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The idea behind educational coaching is providing high quality
professional development which addresses areas of weakness or problems that
teachers face every day in the classroom. Professional development offered by
educational coaches encompasses on site, long term, and collaborative teaching
and learning experiences focused on improving teacher and student performance. The
instructional coaching method is unlike traditional professional development
sessions and workshops where skills and strategies are taught in isolation. Through coaching, teachers are provided with classroom
experiences and skills. Moreover, teachers experience growth during the
coaching process by developing skills through goal setting, observations,
modeling, and reflection. Thus, the purpose of instructional coaching is to help
identify problems that a teacher may be faced with and guide them in discovering
potential solutions. As an educational coach focuses on and strives to change
teaching behaviors, she begins by asking probing questions. These questions help
the teacher reflect on and analyze any concerns or issues she may have inside
her classroom. An instructional coach will review any important data with the
teacher and ask her what she notices and areas of concern. Together, they can
then select growth goals (Marzano & Simms, 2013, p.28) or areas in which
the teacher feels she wants or needs to improve. Teachers are given choices throughout the
coaching process. By leading a teacher toward her goal, she takes ownership of
her own learning and is more likely to change behaviors or put strategies into
practice.
The coaching model helps in supporting the life longing
learning, innovative practices, and collaborative processes which allows a
teacher to create more authentic learning experiences for her students. Many coaches strive to provide counsel and
hand on assistance along with content and pedagogical knowledge. The educational
coach conveys these skills and strategies through modeling. Then in a constructivist
approach, the teacher is allowed to incorporate any strategies, skills, and
knowledge into her own classroom environment. The coaching experience is one
where there is a partnership approach to collaboration and where teachers are
gently guided to make decisions. Educational
coaching has been promising in the areas of developing teacher skills and
strategies and raising student achievement.
Most educational coaches are experienced, highly accomplished, and
well-respected educators who possess a trust with other teachers. Because of the candid and collaborative nature
of educational coaching, a successful coach would possess character traits
which keep them from providing teachers with solutions to problems. A trusting relationship
between a coach and a teacher is important as teachers grow professionally
through the actual practice and ongoing development (Marzano & Simms, 2013,
p.10). This trusting relationship is key as teachers who do not trust their
coaches will not be open to learning experiences, regardless of the coach’s
expertise and knowledge. The predictive outcome of a successful collaborative
relationship between a coach and a teacher would be improved student achievement. Through the collaborative coaching experience,
the teacher can become empowered with new knowledge, skills, and strategies.
Marzano, R., & Simms, J. (2013). Coaching in the classroom: The classroom strategies series. Indiana:
Marzano Research
I absolutely agree with you on the importance of a trust relationship between a teacher and an instructional coach. If a teacher feels like the instructional coach is there to call him or her out and report back to supervisors every little error, then they will be less likely to embrace the positive nature of the experience.
ReplyDeleteThe video clip from The Teaching Channel that you linked presented an important point regarding feedback. The teacher mentioned how valuable the immediate feedback of the instructional coach is to her teaching. She really appears to embrace the ideas and suggestions of the instructional coach. This is something that Marzano and Simms (2012) also pointed out in their text when citing research by Sheeler, McAfee, Ruhl, and David Lee (2006) who wrote that “if feedback is deferred, learners may practice errors, especially in the acquisition phase of learning. When learners practice repeated errors, they learn to perform skills incorrectly” (p. 16).
I remember years ago when principals would perform PEPE observations in my classroom that it often felt that the window between my observation and post-conference was too wide. Much of the discussion of the actual teaching and student engagement was glazed over and less specific due to the time between the actual observation and the post conference. This is where the value of immediate feedback lies-- teachers can immediately see what they might consider changing and even implement a new tactic on the spot.
References
Marzono, R.J. & Simms, J.A. (2013). Coaching classroom instruction. Marzono Research
Laboratory: Bloomington, IN.