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Instructional coaching starts with a coach observing a classroom teacher in order to gather evidence - videoing, observation, student work
Coach and teacher work out a diagnosis - what can teacher do more of to help students learn in the classroom.
Feedback - starts with precise and prompt praise and we encourage teacher to own and celebrate the change they have made.
Agree on (small and granular) next step
Provide a model of that step (video, lesson resources or coach modelling)
To turn it into a concrete habit plan it into the teachers classroom teaching and rehearse that part of the lesson (multiple times) with feedback.
And then the cycle repeats
Adapted by K King RTLB C28 from link ERRR Podcast #074b: Josh Goodrich coaches Ollie Lovell
Used with permission for Cluster 28 Literacy Project 2024
Created by Keryn King RTLB C28
Successful professional development as identified in the Best Evidence Synthesis included:
the degree to which teachers understood and shared the goals and understandings presented in the professional development;
teachers’ understandings of underlying theories and principles, and the opportunities they were given to translate these into their own contexts;
the availability of mutually accepted evidence for the effectiveness of the new approaches; the time and frequency of opportunities afforded teachers to translate new learning into practice and to refine it; and
the opportunity to work in professional learning communities with others who shared the same goals and faced the same challenges.
This RTLB literacy project will provide some of these factors, for example understanding theories and principles and evidence of effectiveness, but you will need to determine which of the others you need to plan for in your own setting.
Instructional coaches help teachers to get better by doing two things on a regular basis:
Identifying an area for improvement, usually based on a short observation.
Provide teachers with opportunities to rehearse, get feedback, and make a habit of their improvement.
Two key areas:
Common ‘dips’ in implementation
Matching leadership approaches to the order of change being attempted