We begin with our district mission, which promises three things for all of our students:
intellectual engagement
a love of learning for its own rewards
preparation to be a contributing member of a multicultural society
In order to link this to outcomes for students, we must develop theories of action.
Theories of action are "if-then" statements that move us from aspirational goals like those in our mission, through action by expert educators, to measurable impact. In this, we must be careful to measure actual change rather than merely whether or not we complete an activity.
Here is an example theory of action, which we have drafted to guide our K-5 literacy work. In order to fulfill our mission through this theory of action, our curriculum will need to advance assessments that prove that we actually realize each bulleted statement.
If we:
equip all students to identify, understand, interpret, communicate, and create through reading, writing, speaking, and listening;
empower all students to build social-political consciousness by questioning, examining, and evaluating multiple positions and perspectives in print and media;
fuel all students’ curiosity to develop knowledge about new people, places, things, concepts, and ideas and integrate that knowledge with their understanding of the world;
ensure that each student takes meaningful action based on their new knowledge;
affirm students’ multifaceted identities and support them in learning about their cultural histories and those of others;
cultivate joy and wonder in our students through opportunities to observe beauty, art, imagination and freedom in themselves, their communities, and all of humanity;
… then K-5 literacy learning will enable our teaching and learning theory of action for each of our students.
What are the teaching and learning practices that we believe will meet the goals of our mission, and create the impacts that we envision in our theories of action?
Educators look to Richard Elmore's Instrucitonal Core as a simple framework to summarize teaching and learning. In the spring of 2024, we began mapping our mission to this framework to reveal instructional priorities for our schools and programs. We will continue to refine this vision of teaching and learning at MUFSD as we embark on strategic planning.
This exercise led us to a theory of action for teaching and learning, which we can use to guide curriculum mapping, assessment, and even teacher observation and evaluation.
The overarching theme of this framework and its theory of action is brave movement toward deep personalization of education.
We need to leverage the expertise of our staff, the voice of our community, and the involvement of our students as we chart our improvement. In this, we must foster an approach to identifying and solving problems, with the ability to respond and adjust in the moment. The approach must allow for innovation at every stage. It must rely on real impacts expressed through data rather than just hunches or fads.
This requires us to regard all of our work as an opportunity to learn and improve, both as individuals and as an organization. We must iterate on programs that work, and rethink assumptions and practices under those programs that show themselves to be empty effort.
We cannot just operate in a system of single-loop learning (measure>plan>do), but must continue to return to our theories of action with the wisdom gained from our analyses to make sure that our assumptions are sound. This is double-loop learning.
This requires shared decision-making. We need people to envision, analyze, plan, do, and decide. We need groups to develop goals for progress across all of the problems and aspirations that we have. There is neither "top-down" nor "bottom-up" in this, but rather the desire to be an organization the shows its students how adults can work together to innovate and grow.