. Austin Endowed Professor of Education Leadership and Policy at the University of Connecticut. The LtC series is produced by the Educational Change Special Interest Group of the American Educational Research Association; Jennie Weiner, Chair; Olga O. Fellus, Program Chair; Corinne Brion, Secretary/Treasurer; Alexandra Lamb, Series Editor; Cynthia Wise, Social Media Coordinator. A pdf of the fully formatted interview is available on the LtC website.
Lead the Change: The 2022 AERA theme is Cultivating Equitable Education Systems for the 21st Century and charges researchers and practitioners with dismantling oppressive education systems and replacing them with anti-racist, equity, and justice-oriented systems. To achieve these goals, researchers must engage in new methodologies, cross-disciplinary thinking, global perspectives, and community partnerships to respond to the challenges of the 21st century including the COVID-19 Pandemic and systemic racism among other persistent inequities. Given the dire need for all of us to do more to dismantle oppressive systems and reimagine new ways of thinking and doing in our own institutions and education more broadly, what specific responsibility do educational change scholars have in this space? What steps are you taking to heed this call?
Morgaen Donaldson: Educational change scholars are vital to the effort to dismantle oppressive systems and reimagine new ways of thinking and doing in our own institutions. Educational change is about new principles and processes of operating, and it seems to me that scholars in this space often think and act with this mindset. For me, this work means trying to think of new ways to conceptualize problems and solutions across various disciplines or domains. For example, when confronting a problem in the workplace, I examine individuals’ needs, motivations, and incentives as well as organizational structures and cultures in identifying possible paths forward. I love this work; I’ve always loved puzzles and big, complex challenges without easy solutions. Conceptualizing new ways of thinking and doing is exciting. Trying to shift the culture and structure of our higher education institutions to embrace these novel approaches is often frustrating and takes a clear vision and great leadership skills. Within the organizations with which I am affiliated, I try to ask the question “Why not?” more often than the question “Why?” For example, my colleagues and I recently moved our Center for Education Policy Analysis, Research, and Evaluation out of a department and into the Neag School of Education writ large. In discussing our new mission, committee members advocated for including explicit partnerships with community members. At first, I shied away from this idea. It sounded too difficult and time-consuming for a center focused on policy research. With urging from one of my colleagues, I started asking why not involve community members? After all, they feel acutely policies’ impact (or lack thereof). Yes, it requires faculty members to think and act differently, but maybe this is exactly what we ought to be doing. I also try to spend time examining problems before I start conceptualizing ways to address these challenges.
Dismantling oppressive systems is even more difficult because the layers of these systems are multi-faceted and oppression pervades and refracts through them. Educational change scholars must examine how oppression functions through these layers and commit to challenging and eliminating oppression at all levels, from the societal, to the organizational, to the inter-personal, to the intra-personal. This is hard and continuous work and scholars must commit to working over a lifetime to eradicate this oppression. Within my work, I try to keep equity in the forefront of my decision-making. I try to ask about how my actions will recreate, erode, or upend oppressive systems. Our actions and inactions often have inequitable reverberations, and I am working on anticipating the impact of my words and choices on equity and making decisions and consciously advance equity through my voice and my actions
LtC: Given your work focused on teacher and now principal evaluation and the challenge of ensuring the organizational and institutional infrastructure and capacity to engage in this work with fidelity and to ensure better outcomes for adult and student learning alike, what are some of the major lessons the field of Educational Change can learn from your work and experience?
MD: I think policymakers, practitioners, and researchers are often looking for simple answers to complex problems. When I started my book on teacher evaluation (Multidisciplinary Perspectives on Teacher Evaluation), I was interested in learning what could help teacher evaluation make a difference in teachers’ instruction and students’ learning. Was it better feedback? More observations? More opportunity for structured reflection? Peer review? I learned that the answer to the complex problems plaguing teacher evaluation was in itself complex and somewhat unglamorous. My work uncovered that the best way to improve teacher evaluation is working over months and years to develop a clear, strong vision of effective teaching and deep learning and then maintain that focus across all initiatives in the school. Schools that lead with a strong vision of teaching and learning and incorporate teacher evaluation as one arm of their efforts towards these ends wind up implementing teacher evaluation relatively robustly. Schools that set aside everything to focus only on teacher evaluation generally do not do it that well. When schools prioritize good teaching and deep learning and this vision pervades everything the school does, teacher evaluation ends up working well.
“When schools prioritize good teaching and deep learning and this vision pervades everything the school does, teacher evaluation ends up working well.”
More recently, my colleagues and I conducted a five-year study of principal evaluation in three states. We have learned a great deal from this project. Overall, we found that about half of districts implemented principal evaluation as part of a suite of activities meant to bolster school leadership. In these districts, both district leaders and principals reported that principal evaluation helped them develop as leaders. In the other half of districts, principal evaluation was said to have marginal effects on practice, or effects only for the struggling principals. We further found that principals report more positive effects of principal evaluation when they perceive their principal evaluation system to support their intrinsic motivation. Lastly, we found that district leaders tend to implement principal evaluation differently in higher- and lower-performing districts. In higher-performing districts, leaders tend to implement evaluation processes organically, with little attention to the evaluation rubric or weights, but maintain a focus on instructional leadership. Their counterparts in lower-performing districts enact the processes as specified in the state guidelines and district policies but widen their lens beyond instructional leadership to include managerial, logistical, and community-oriented leadership (Donaldson et al., 2021; Mavrogordato et al., under review).
Ltc: In some of your recent work on teacher evaluation, you highlight the need for better understanding of whether and how evaluation can lead to improved teacher practices. Given your findings regarding the need for trust between evaluators and teachers and the development of social capital, what do you see as the most needed changes to policy/practice to address these issues in the field, in educators’ daily practice and interactions with colleagues and students alike?
MD: Trust is essential for the success of every organization. It may be even more important for schools, given the segmented, egg crate structure of the organization (Lortie, 1975) and the fact that its chief purpose is to guide the learning and development of other people’s children. Moreover, in the case of teacher evaluation, lack of trust has often hampered its implementation and dampened any positive effects. Trust is central to teacher evaluation and the broader success of efforts to improve teaching and learning in schools.
“Trust is essential for the success of every organization.”
So how could trust among teachers and between teachers and school leaders be deepened? For one, schools can provide more opportunities for teachers and leaders to struggle together and in partnership about thorny problems of practice. When teachers and leaders come together on equal footing to examine a problem from multiple perspectives and in different dimensions, everyone plays a role in coming to a shared understanding of the problem and a shared commitment to solving it. Collaboration around problem-diagnosis and problem-solving can build a partnership among teachers and between teachers and leaders that also fosters trust along the way.
Trust between educators and caregivers is also incredibly important. I think this may be the relationship that is most in need of enhancements to trust. In preschool and the early grades, schools are generally welcoming to parents and caregivers, but parental/caregiver involvement gradually wanes as children grow older (Murray, McFarland-Piazza, & Harrison, 2015). To build trust, schools could open their doors to caregivers on a more regular basis, inviting parents into classroom lessons, asking students to share work and involve parents in creating projects. This will build trust between teachers and parents/caregivers and also help educators learn more about students’ families, which can then inform their teaching. There is a lot of work to be done in this area.
LtC: Educational Change expects those engaged in and with schools, schooling, and school systems to spearhead deep and often difficult transformation. How might those in the field of Educational Change best support these individuals and groups through these processes?
MD: There are two ways that scholars in the field of Educational Change could better support these individuals who are spearheading deep and difficult transformation. First, I think scholars of Educational Change and other researchers need to work harder to translate their research into practice and reflect practice in their research design and methods. To me, the impact of my scholarship in schools and school districts is more important than the number of times it is cited. I think the field could and should do a much better job identifying topics that are meaningful to practitioners and communicating findings to the world of practice much more deliberately through ongoing engagement with the field. Educational Change scholars can also advocate that the practical impact of scholarly work should be recognized and rewarded in university promotion and tenure decisions. Second, I think scholars in the field of Educational Change have a responsibility to study and understand what it takes for individuals to make change and investigate the toll on these changemakers. COVID-19 has heightened our collective awareness of the challenges facing educators and the day-to-day struggles that many of them experience. I think the field of Educational Change should pay more attention to the resources and experiences of change leaders and examine the consequences of playing this role for them, their health, and their careers.
LtC: Where do you perceive the field of Educational Change is going? What excites you about Educational Change now and in the future?
MD: COVID-19 exacerbated the inequity and inequality that has plagued education systems worldwide. I think it is becoming more difficult for defenders of the status quo; the evidence that students and schools are struggling is stark. After a year and a half with educators and students struggling mightily to engage in a version of schooling, education cannot afford to start up again with “business as usual.” This provides a window for Educational Change scholars to reconceptualize how school and schooling are done. Educational Change scholars can and should partner with practitioners to envision and enact a new system that addresses persistent and pronounced inequities in schooling inputs and outcomes. No one would wish COVID-19 to have occurred, but Educational Change scholars have an opportunity to speak up and share their knowledge about how schools could radically reconfigure how education is done to provide greater benefits to students.
Donaldson, M.L. (2020). Multidisciplinary Perspectives on Teacher Evaluation: Understanding the Research and Theory. New York: Routledge.
Donaldson, M.L., Mavrogordato, M. Dougherty, S. & Youngs, P. (2021). Doing the ‘real’ work”: How superintendents’ sensemaking shapes principal evaluation policies and practices. AERA Open, 7(1).
Lortie, D. C. (1975). Schoolteacher: A sociological study. University of Chicago Press.
Mavrogordato, M., Youngs, P., Donaldson, M., & Dougherty, S. (under review). “Principals experiences with principal evaluation in 22 small and mid-sized districts.”
Murray, E., McFarland-Piazza, L., & Harrison, L. J. (2015). Changing patterns of parent–teacher communication and parent involvement from preschool to school. Early child development and care, 185(7), 1031-1052.