What Can We Learn about Improving Professional Development from Michelle Rhee?
What early childhood can learn from the reform of Washington DC public schools
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I was inspired by an article I read recently in Newsweek (August 23, 2008) about Michelle Rhee, Head of the Washington D.C. public schools. Given the multitude of problems faced by D.C.’s chronically poor schools, I wondered who in her right mind would take on the job of trying to fix this broken system. Though she didn’t start out to become an educational reformer, Rhee launched her career by joining Teach for American (TFA), also known as Teach for Awhile by veteran teachers skeptical of the motivations and commitment of young Ivy league short-timers. Several things struck me about Rhee’s approach to addressing the many challenges she faced in reforming the D.C. public schools. And I believe that these things have relevance for transforming professional development in early education and intervention.
First, Rhee refused to become demoralized and resigned to poor results just because she was working in poor inner city schools with children who were severely underachieving (in Baltimore at the time). She and a co-teacher worked over a two-year period with a group of 70 children who scored at rock bottom on standardized tests and took these children to the top. The key to their success was “sweat” on the part of both teachers and students. What is the message for us in early childhood? I think we need to reaffirm our fundamental commitment to holding high expectations for every child to reach his or her full potential. Every child means every child, regardless of background, ability level, culture, race, poverty level, or language. It is time to bring all of our professional development efforts together under one big early childhood tent. No longer can we have professional development that aims to improve early education and intervention for some children and not others.
Second, Rhee discovered that teachers can make the critical difference in school reform efforts. She refused to play the blame game in which poor parenting, violence, and poverty serve as explanations for poor educational outcomes for children exposed to these conditions. If we accept that teachers are the critical factor in improving early education and intervention for every child and family (including children with disabilities and their families), then the early childhood field needs to make further investments in professional development. High quality, cross-sector, professional development must become the centerpiece of the field’s efforts to reform and improve early education practices. We need to figure out the “who” of professional development so that we can address the needs of a widely diverse workforce; we need to determine the “what” of professional development to reach consensus on what practitioners need to know and be able to do to be effective in their work; and we need to discover the “how” so that we can incorporate the most effective and promising approaches in all of our professional development efforts.
In her own way, Rhee has set out to change the teaching profession. She envisions a world in which only the best enter and remain in the profession and are duly rewarded by adequate compensation and by their own dedication and commitment to making a difference. In early childhood, those of us committed to improving and transforming professional development would do well to follow the trail that Rhee is blazing in the D.C. public schools.
Related Item: Newsweek, “An Unlikely Gambler”




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