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Accueil FSTG et PSTG par IA IPR 26 août 2020_compressed

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Listen to my interview with Joe Hirsch (transcript):
Sponsored by Kiddom and Pear Deck

As teachers, we pretty much give feedback all day long. We tell students how they can improve on assignments, we praise them for things they're doing well, we correct their incorrect responses, and we redirect them when they behave in ways that aren't helpful to learning.

And that's just the students. We also give feedback to our colleagues, although in most cases, these exchanges don't happen as often or as freely as they probably should. We receive plenty of feedback as well, from our students, their parents, our administrators, and our peers. And we encourage our students to give feedback to each other, albeit with pretty uneven results. Really, the experience of school could be described as one long feedback session, where every day, people show up with the goal of improving, while other people tell them how to do it.

And it doesn't always go well. As we give and receive feedback, people get defensive. Feelings get hurt. Too often, the improvements we're going for don't happen, because the feedback isn't given in a way that the receiver can embrace.

It turns out there's a different way to give feedback that works a lot better, a way of flipping its focus from the past to the future. It's a concept called "feedforward," which was originally developed by a management expert named Marshall Goldsmith. As far as I can tell, not a lot of educators are familiar with the practice of feedforward, and I really think if we learned how to do it and started using it more consistently, it could make a huge difference in how our students grow and how we grow as professionals.

In this week's podcast, I interview Joe Hirsch, author of The Feedback Fix: Dump the Past, Embrace the Future, and Lead the Way to Change. ( Bookshop.org | Amazon). In the book, Joe digs deep into the practice of feedforward and shows us how and why it works. You can listen to our full conversation in the player above, read the full transcript, or stay right here-I'll give you a quick overview.

What's Wrong with the Way We Give Feedback?

When we give feedback to our students, or when our co-workers or administrators give feedback to us, the focus is on the past. "People can't control what they can't change, and we can't change the past," says Hirsch. "And that happens to be the focus of most of the feedback that we give or receive."

More specifically, backward-looking feedback doesn't often get good results for three reasons:

It shuts down our mental dashboards. "When we get negative feedback about something that we can't change or control," Hirsch says, "our brains flood with stress-inducing hormones, cortisol, that trigger our threat awareness and put us on the defensive. The parts that are responsible for executive function, for creativity, the parts that allow us to sort of set our agendas and make rational decisions, essentially we are in a state of mental paralysis."

It focuses primarily on ratings, not on development. Most of feedback's time and energy is spent on looking back and rating (or grading) performance that's already over, rather than focusing on what can be done from now on. "When feedback consists of an impersonal set of performance standards, we're overlooking the essential goal of feedback, and that's to create positive and lasting improvement."

It reinforces negative behaviors. "When we hear about flaws that we can't fix anymore-because they're in a past that we can't change-it creates a feeling of learned helplessness, the feeling that we are unable to do anything about our future. Instead of committing ourselves to improvement, which is what we would hope would happen, we hold onto this debilitating view of who we are instead of focusing on who we are becoming."

What is Feedforward?

When we give feedforward, instead of rating and judging a person's performance in the past, we focus on their development in the future.

Suppose my student is writing an essay. Instead of waiting until she is finished, then marking up all the errors and giving it a grade, I would read parts of the essay while she is writing it, point out things I'm noticing, and ask her questions to get her thinking about how she might improve it.

In his book, Hirsch takes this broad concept of feedforward and defines six components of it, six specific characteristics of feedforward that make it so effective. He refers to these by the acronym REPAIR (regenerates, expands, particular, authentic, impact, refines).

So let's take a look at each of these. If you want to implement feedforward well, it should have these attributes:

It REGENERATES talent.

The most effective kind of feedforward helps people see opportunities for growth-ways they could take on new opportunities and roles. "At the simplest level," Hirsch writes in his book, "it leads to the unmistakable feeling that we're moving forward in our professional and personal lives. Getting positive feedback about our performance may feel good, but it doesn't break new ground. It merely confirms what we already know about ourselves and our talents, essentially holding our growth in check. But when feedback gets us thinking about how to spread that talent to others, it has a multiplying effect."

So when we notice that a student is developing a strength or an interest in an area, instead of just pointing that out, we might give the student an opportunity to enter their work in some kind of competition, publish it in some way, or share it with others in a presentation, rather than simply keeping it to themselves. This helps students see themselves in a new light and gets them thinking about ways they could grow.

It EXPANDS possibilities.

Effective feedback starts with what is and helps add to it, expanding what's possible, rather than simply pointing out problems. In his book, Hirsch describes a concept used by Pixar studios called "plussing." When Pixar's creators get together to review a day's work, they are expected to give each other feedback to improve the work. What makes these sessions so effective is one important rule: Participants can't point out a problem without proposing an alternative, saying "What if?" to a problem.

This concept of "plussing" could work wonders in staff or committee meetings: When we are discussing possible solutions to an issue, rather than shooting down ideas that might not work, we could add to them by making small tweaks. "That's an interesting idea. What if we made this small change and tried that?" This technique would also work beautifully with project-based learning tasks, when students may need to come up with several ideas for solving a problem before arriving at the best solution.

It is PARTICULAR.

Far too often, feedback is given in an "information dump," with lots of criteria being measured and reported on at the same time. This can be a pretty ineffective way to help people grow. "There's a limit to how much we can absorb and operationalize in any given time," Hirsch says. "Feedforward is really about picking your battlegrounds strategically and selectively." He advises us to make feedback an ongoing process that is embedded in the day-to-day work, and to only focus on a few things at a time.

So rather than wait until an assignment is done to point out all the ways a student can improve, find ways to give them specific pointers while they work, and only one thing at a time, so students can process and act on it right away.

It is AUTHENTIC.

No one particularly likes giving criticism. "We see problems, we see pitfalls in other people, and we know it's a problem," Hirsch says, "but we don't want to be mean, right? We don't want to crush them. So the tendency is to either avoid giving feedback altogether or to disguise it as a praise sandwich, where we basically slip one piece of criticism in between two very, very surface level gauzy praises."

The problem with that approach, Hirsch explains, is what's called the recency effect: People remember most the thing they heard last. So when you tack on some praise after delivering constructive feedback, the person doesn't really absorb the critical part as well as they would if you'd just given it to them more directly.

Hirsch recommends a more direct approach: Describe what's happening, explain why it's a problem, then prompt the person for a solution. "When delivered this way," Hirsch explains, "it puts people at ease, it takes them off the defensive. It is clear, it is concise, it's locating the problem, it's looking for solutions together. People don't want a praise sandwich. People want the truth."

This approach could work with academic situations or classroom management problems: If you're dealing with a student who is disrupting class, describe the behavior you're seeing, explain why it's a problem, then ask the student for ideas on how to solve it. It sounds really simple, but if what you're doing right now isn't giving you the results you want, it's worth a try.

It has IMPACT.

One of the reasons people don't make progress after receiving feedback is that they don't necessarily know what to do with it. "If you want feedback to make an impact," Hirsch notes, "you have to put it in terms that people can operationalize." In his book, he cites studies showing that regular feedback doesn't typically result in a transfer of new skills or habits, but when that feedback is combined with coaching, the transfer skyrockets to 95 percent.

So if a student regularly forgets to bring materials to class, rather than simply telling him to change, help him make a specific plan for improvement. Ideally, that plan should have lots of small steps to make it achievable, and the student should take the lead in developing that plan.

It REFINES group dynamics.

"Feedback is a team sport," Hirsch says. "It is not just something that happens one to one. It happens in groups and across and within organizations. And when we dump that command and control nature of traditional feedback, we make room for something much more collaborative and shared."

So rather than give feedback in a top-down, hierarchical model, open up more pathways for people to get feedback from their peers, even those whose jobs might on the surface have little in common with our own. In his book, Hirsch borrows a term from management circles known as "creative abrasion," which is what happens when people with opposing views work on the same task together. Although it can result in more conflict, the contributions from different points of view usually produce a higher-quality product in the end.

This idea can play out in a lot of educational settings: Instead of just having our department head observe our teaching, why not get feedback from someone who teaches a completely different subject? When students go to the same peers for feedback on their work, have them seek out the opinion of someone new, or consider getting the input of a group of students from a different class or grade level entirely.

There's nothing simple or straightforward about telling people how to improve. So it's no surprise that we're still figuring it out and finding new ways to refine it. If the feedback you're giving to your students, your coworkers, and even the people at home isn't having quite the effect you intend, try shifting to a feedforward approach. Doing so can help us, as Hirsch says, stop seeing ourselves just as who we are, but who we are becoming. ♦

Learn more about Joe Hirsch on his website or visit his LinkedIn page. Teachers who read The Feedback Fix should also grab this free Discussion Guide for Teachers to help apply the book's principles to your own work.

Come back for more.
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Instead of rating and judging a person's performance in the past, feedforward focuses on their development in the future.

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Les outils numériques sur l'ENT monlycée.net

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Les outils numériques sur l'ENT monlycée.net

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Une infographie interactive pour découvrir les outils numériques présent sur l'ENT des lycée d'Ile-de-France.

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Mes outils sur L'ENT

Les outils disponibles sur l'ENT sont des outils institutionnels. Ils respectent les normes RGPD qui protègent l'identité numérique de nos élèves.

Ces manuels sont disponibles gratuitement toute l'année sur l'ENT.

Pendant cette période particulière, vous pourrez avoir accès à la version premium en vous inscrivant sur ce formulaire.

Ainsi vous aurez accès à toutes les fonctionnalités premium (modification de page du manuel, ajout de document, réalisation de quiz interactif, partage de contenu avec vos élèves et suivi de leur travail... ).

Une fois vos fonctionnalités premium activées, vos élèves n'auront qu'à se connecter sur l'application du livre scolaire depuis l'ENT pour y avoir accès également.

Un moteur de recherche (par mots clés, niveau, matière...) qui permet de trouver rapidement du contenu pédagogique disponible en ligne sur lelivrescolaire.fr.

L'application GAR référence des ressources accessibles gratuitement.

C'est ici que vous retrouverez TOUS les manuels que les éditeurs mettent gracieusement en ligne pendant la période de confinement.
Liens directs d'éditeurs qui fournissent leurs manuels numériques en ligne gratuitement:
- Albin-Michel (Magnard - Delagrave- Vuibert) https://demo.lib-manuels.fr/bibliotheque/magnard_delagrave_vuibert

- Editis (Bordas, Nathan, Le Robert, Retz) https://adistance.manuelnumerique.com/?ref=outilstice.com

- EMDL https://espacelangues.emdl.fr/full_catalogue

- Hachette livre (Hatier, Hachette Éducation, Istra, Foucher, Didier) https://mesmanuels.fr/alamaison

- Le Livre Scolaire (version premium) https://www.lelivrescolaire.fr/

Un mur virtuel collaboratif sur lequel vous et vos élèves pourrez partager des ressources, des notes...

On pourra l'utiliser par exemple pour regrouper des ressources à utiliser pour réaliser une activité (vidéo, article, lien...). On pourra aussi utiliser les productions des élèves en trace écrite.

Pour réaliser ou faire réaliser une frise chronologique, un journal de bord...

Pour créer une encyclopedie ou des pages collaboratives

Une plateforme qui propose des vidéos didactisées pour enseigner et apprendre les langues

Un outil pour créer des cartes mentales avec vos élèves.

Idéal pour travailler une anticipation (thématique, lexicale..).

Outil pour prendre des notes collaboratives (de manière synchrone ou asynchrone).

On pourra l'utiliser par exemple pour élaborer ou faire élaborer la trace écrite à la suite d'un travail sur un document.

Idéal pour réaliser un sondage rapide (définir un créneau idéal pour une classe virtuelle par exemple)

L'endroit où vos élèves pourront déposer leurs devoirs à rendre.

Vous avez la possibilité d'organiser cette ligne en y déplaçant les raccourcis des applications que vous utilisez le plus souvent. Ainsi, vous y aurez accès plus rapidement dès la page d'accueil de votre ENT.

Un espace de stockage en ligne (très pratique pour les fichiers lourds).

Ici vous pourrez créer des devoirs, exercices que les élèves pourront réaliser et déposer directement.

Un moyen de garder le contact avec vos élèves. Ils peuvent répondre à vos posts ou en rédiger.

Pour éviter de surcharger la messagerie, limitez son usage et préférez des outils comme:

- le forum (pour les messages),

- le casier ou les exercices (pour que les élèves déposent leurs devoirs),

- l'espace documentaire (pour que vous déposiez vos fichiers à disposition des élèves),

- le poste fichier (pour que vous déposiez les fichiers volumineux).

Un bon usage de cet outil serait de demander à chaque professeur principal de créer un dossier par classe, puis à chaque professeur d'y créer un sous-dossier pour sa matière. C'est donc un espace de stockage en ligne organisé.
Afin de lutter contre la fracture numérique, nous vous conseillons aussi d'ajouter un ou plusieurs membres de l'administration à ces dossiers classe. Ainsi, les élèves n'ayant pas d'accès à une imprimante ou un ordinateur pourront, en se rendant ponctuellement dans l'établissement avoir accès aux documents qui auront pu être imprimés.
Un outil qui peut vous faire gagner du temps. Vous pourrez ici sélectionner vos élèves et les mettre en "favori". Ainsi, vous pourrez faire des sous-groupes dans vos classes pour ne plus avoir à envoyer vos messages à toute la classe.

C'est un outil pour créer des pages regroupant plusieurs types de médias (photo, vidéo, texte...) Et c'est collaboratif.

Cet outil n'est plus à présenter.

Vous pourrez ici déposer des documents (devoirs à faire, corrections, liens...) sur les créneaux de vos cours habituels. Ainsi les élèves pourront les retrouver rapidement.

Une application qui n'est pas disponible encore pour tous les lycées.

C'est une plateforme qui permet la création de parcours de formation en ligne à destination des élèves, l'équivalent de m@gistère utilisé pour la formation continue des enseignants.

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Les outils numériques disponibles sur l'ENT Idf

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Mes outils sur L'ENT Les outils disponibles sur l'ENT sont des outils institutionnels. Ils respectent les normes RGPD qui protègent l'identité numérique de nos élèves. Ces manuels sont disponibles gratuitement toute l'année sur l'ENT. Pendant cette période particulière, vous pourrez avoir accès à la version premium en vous inscrivant sur ce formulaire.

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Un site utile pour créer des exercices interactifs

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Un site utile pour créer des exercices interactifs

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Portail langues de l'académie de Versailles

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Portail langues de l'académie de Versailles

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portail langues, langues vivantes, interlangue, interlangues, eTwinning, podcast, baladodiffusion, professeur de langues, échanges et voyages, (...)

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sur un document word

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Un site proposant des outils à vidéoprojeter

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Un site proposant des outils à vidéoprojeter

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Première académie par ses effectifs avec plus d'un million d'élèves dans les premier et second degrés (9% des effectifs scolarisés en France), l'académie de Versailles accueille et gère près de 100 000 agents.

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Bulletin Officiel (Référentiel des Compétences Professionnelles des Métiers du Professorat et de l'Education)

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Bulletin Officiel (Référentiel des Compétences Professionnelles des Métiers du Professorat et de l'Education)

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Ministère de l'Education Nationale et de la Jeunesse

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Annexe
Référentiel des compétences professionnelles des métiers du professorat et de l'éducation

Refonder l'école de la République, c'est garantir la qualité de son service public d'éducation et, pour cela, s'appuyer sur des personnels bien formés et mieux reconnus.

Les métiers du professorat et de l'éducation s'apprennent progressivement dans un processus intégrant des savoirs théoriques et des savoirs pratiques fortement articulés les uns aux autres.

Ce référentiel de compétences vise à

1. affirmer que tous les personnels concourent à des objectifs communs et peuvent ainsi se référer à la culture commune d'une profession dont l'identité se constitue à partir de la reconnaissance de l'ensemble de ses membres ;

2. reconnaître la spécificité des métiers du professorat et de l'éducation, dans leur contexte d'exercice ;

3. identifier les compétences professionnelles attendues. Celles-ci s'acquièrent et s'approfondissent au cours d'un processus continu débutant en formation initiale et se poursuivant tout au long de la carrière par l'expérience professionnelle accumulée et par l'apport de la formation continue.

Ce référentiel se fonde sur la définition de la notion de compétence contenue dans la recommandation 2006/962/CE du Parlement européen : " ensemble de connaissances, d'aptitudes et d'attitudes appropriées au contexte ", chaque compétence impliquant de celui qui la met en œuvre " la réflexion critique, la créativité, l'initiative, la résolution de problèmes, l'évaluation des risques, la prise de décision et la gestion constructive des sentiments ".

Chaque compétence du référentiel est accompagnée d'items qui en détaillent les composantes et en précisent le champ. Les items ne constituent donc pas une somme de prescriptions mais différentes mises en œuvre possibles d'une compétence dans des situations diverses liées à l'exercice des métiers.

Sont ainsi définies :

- des compétences communes à tous les professeurs et personnels d'éducation (compétences 1 à 14,

- des compétences communes à tous les professeurs (compétences P1 à P5) et spécifiques aux professeurs documentalistes (compétences D1 à D4),

- des compétences professionnelles spécifiques aux conseillers principaux d'éducation (compétences C1 à C8).

Compétences communes à tous les professeurs et personnels d'éducation

Les professeurs et les personnels d'éducation mettent en œuvre les missions que la nation assigne à l'École. En leur qualité de fonctionnaires et d'agents du service public d'éducation, ils concourent à la mission première de l'École qui est d'instruire et d'éduquer afin de conduire l'ensemble des élèves à la réussite scolaire et à l'insertion professionnelle et sociale. Ils préparent les élèves à l'exercice d'une citoyenneté pleine et entière. Ils transmettent et font partager à ce titre les valeurs de la République. Ils promeuvent l'esprit de responsabilité et la recherche du bien commun, en excluant toute discrimination.

Les professeurs et les personnels d'éducation, acteurs du service public d'éducation

En tant qu'agents du service public d'éducation, ils transmettent et font respecter les valeurs de la République. Ils agissent dans un cadre institutionnel et se réfèrent à des principes éthiques et de responsabilité qui fondent leur exemplarité et leur autorité.

1. Faire partager les valeurs de la République

- Savoir transmettre et faire partager les principes de la vie démocratique ainsi que les valeurs de la République : la liberté, l'égalité, la fraternité ; la laïcité ; le refus de toutes les discriminations.

- Aider les élèves à développer leur esprit critique, à distinguer les savoirs des opinions ou des croyances, à savoir argumenter et à respecter la pensée des autres.

2. Inscrire son action dans le cadre des principes fondamentaux du système éducatif et dans le cadre réglementaire de l'é cole

- Connaître la politique éducative de la France, les principales étapes de l'histoire de l'École, ses enjeux et ses défis, les principes fondamentaux du système éducatif et de son organisation en comparaison avec d'autres pays européens.

- Connaître les grands principes législatifs qui régissent le système éducatif, le cadre réglementaire de l'École et de l'établissement scolaire, les droits et obligations des fonctionnaires ainsi que les statuts des professeurs et des personnels d'éducation.

Les professeurs et les personnels d'éducation, pédagogues et éducateurs au service de la réussite de tous les élèves

La maîtrise des compétences pédagogiques et éducatives fondamentales est la condition nécessaire d'une culture partagée qui favorise la cohérence des enseignements et des actions éducatives.

3. Connaître les élèves et les processus d'apprentissage

- Connaître les concepts fondamentaux de la psychologie de l'enfant, de l'adolescent et du jeune adulte.

- Connaître les processus et les mécanismes d'apprentissage, en prenant en compte les apports de la recherche.

- Tenir compte des dimensions cognitive, affective et relationnelle de l'enseignement et de l'action éducative.

4. Prendre en compte la diversité des élèves

- Adapter son enseignement et son action éducative à la diversité des élèves.

- Travailler avec les personnes ressources en vue de la mise en œuvre du " projet personnalisé de scolarisation " des élèves en situation de handicap.

- Déceler les signes du décrochage scolaire afin de prévenir les situations difficiles.

5. Accompagner les élèves dans leur parcours de formation

- Participer à la construction des parcours des élèves sur les plans pédagogique et éducatif.

- Contribuer à la maîtrise par les élèves du socle commun de connaissances, de compétences et de culture.

- Participer aux travaux de différents conseils (conseil des maîtres, conseil de cycle, conseil de classe, conseil pédagogique, etc.), en contribuant notamment à la réflexion sur la coordination des enseignements et des actions éducatives.

- Participer à la conception et à l'animation, au sein d'une équipe pluri-professionnelle, des séquences pédagogiques et éducatives permettant aux élèves de construire leur projet de formation et leur orientation.

6. Agir en éducateur responsable et selon des principes éthiques

- Accorder à tous les élèves l'attention et l'accompagnement appropriés.

- Éviter toute forme de dévalorisation à l'égard des élèves, des parents, des pairs et de tout membre de la communauté éducative.

- Apporter sa contribution à la mise en œuvre des éducations transversales, notamment l'éducation à la santé, l'éducation à la citoyenneté, l'éducation au développement durable et l'éducation artistique et culturelle.

- Se mobiliser et mobiliser les élèves contre les stéréotypes et les discriminations de tout ordre, promouvoir l'égalité entre les filles et les garçons, les femmes et les hommes.

- Contribuer à assurer le bien-être, la sécurité et la sûreté des élèves, à prévenir et à gérer les violences scolaires, à identifier toute forme d'exclusion ou de discrimination, ainsi que tout signe pouvant traduire des situations de grande difficulté sociale ou de maltraitance.

- Contribuer à identifier tout signe de comportement à risque et contribuer à sa résolution.

- Respecter et faire respecter le règlement intérieur et les chartes d'usage.

- Respecter la confidentialité des informations individuelles concernant les élèves et leurs familles.

7. Maîtriser la langue française à des fins de commun ication

- Utiliser un langage clair et adapté aux différents interlocuteurs rencontrés dans son activité professionnelle.

- Intégrer dans son activité l'objectif de maîtrise de la langue orale et écrite par les élèves.

8. Utiliser une langue vivante étrangère dans les situations exigées par son métier

- Maîtriser au moins une langue vivante étrangère au niveau B2 du cadre européen commun de référence pour les langues.

- Participer au développement d'une compétence interculturelle chez les élèves.

9. Intégrer les éléments de la culture numérique nécessaires à l'exercice de son métier

- Tirer le meilleur parti des outils, des ressources et des usages numériques, en particulier pour permettre l'individualisation des apprentissages et développer les apprentissages collaboratifs.

- Aider les élèves à s'approprier les outils et les usages numériques de manière critique et créative.

- Participer à l'éducation des élèves à un usage responsable d'internet.

- Utiliser efficacement les technologies pour échanger et se former.

Les professeurs et les personnels d'éducation, acteurs de la communauté éducative

Les professeurs et les personnels d'éducation font partie d'une équipe éducative mobilisée au service de la réussite de tous les élèves dans une action cohérente et coordonnée.

10. Coopérer au sein d'une équipe

- Inscrire son intervention dans un cadre collectif, au service de la complémentarité et de la continuité des enseignements comme des actions éducatives.

- Collaborer à la définition des objectifs et à leur évaluation.

- Participer à la conception et à la mise en œuvre de projets collectifs, notamment, en coopération avec les psychologues scolaires ou les conseillers d'orientation psychologues, le parcours d'information et d'orientation proposé à tous les élèves.

11. Contribuer à l'action de la communauté éducative

- Savoir conduire un entretien, animer une réunion et pratiquer une médiation en utilisant un langage clair et adapté à la situation.

- Prendre part à l'élaboration du projet d'école ou d'établissement et à sa mise en œuvre.

- Prendre en compte les caractéristiques de l'école ou de l'établissement, ses publics, son environnement socio-économique et culturel, et identifier le rôle de tous les acteurs.

- Coordonner ses interventions avec les autres membres de la communauté éducative.

12. Coopérer avec les parents d'élèves

- Œuvrer à la construction d'une relation de confiance avec les parents.

- Analyser avec les parents les progrès et le parcours de leur enfant en vue d'identifier ses capacités, de repérer ses difficultés et coopérer avec eux pour aider celui-ci dans l'élaboration et la conduite de son projet personnel, voire de son projet professionnel.

- Entretenir un dialogue constructif avec les représentants des parents d'élèves.

13. Coopérer avec les partenaires de l'école

- Coopérer, sur la base du projet d'école ou d'établissement, le cas échéant en prenant en compte le projet éducatif territorial, avec les autres services de l'État, les collectivités territoriales, l'association sportive de l'établissement, les associations complémentaires de l'école, les structures culturelles et les acteurs socio-économiques, en identifiant le rôle et l'action de chacun de ces partenaires.

- Connaître les possibilités d'échanges et de collaborations avec d'autres écoles ou établissements et les possibilités de partenariats locaux, nationaux, voire européens et internationaux.

- Coopérer avec les équipes pédagogiques et éducatives d'autres écoles ou établissements, notamment dans le cadre d'un environnement numérique de travail et en vue de favoriser la relation entre les cycles et entre les degrés d'enseignement.

14. S'engager dans une démarche individuelle et collective de développement professionnel

- Compléter et actualiser ses connaissances scientifiques, didactiques et pédagogiques.

- Se tenir informé des acquis de la recherche afin de pouvoir s'engager dans des projets et des démarches d'innovation pédagogique visant à l'amélioration des pratiques.

- Réfléchir sur sa pratique - seul et entre pairs - et réinvestir les résultats de sa réflexion dans l'action.

- Identifier ses besoins de formation et mettre en œuvre les moyens de développer ses compétences en utilisant les ressources disponibles.

Compétences communes à tous les professeurs

Au sein de l'équipe pédagogique, les professeurs accompagnent chaque élève dans la construction de son parcours de formation. Afin que leur enseignement favorise et soutienne les processus d'acquisition de connaissances, de savoir-faire et d'attitudes, ils prennent en compte les concepts fondamentaux relatifs au développement de l'enfant et de l'adolescent et aux mécanismes d'apprentissage, ainsi que les résultats de la recherche dans ces domaines.

Disposant d'une liberté pédagogique reconnue par la loi, ils exercent leur responsabilité dans le respect des programmes et des instructions du ministre de l'éducation nationale ainsi que dans le cadre du projet d'école ou d'établissement, avec le conseil et sous le contrôle des corps d'inspection et de direction.

Les professeurs, professionnels porteurs de savoirs et d'une culture commune

La maîtrise des savoirs enseignés et une solide culture générale sont la condition nécessaire de l'enseignement. Elles permettent aux professeurs des écoles d'exercer la polyvalence propre à leur métier et à tous les professeurs d'avoir une vision globale des apprentissages, en favorisant la cohérence, la convergence et la continuité des enseignements.

P 1. Maîtriser les savoirs disciplinaires et leur didactique

- Connaître de manière approfondie sa discipline ou ses domaines d'enseignement. En situer les repères fondamentaux, les enjeux épistémologiques et les problèmes didactiques.

- Maîtriser les objectifs et les contenus d'enseignement, les exigences du socle commun de connaissances, de compétences et de culture ainsi que les acquis du cycle précédent et du cycle suivant.

- Contribuer à la mise en place de projets interdisciplinaires au service des objectifs inscrits dans les programmes d'enseignement.
En particulier, à l'école
. Tirer parti de sa polyvalence pour favoriser les continuités entre les domaines d'activités à l'école maternelle et assurer la cohésion du parcours d'apprentissage à l'école élémentaire.

. Ancrer les apprentissages des élèves sur une bonne maîtrise des savoirs fondamentaux définis dans le cadre du socle commun de connaissances, de compétences et de culture.
En particulier, au collège
. Accompagner les élèves lors du passage d'un maître polyvalent à l'école élémentaire à une pluralité d'enseignants spécialistes de leur discipline.
En particulier, au lycée général et technologique
. Articuler les champs disciplinaires enseignés au lycée avec les exigences scientifiques de l'enseignement supérieur.

P 2. Maîtriser la langue française dans le cadre de son enseignement

- Utiliser un langage clair et adapté aux capacités de compréhension des élèves.

- Intégrer dans son enseignement l'objectif de maîtrise par les élèves de la langue orale et écrite.

- Décrire et expliquer simplement son enseignement à un membre de la communauté éducative ou à un parent d'élève.
En particulier, à l'école
. Offrir un modèle linguistique pertinent pour faire accéder tous les élèves au langage de l'école.

. Repérer chez les élèves les difficultés relatives au langage oral et écrit (la lecture notamment) pour construire des séquences d'apprentissage adaptées ou/et alerter des personnels spécialisés.
En particulier, au lycée professionnel
. Utiliser le vocabulaire professionnel approprié en fonction des situations et en tenant compte du niveau des élèves.

Les professeurs, praticiens experts des apprentissages

P 3. Construire, mettre en œuvre et animer des situations d'enseignement et d'apprentissage prenant en compte la diversité des élèves

- Savoir préparer les séquences de classe et, pour cela, définir des programmations et des progressions ; identifier les objectifs, contenus, dispositifs, obstacles didactiques, stratégies d'étayage, modalités d'entraînement et d'évaluation.

- Différencier son enseignement en fonction des rythmes d'apprentissage et des besoins de chacun. Adapter son enseignement aux élèves à besoins éducatifs particuliers.

- Prendre en compte les préalables et les représentations sociales (genre, origine ethnique, socio-économique et culturelle) pour traiter les difficultés éventuelles dans l'accès aux connaissances.

- Sélectionner des approches didactiques appropriées au développement des compétences visées.

- Favoriser l'intégration de compétences transversales (créativité, responsabilité, collaboration) et le transfert des apprentissages par des démarches appropriées.
En particulier, à l'école
. Tirer parti de l'importance du jeu dans le processus d'apprentissage.

. Maîtriser les approches didactiques et pédagogiques spécifiques aux élèves de maternelle, en particulier dans les domaines de l'acquisition du langage et de la numération.
En particulier, au lycée
. Faire acquérir aux élèves des méthodes de travail préparant à l'enseignement supérieur.

. Contribuer à l'information des élèves sur les filières de l'enseignement supérieur.
En particulier, au lycée professionnel
. Construire des situations d'enseignement et d'apprentissage dans un cadre pédagogique lié au métier visé, en travaillant à partir de situations professionnelles réelles ou construites ou de projets professionnels, culturels ou artistiques.

. Entretenir des relations avec le secteur économique dont relève la formation afin de transmettre aux élèves les spécificités propres au métier ou à la branche professionnelle.

P 4. Organiser et assurer un mode de fonctionnement du groupe favorisant l'apprentissage et la socialisation des élèves

- Installer avec les élèves une relation de confiance et de bienveillance.

- Maintenir un climat propice à l'apprentissage et un mode de fonctionnement efficace et pertinent pour les activités.

- Rendre explicites pour les élèves les objectifs visés et construire avec eux le sens des apprentissages.

- Favoriser la participation et l'implication de tous les élèves et créer une dynamique d'échanges et de collaboration entre pairs.

- Instaurer un cadre de travail et des règles assurant la sécurité au sein des plateformes techniques, des laboratoires, des équipements sportifs et artistiques.

- Recourir à des stratégies adéquates pour prévenir l'émergence de comportements inappropriés et pour intervenir efficacement s'ils se manifestent.
En particulier, à l'école
. À l'école maternelle, savoir accompagner l'enfant et ses parents dans la découverte progressive de l'école, de ses règles et de son fonctionnement, voire par une adaptation de la première scolarisation, en impliquant, le cas échéant, d'autres partenaires.

. Adapter, notamment avec les jeunes enfants, les formes de communication en fonction des situations et des activités (posture, interventions, consignes, conduites d'étayage).

. Apporter les aides nécessaires à l'accomplissement des tâches proposées, tout en laissant aux enfants la part d'initiative et de tâtonnement propice aux apprentissages.

. Gérer le temps en respectant les besoins des élèves, les nécessités de l'enseignement et des autres activités, notamment dans les classes maternelles et les classes à plusieurs niveaux.

. Gérer l'espace pour favoriser la diversité des expériences et des apprentissages, en toute sécurité physique et affective, spécialement pour les enfants les plus jeunes.
En particulier, au lycée professionnel
. Favoriser le développement d'échanges et de partages d'expériences professionnelles entre les élèves.

. Contribuer au développement de parcours de professionnalisation favorisant l'insertion dans l'emploi et l'accès à des niveaux de qualification plus élevés.

. Mettre en œuvre une pédagogie adaptée pour faciliter l'accès des élèves à l'enseignement supérieur.

P 5. Évaluer les progrès et les acquisitions des élèves

- En situation d'apprentissage, repérer les difficultés des élèves afin mieux assurer la progression des apprentissages.

- Construire et utiliser des outils permettant l'évaluation des besoins, des progrès et du degré d'acquisition des savoirs et des compétences.

- Analyser les réussites et les erreurs, concevoir et mettre en œuvre des activités de remédiation et de consolidation des acquis.

- Faire comprendre aux élèves les principes de l'évaluation afin de développer leurs capacités d'auto-évaluation.

- Communiquer aux élèves et aux parents les résultats attendus au regard des objectifs et des repères contenus dans les programmes.

- Inscrire l'évaluation des progrès et des acquis des élèves dans une perspective de réussite de leur projet d'orientation.

Compétences spécifiques aux professeurs documentalistes

Les professeurs documentalistes exercent leur activité dans l'établissement scolaire au sein d'une équipe pédagogique et éducative dont ils sont membres à part entière. Ils ont la responsabilité du centre de documentation et d'information, lieu de formation, de lecture, de culture et d'accès à l'information. Ils contribuent à la formation de tous les élèves en matière d'éducation aux médias et à l'information.

Outre les compétences qu'ils partagent avec l'ensemble des professeurs, telles qu'elles sont énoncées ci-dessus, ils maîtrisent les compétences spécifiques ci-après.

Les professeurs documentalistes, enseignants et maîtres d'œuvre de l'acquisition par tous les élèves d'une culture de l'information et des médias

Les professeurs documentalistes apportent les aides nécessaires aux élèves et aux professeurs, notamment pour que les apprentissages et l'enseignement prennent en compte l'éducation aux médias et à l'information. Ils interviennent directement auprès des élèves dans les formations et les activités pédagogiques de leur propre initiative ou selon les besoins exprimés par les professeurs de discipline.

D 1. Maîtriser les connaissances et les compétences propres à l'éducation aux médias et à l'information

- Connaître les principaux éléments des théories de l'information et de la communication.

- Connaître la réglementation en matière d'usage des outils et des ressources numériques ; connaître le droit de l'information ainsi que les principes et les modalités de la protection des données personnelles et de la vie privée.

- Connaître les principaux concepts et analyses en sociologie des médias et de la culture.

- Savoir définir une stratégie pédagogique permettant la mise en place des objectifs et des apprentissages de l'éducation aux médias et à l'information, en concertation avec les autres professeurs.

- Faciliter et mettre en œuvre des travaux disciplinaires ou interdisciplinaires qui font appel à la recherche et à la maîtrise de l'information.

- Accompagner la production d'un travail personnel d'un élève ou d'un groupe d'élèves et les aider dans leur accès à l'autonomie.

Les professeurs documentalistes, maîtres d'œuvre de l'organisation des ressources pédagogiques de l'établissement et de leur mise à disposition

En relation avec les autres membres de la communauté éducative et dans le cadre du projet d'établissement, les professeurs documentalistes proposent une politique documentaire au chef d'établissement et participent à sa mise en œuvre dans l'établissement et dans son environnement numérique. Cette politique a pour objectif principal de permettre à tous les élèves d'accéder aux informations et aux ressources nécessaires à leur formation.

D 2. Mettre en œuvre la politique documentaire de l'établissement qu'il contribue à définir

- Maîtriser les connaissances et les compétences bibliothéconomiques : gestion d'une organisation documentaire et d'un système d'information, fonctionnement de bibliothèques publiques ou centres de documentation, politique d'acquisition, veille stratégique, accueil et accompagnement des publics, animation et formation, politique de lecture, évaluation.

- Recenser et analyser les besoins de la communauté éducative en ressources documentaires et informationnelles.

D 3. Assurer la responsabilité du centre de ressources et de la diffusion de l'information au sein de l'établissement

- Organiser et gérer le centre de documentation et d'information en veillant à la diversité des ressources et des outils mis à disposition des élèves et en s'appuyant sur la situation particulière de chaque établissement (collège, lycée général et technologique, lycée professionnel).

- Organiser, en liaison avec l'équipe pédagogique et éducative, la complémentarité des espaces de travail (espace de ressources et d'information, salles d'études, etc.) et contribuer à les faire évoluer de manière à favoriser l'accès progressif des élèves à l'autonomie.

- Maîtriser les différentes étapes du traitement documentaire, les fonctionnalités des logiciels documentaires ainsi que les principes de fonctionnement des outils de recherche d'informations.

- Participer à la définition du volet numérique du projet d'établissement et faciliter l'intégration des ressources numériques dans les pratiques pédagogiques, notamment lors des travaux interdisciplinaires.

- Agir au sein d'un réseau de documentation scolaire en vue d'assurer des relations entre les niveaux d'enseignement et d'optimiser leurs ressources.

Les professeurs documentalistes, acteurs de l'ouverture de l'établissement sur son environnement éducatif, culturel et professionnel

Le centre de documentation et d'information est un lieu privilégié pour contribuer à l'ouverture de l'établissement sur son environnement.

D 4. Contribuer à l'ouverture de l'établissement scolaire sur l'environnement éducatif, culturel et professionnel, local et régional, national, européen et international

- Concourir à la définition du programme d'action culturelle de l'établissement en tenant compte des besoins des élèves, des ressources locales et du projet d'établissement.

- Mettre en place des projets qui stimulent l'intérêt pour la lecture, la découverte des cultures artistique (et des différentes formes d'art), scientifique et technique et développer une politique de lecture en relation avec les professeurs, en s'appuyant notamment sur la connaissance de la littérature générale et de jeunesse.

- Savoir utiliser les outils et les dispositifs numériques pour faciliter l'ouverture de l'établissement sur l'extérieur.

Compétences spécifiques aux conseillers principaux d'éducation

Comme il est précisé dans la circulaire du 28 octobre 1982, " l'ensemble des responsabilités exercées par la conseillère principale ou le conseiller principal d'éducation se situe dans le cadre général de la "vie scolaire" et peut se définir ainsi : placer les adolescents dans les meilleures conditions de vie individuelle et collective d'épanouissement personnel ".

Les conseillers principaux d'éducation, conseillers de l'ensemble de la communauté éducative et animateurs de la politique éducative de l'établissement

Fondant leur action sur la connaissance de la situation individuelle et collective des élèves, les conseillers principaux d'éducation concourent, au plus près des réalités scolaires et sociales de l'établissement, à la définition de la politique éducative. Comme tous les membres de la communauté éducative, ils contribuent à expliciter, faire comprendre et accepter les règles de vie et de droit en vigueur au sein de l'établissement.

C 1. Organiser les conditions de vie des élèves dans l'établissement, leur sécurité, la qualité de l'organisation matérielle et la gestion du temps

- Veiller au respect des rythmes de travail des élèves et organiser leur sécurité.

- Organiser l'accueil, les conditions d'entrée et de sortie des élèves, les déplacements et la surveillance ; les zones de travail et d'études collectives ainsi que les zones récréatives avec le souci de contribuer au bien-être des élèves.

- Maîtriser des circuits d'information efficaces pour assurer le suivi tant individuel que collectif des élèves.

- Faciliter le traitement et la transmission des informations en provenance ou à destination de l'équipe de direction, des personnels de l'établissement, des élèves et des parents, notamment par l'usage des outils et ressources numériques.

C 2. Garantir, en lien avec les autres personnels, le respect des règles de vie et de droit dans l'établissement

- Participer à l'élaboration du règlement intérieur et à son application.

- Promouvoir, auprès des élèves et de leurs parents, les principes d'organisation et les règles de vie, dans un esprit éducatif.

- Contribuer à l'enseignement civique et moral de l'élève ainsi qu'à la qualité du cadre de vie et d'étude.

- Identifier les conduites à risque, les signes d'addiction, les comportements dégradants et délictueux avec les personnels sociaux et de santé et les conseillers d'orientation-psychologues, et contribuer à leur résolution en coopération avec les personnes ressources internes ou externes à l'institution.

- Conseiller le chef d'établissement, ainsi que les autres personnels, dans l'appréciation des punitions et des sanctions.

- Prévenir, gérer et dépasser les conflits en privilégiant le dialogue et la médiation dans une perspective éducative.

C 3. Impulser et coordonner le volet éducatif du projet d'établissement

- Recueillir et communiquer les informations permettant de suivre l'assiduité des élèves et de lutter contre l'absentéisme.

- Contribuer au repérage des incivilités, des formes de violence et de harcèlement, et à la mise en œuvre de mesures qui permettent de les faire cesser avec le concours des équipes pédagogiques et éducatives.

- Élaborer et mettre en œuvre des démarches de prévention et connaître les missions des partenaires de l'établissement pour la lutte contre la violence et l'éducation à la santé (CESC).

- Conseiller le chef d'établissement et le gestionnaire sur l'aménagement et l'équipement des espaces, afin de permettre l'installation de conditions de vie et de travail qui participent à la sérénité du climat scolaire.

- Contribuer activement au développement de l'animation socio-éducative et à la mise en œuvre d'une politique de formation à la responsabilité dans le cadre du projet d'établissement.

C 4. Assurer la responsabilité de l'organisation et de l'animation de l'équipe de vie scolaire

- Organiser les activités et les emplois du temps des personnels de la vie scolaire dans un souci de continuité, de cohérence et d'efficacité du service.

- Préparer et conduire les réunions de coordination et d'organisation de l'équipe et en formaliser les conclusions.

- Évaluer les besoins de formation des membres de l'équipe et proposer des formations.

Les conseillers principaux d'éducation, accompagnateurs du parcours de formation des élèves

Les conseillers principaux d'éducation remplissent une fonction d'éducateur au sein de l'établissement : ils assurent le suivi individuel et collectif des élèves en association avec les personnels enseignants, contribuent à la promotion de la santé et de la citoyenneté et, par les actions éducatives qu'ils initient ou auxquelles ils participent, ils préparent les élèves à leur insertion sociale. Au sein d'un établissement, en particulier dans une structure qui dispose d'un internat, ils apportent une contribution essentielle à l'élaboration d'un projet pédagogique, éducatif et socioculturel.

Les conseillers principaux d'éducation sont des acteurs à part entière de l'appropriation par l'élève du socle commun de connaissances, de compétences et de culture en tant qu'ils accompagnent les élèves dans leur parcours et la construction de leur projet personnel.

C 5. Accompagner le parcours de l'élève sur les plans pédagogique et éducatif

- Savoir mener un entretien d'écoute dans le cadre du suivi individuel des élèves et de la médiation.

- Œuvrer à la continuité de la relation avec les parents et collaborer avec tous les personnels de l'établissement en échangeant avec eux des informations sur le comportement et l'activité de l'élève - ses résultats, ses conditions de travail, son assiduité - afin de contribuer à l'élaboration de réponses collectives pour aider les élèves à surmonter les difficultés qu'ils rencontrent.

- Contribuer au suivi de la vie de la classe, notamment en prenant part aux réunions d'équipes pédagogiques et éducatives ainsi qu'au conseil des professeurs et au conseil de classe et en collaborant à la mise en œuvre des projets.

- Participer aux travaux du conseil pédagogique, notamment en contribuant aux projets transversaux discutés et préparés dans ce conseil.

- Connaître les compétences des différents intervenants dans la prévention du décrochage.

C 6. Accompagner les élèves, notamment dans leur formation à une citoyenneté participative

- Encourager et coordonner les initiatives des élèves dans le cadre de la vie lycéenne ou collégienne et créer une dynamique d'échanges et de collaboration entre eux notamment en prenant appui sur les enseignements civiques, juridiques et sociaux.

- Veiller à la complémentarité des dispositifs se rapportant à la citoyenneté participative et représentative, favoriser la participation des élèves aux instances représentatives et contribuer à leur animation (CVL, CESC, délégués de classe, conférence des délégués, conseil d'administration, commission permanente, conseil de discipline, etc.).

- Assurer la formation des délégués élèves.

- Accompagner les élèves dans la prise de responsabilités, en utilisant notamment le foyer socio-éducatif et la maison des lycéens comme espace d'apprentissage et d'éducation à la citoyenneté. Impulser et favoriser la vie associative et culturelle.

C 7. Participer à la construction des parcours des élèves

- Contribuer avec les enseignants et avec le concours des assistants d'éducation aux dispositifs d'accompagnement des élèves.

- Assurer la liaison avec les responsables de la prise en charge complémentaire des élèves hors temps scolaire dans les collèges ou lycées à organisation pédagogique aménagée (classes à horaires aménagés, sections sportives, pôles sportifs de haut niveau).

- Contribuer, avec les enseignants, les professeurs documentalistes et les conseillers d'orientation psychologues, au conseil et à l'accompagnement des élèves dans l'élaboration de leur projet personnel.

Les conseillers principaux d'éducation, acteurs de la communauté éducative

Les conseillers principaux d'éducation sont appelés à coopérer avec de nombreux partenaires, à participer à des rencontres collectives auxquelles les parents sont associés et à contribuer aux actions éducatives culturelles, notamment artistiques, scientifiques et sportives.

C 8. Travailler dans une équipe pédagogique

- Coopérer avec les professeurs pour élaborer des situations d'apprentissage en vue de développer et d'évaluer les compétences visées (socle commun de connaissances, de compétences et de culture, référentiels professionnels, etc.).

- Contribuer à l'élaboration du volet éducatif du projet d'établissement.

- Contribuer à faciliter la continuité des parcours des élèves et à la prise en compte des transitions d'un cycle à l'autre.

- Conseiller le chef d'établissement pour organiser les partenariats avec les autres services de l'État, les collectivités territoriales, les associations complémentaires de l'école, les acteurs socio-économiques.

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Refonder l'école de la République, c'est garantir la qualité de son service public d'éducation et, pour cela, s'appuyer sur des personnels bien formés et mieux reconnus. Les métiers du professorat et de l'éducation s'apprennent progressivement dans un processus intégrant des savoirs théoriques et des savoirs pratiques fortement articulés les uns aux autres.

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Voici une liste indicative et modifiable des choses à faire lors des premiers contacts avec votre établissement

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Guide pédagogique de l'enseignant (2019-2020)

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Guide pédagogique de l'enseignant (2019-2020)

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Professional Development: The phrase has a way of striking dread into the hearts of teachers. But not because teachers don't WANT to improve. Not because we believe we're done growing and learning. Far from it.

In fact, so many teachers bristle at the thought of PD because most of the time, it's executed so poorly. Although the typical one-size-fits-all format-where every teacher in the building is herded together to listen to an expert speak-has been widely denounced, it still persists as the default model. Sometimes, if the speaker happens to be engaging, some teachers will walk away with a small tidbit they can apply to their own work. For most teachers, though, it feels like a waste of precious time, time that could be spent developing skills that would make a real difference in their specific practice.

But things are starting to change. More and more schools are experimenting with personalized approaches to professional development; this guide from EdSurge takes a comprehensive look at all the different shapes this can take. And as new unconferences pop up every week all over the world, teachers are seeing just how easy it can be to learn from each other, without the need for any kind of outside expert.

And now, taking PD to an even simpler, more local, more affordable level, we have the Pineapple Chart.

What is a Pineapple Chart?

A Pineapple Chart is a system that allows teachers to invite one another into their classrooms for informal observation. The chart is set up in some location where teachers go on a daily basis: the teacher's lounge, the copy room, or wherever teacher mailboxes live in your school. On the chart, teachers "advertise" the interesting things they are doing in their classrooms, activities they think others might want to observe. The activities could be as complex as a science lab, a history simulation, or a Skype session with a school in another country. Or they could be as simple as a read-aloud or a lesson on badminton.

The chart represents one week of school. Along the top, five columns are labeled Monday through Friday. Along the side, rows assigned to various chunks of each school day. In a middle or high school, these would be class periods. In an elementary school, the rows could be divided by hours or half-hours.

When a teacher sees something on the chart she (or he) is interested in, she goes to that classroom at the designated time, sits down in an out-of-the-way spot, and watches. That's it. No note-taking is required, no post-observation conference, no write-up. Just a visit. She can even grade papers or catch up on email if she wants, paying closer attention when the moment calls for it, but getting work done in the meantime. She can stay for five minutes or a whole class period. The key word here is informal, and it's the best way for teachers to learn lots of skills and techniques just when they need them.

The reasons the visiting teacher might come in are endless: It could be that she wants to start using Google Cardboard, but would like to see another teacher do it first. Maybe she's struggling with classroom management and knows this teacher runs a tight ship. Or maybe she's there because she always wanted to learn more about World War I. Regardless of the initial reason, what she ends up learning is likely to be far more than she expected. During that Google Cardboard visit, she'll also notice a cool bulletin board in that teacher's classroom and decide to try something similar in her room. While watching the lesson on World War I, she'll pick up a questioning technique she ends up using in her own teaching. Every teacher in your building has their own unique blend of skills and talents, but the only way you'll ever learn about them is to see your colleagues in action.

The Origins of the Pineapple Chart

The pineapple has long been a symbol of hospitality; it's used in the chart in the spirit of welcoming one another into our school "homes."

But that's just the beginning. Here's how the Pineapple Chart came to be: In early 2015, Mark Barnes and I were compiling innovative teaching "hacks" for our book, Hacking Education: 10 Quick Fixes for Every School. I remembered my sister, who teaches science in Massachusetts, telling me about her attempts to start a "Pineapple Welcome" initiative at her school, where teachers would hang a picture of a pineapple outside their classroom doors, indicating that any other teacher who wanted to visit was welcome to stop by.

When I asked her how the whole pineapple thing went, she said, "Eh. Some people came in, but usually I would hang the pineapple and nothing would happen. I stopped doing it after a while."

This bothered me, because some of the most valuable skills I have picked up as a teacher came from informally observing my colleagues in their classrooms. I feel strongly that some of the best professional development available to teachers lives right inside the walls of our schools, and if we could just watch each other teach more, we would all grow exponentially.

Just hanging the pineapple on the door, I realized, had two shortcomings. One, it was only visible to teachers who happened to pass by that door on that day. And two, it didn't offer enough information: Just seeing a pineapple on the door tells the visitor nothing about what's going on inside. If a teacher is going to spend time visiting another teacher's classroom, he wants to know that the thing he's coming to observe is something he's actually interested in. A chart posted in a central location, with a bit of information about the day's activities, solves both problems.

We asked my sister to pilot this centralized system at her school, and the first Pineapple Chart was born. Since the publication of Hacking Education, the Pineapple Chart system has taken off in schools all across the world, and the results have been fantastic.

Two Schools Where Pineapple Charts Are Making an Impact

Gator Run Elementary, Weston, Florida

"The Pineapple Chart has been a game changer for the staff at Gator Run," says Intern Principal Cyndi Felton, who initiated Gator Run's first Pineapple Chart in January of 2016. "We have some of the very best PD available under our own roof. Now teachers have the opportunity to get into each other's classrooms and learn from one another."

Since the chart has been going, Felton has seen teachers trying new things more quickly. "Last year we noticed tools and strategies spreading throughout the building after Pineapple Chart visits. Kahoot, Nearpod, Plickers, in-class flipped lessons, SeeSaw, and performance scales in addition to unique procedures, classroom management and teaching strategies."

Maple Avenue Middle School, Littlestown, Pennsylvania

In January of 2016, when Assistant Principal Cortney Golden first launched the chart in her school, she worked hard to keep it full. "I was very aware that if we lost momentum, and the chart was blank, it would die. I sent staff-wide emails, group emails, personal emails, face to face requests, and even had my secretary appealing to teachers to sign up. Getting teachers to sign up was my first priority....then, once that became more automatic, we began to 'push' visiting."

Since then, informal observation and an open-door policy have become part of the school's culture. So much so that the word "pineappling" has become a verb:

"Collectively, we embrace pineappling now more than ever," says Golden. "As teachers desire to grow their craft, to foster 21st century skills, and to help students discover and pursue their passions, it becomes clear to all that teachers need each other. Pineappling gives teachers the permission they feel they need to collaborate, observe, ask, and reflect. It is a 'safe' and powerful professional development opportunity. Pineappling is free, fits within the school day, and has proven to be the BEST professional growth experience."

Tips for Making Pineapple Charts Work

Find creative ways to make the time.
The simplest way to squeeze these visits in is for teachers to do them during their planning time, or part of it. Remember, we're not talking about a whole class period necessarily; a 15-minute visit may be all that's needed to pick up a new strategy. In cases where teachers want to see something that doesn't coincide with planning time, the staff will need to be more creative:

A floating sub can be arranged for a day (or a few days) and teachers can "sign up for the sub" in order to visit another room.

Administrators (or other certified personnel) can step in to cover a class. This solution does double-duty, as it gives the principal some time to interact more closely with small groups of students. Instead of covering the teacher's regular material, the administrator could use this time for having discussions about school issues or just getting to know the students.

Teachers can team up to cover each other's classes. Imagine a scenario where teacher A agrees to cover teacher B's class while teacher B observes in teacher C's room. Then everyone switches roles two more times. A motivated school might even experiment with a second chart (beside the Pineapple Chart) where teachers post a need for coverage and other teachers sign up to cover for them.

Keep it voluntary.
Administrators, be warned! The quickest way to suck the life out of this initiative is to make it mandatory for all teachers. By keeping visits informal and strictly voluntary (for the host teacher AND the visitor), you'll ensure that the Pineapple Chart is always seen as a positive thing, a learning opportunity initiated by the teacher.

Skip the documentation.
An equally fast way to drain people's enthusiasm for visits is to force them to do some kind of write-up afterward. Please don't turn the chart into another reason to require teachers to document. If they know paperwork is expected of them, they will be far less likely to visit.

Start with the bold and the brave...
When you first launch the Chart, many teachers will be shy about posting lessons. Get things going by having your most extroverted teachers sign up first. If you get a group of 5-10 teachers willing to put themselves out there, this will eventually help others step forward as well.

...but set the bar low.
Make sure teachers know they don't have to be doing something 'impressive' in order to post a lesson to the chart. "The hardest part is getting teachers to understand it doesn't have to be an extravagant lesson to sign up," says Felton. "Their everyday strategies and standard procedures can be incredibly helpful to someone who has never seen or thought of it. You really never know what you might learn whether it's a 5- or a 25-minute visit."

Sell it.
Especially when you first get started, encourage those who do the observing to share the good things they saw by talking about it in faculty meetings, sharing a compliment on a teacher "brag board" or posting about it online. At Maple Avenue, Golden encouraged teachers to tweet about their experiences using the hashtag#MAMSLearning. "This helped keep the excitement high, and the pressure low," she says. "Although I still have to harass teachers every once and again (I call it "gently wooing") to showcase the teaching and learning in their classroom, it has become very much part of our culture."

Share Your Story

If your school has already started using a Pineapple Chart, tell us about it in the comments. I would love to hear about tweaks you've made to the system and how the system is impacting teacher relationships and student growth.

Learn More

The Pineapple Chart is just one of the 10 hacks Mark Barnes and I share in our 2015 book, Hacking Education: 10 Quick Fixes for Every School. Get your copy today and start hacking tomorrow! ♦

Learn something new every week.
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How Pineapple Charts Revolutionize Professional Development

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As one-size-fits-all PD fades into obscurity, more personalized professional development models have emerged. The Pineapple Chart may be the greatest of them all.

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The pineapple chart is a way for teachers to invite colleagues into their room to observe lessons for meaningful and affirming collaboration.

Michael Austin / TheiSpot

Our world has changed drastically over the last year, and the education profession has adapted and overcome many challenges. Adapting to the ever-changing world of technology is something educators do on a daily basis, and recently many of the tried-and-true professional learning experiences have transformed into Zoom meetings, web conferences, and virtual workshops.

This is all fine, but as Elena Aguilar notes, teaching is a profession, much like the medical field, where learning is most meaningful when observed in real time. Synchronous observations open the door for you to communicate with your fellow educators, improving instruction through affirming practices. Being able to collaborate with others can spark wonderful new ideas that can change the world. How can we be more collaborative in this new, Covid-19 era? We can be innovative!

Welcome Your Colleagues Into Your Classroom

What is a pineapple chart? The pineapple has been a symbol of hospitality and welcoming since the early days of colonial America, when pineapples were extremely rare. A pineapple chart is a system that plays on this symbol-teachers voluntarily invite each other into their classrooms to informally observe and glean new information that could be utilized in another classroom.

The chart can be displayed in a common area, such as the teachers' lounge, and individuals pick a time and day to open their door to others, which allows for personalized professional development that takes place during the school day. You could use your planning time or professional learning community (PLC) time, or arrange with another staff member to cover your class while you participate in pineappling. Because it is a volunteer endeavor with no strings attached, you'll feel less pressure and can embrace the idea of learning from your colleagues in their natural habitat. But, given the safety concerns related to Covid-19, sharing an enclosed space might not be possible. Digital pineapple charts could fill that gap for many teachers.

No Restrictions and Easy Access

Pineapple charts are very effective in helping teachers learn new practices inside the classroom. They are job-embedded, they're customized, and they encourage collaboration with your fellow employees. During the pandemic, many educators have been craving meaningful professional development, with little or no success because of Covid-19 restrictions.
Courtesy of Adrian Cargal
When pineapple charts are digitized, teachers can access a database full of lessons to observe. What if anyone, anywhere, at any time could find a video of a fellow teacher in their district who had great classroom management techniques, language arts techniques, or math strategies? What if these lessons were all housed on a single digital document? A digital pineapple chart would eliminate all challenges encountered when debating whether employees should participate in informal observations of classrooms in person.

Eliminate Scheduling Conflicts to Encourage Growth

It can be hard to find coverage for your classroom so that you can travel to different campuses for observation purposes. Even if you do have time during your planning period, the travel time alone could eat up precious minutes that could be used for pineappling. Also, there is a high probability that your planning time might not coincide with the scheduled lesson on the other campus. For so long, many factors have deterred educators from observing other classrooms-even before the pandemic.

Creating a digital pineapple chart for a campus or district could potentially be the catalyst to achieving a growth mindset among teachers, allowing them to constantly improve their craft and affirm others for their classroom strategies. This would build a positive, collaborative culture within schools. Not only would this tool highlight effective teachers who go above and beyond, but it would also encourage growth from teachers who are still developing their skills through feedback and collaborative implementation.

Key Components to Implementation

In order for a digital pineapple chart to be successful, it's helpful to implement the following key components:

It's a voluntary endeavor: Pushback will be inevitable if it's a required task.

The pineapple chart is accessible by all employees: A shared document via Google Slides or an equivalent is optimal.

It's a connected call to action that inspires others to join in on the fun: Highlight the positive things that you've observed in your classroom at every possible opportunity. This will encourage your colleagues to participate and will make the PD experience more collaborative.

Once everyone knows how the digital pineapple chart works, invite your colleagues to sign up on the document. Some teachers may agree to do an in-person observation; others might decide to record their lesson, upload it via YouTube or Screencastify, and then link it to their name in the pineapple chart. Once the videos are up on the chart, you can click the links and watch the videos with the intention of finding at least one affirmation they can deliver to the teacher, generating one question, and gleaning one practice to implement. Through PLC sessions, teachers share feedback and work together to create a plan of action based on their findings. Thus begins the fostering of a positive, collaborative culture that is sure to strengthen over time.

A digital pineapple chart is a powerful tool that enables you to customize your professional growth, pandemic or not, in a way that is meaningful to you.

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Opening the Door to Professional Learning

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The pineapple chart is a way for teachers to invite colleagues into their room to observe lessons for meaningful and affirming collaboration.

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Social Emotional Learning: Not Just for Kids | Cult of Pedagogy

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Maybe we don’t need an SEL curriculum or skills block. Maybe all we need is to model the competencies we wish to see in our students every day.

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Listen to my interview with Elena Aguilar (transcript):
Sponsored by simpleshow videomaker and Screencast-O-Matic

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When talking about a profession that loses 50 percent of its workforce in the first five years of their careers, it would be an understatement to say teaching is challenging. It traps us in small rooms with an unpredictable assortment of personalities, energies, and needs. It forces us to make hundreds of small, exhausting decisions every day. And over and over again, it puts us in predicaments that test our confidence, wear out our patience, and break our hearts. You can learn all the techniques, plan outstanding lessons, and set up a water-tight classroom management system, but to do this work and stick with it long enough to get good at it, you need a level of emotional resilience most other jobs will never require.

And at this particular moment in history, teaching may be harder than ever. Systems have been put in place that make the work seem almost impossible, and the powers that be seem to be rooting against our success. A lot can be done to change that, to make the challenges of teaching more satisfying and less...soul-sucking, but on most days it can seem like those changes are pretty far outside of our sphere of influence. Finding the courage and energy to push for change despite how hard it is? That requires resilience, too.

And our teacher training never prepares us, never teaches us exactly how to develop that resilience. In fact, in my own training, the topic of my emotional state as a teacher never came up once.

The good news is that we now have a resource that focuses entirely on the topic of teacher resilience. In her book, Onward: Cultivating Emotional Resilience in Teachers, instructional coach Elena Aguilar walks us through twelve habits that teachers can develop to strengthen their emotional resilience. The book and its companion workbook are organized around a year-long calendar; Aguilar recommends that teachers work through the book slowly.

"The workbook has over 365 exercises, many of which you'll probably want to repeat more than once," she says. "Ideally people will be engaging in this learning with friends and colleagues so that they can have the kinds of conversations that will make this learning really sink in and stick."

Let's take a peek at the 12 habits now. My hope is that in getting a better understanding of the factors that contribute to emotional resilience, you'll see areas that you can improve for yourself, and this in turn will allow you to not only stick with this incredibly important work, but find new ways to effect change, inspire others, and thrive.

12 Habits that Build Resilience

In the book, Aguilar explains how developing each of these habits contributes to resilience. She recommends focusing on a different habit each month, taking the whole month to learn about, reflect on, and develop practices that strengthen that habit. Below each habit is the month Aguilar suggests as an ideal time to focus on it: This is based on a typical American school calendar, where the school year starts around August/September and ends around May/June. If your calendar is different, you may want to make adjustments accordingly.

1. Know Yourself

Suggested month: June

Taking the time to reflect on and get clear about your values, your preferences, your skills and aptitudes, and your sociopolitical identity can help you develop a strong sense of purpose. This makes you more likely to respond to difficult situations in ways that are consistent with that purpose. "Being really anchored in your purpose," Aguilar explains, "being really clear about what you want to be doing in life, helps you deal with challenges and setbacks."

2. Understand Emotions

Suggested month: July

Emotions "can be tremendous resources and sources of energy," Aguilar says. They key is figuring out "how to have healthier relationships with them, how to understand them, name them, accept them, and then work with them." During this month, Aguilar has teachers examine the way emotions influence our thinking (and vice-versa) and how to work with them, instead of against them.

She's especially interested in how we deal with anger. "There have been times when I've acted from anger, and it hasn't been productive," she says. "And there are other times when I figured out how to use my anger as a fuel and as energy, how to act from a place of kindness and compassion, but not suppress my anger."

3. Tell Empowering Stories

Suggested month: August

"The space where we can have the greatest impact on our resilience is between a thing that happens and how we interpret and make sense of that thing," Aguilar says. That interpretation takes the form of a story we tell ourselves.

"So for example, a student rolls her eyes at you. That's the thing that happens," she says. "How you make sense of and interpret that event is precisely the point where either your resilience can be drained or filled, because you could interpret her eye rolling as This student doesn't respect me, or you can interpret that event as, This is very typical behavior from 12-year-olds, and I'm going to move on to the next part of the lesson. In that moment, if we can hone our ability to expand that space between what happens and how we respond and how we interpret it, we have so much more power then to cultivate our resilience."

4. Build Community

Suggested month: September

If we develop habits that nurture relationships with our colleagues, students, parents, and administrators, we strengthen our resilience. "There's actually medical research saying that isolation is more dangerous to your physical health than smoking," Aguilar says. "Teaching can be such a lonely experience, and I think anything that we can do to begin cementing those connections will just help us so much when things get rough." The beginning of a school year is an ideal time to start, and by putting relationship-building habits in place early, that community can be a source of strength all year long.

5. Be Here Now

Suggested month: October

"Learning how to be in the present moment without judging it can help us to experience acceptance. It helps us to have clear-headedness so that we can make choices in our responses." Developing habits of mindfulness, where we focus on what is happening right now without judgment, can help us to circumvent a "triggered" reaction to daily challenges and instead respond calmly and thoughtfully. Daily meditation or even brief moments of focusing on our breath can help us hit that "pause button" and bring ourselves to that place of calm.

6. Take Care of Yourself

Suggested month: November

"It's really hard to build community or to cultivate compassion or be a learner-some of the other habits-when you're just sick, when you're worn out," Aguilar says. So this month, she recommends focusing on the habits of physical self-care, digging into the reasons why teachers so often fall short in this area. "I think people know what to do," she says. "We know we should be eating more leafy greens and exercising more and so on, but why is it so hard?" Uncovering those reasons can help with developing habits that work.

7. Focus on the Bright Spots

Suggested month: December

During this month, Aguilar guides teachers to practice giving more attention to what is working, rather than what's not. "Our brains have a negativity bias," she explains, "so everything that is challenging, that is potentially a threat, appears really vividly and clearly to us, because of the way our brains are wired, and so one of the skills that we need to hone is the ability to see all the things that are going well or even just okay."

In the classroom, for example, we can prompt ourselves to regularly notice students who are paying attention and on-task, rather than giving all our attention to the few students who aren't. By developing this habit, we increase our sense of empowerment, which in turn builds greater resilience.

8. Cultivate Compassion

Suggested month: January

When we practice compassionate thinking for others and ourselves, we become better equipped to handle difficult situations. "Cultivating compassion, broadening our perspective on how we see a situation, helps us to empathize with others, to see the long view, to take ourselves out of the drama of the moment," Aguilar says. So when students misbehave, a colleague is short with us, or a parent challenges one of our decisions, being in the habit of viewing these situations through the lens of compassion can help you not take that behavior personally, which leads to smarter, less reactive decision-making.

9. Be a Learner

Suggested month: February

"Resilient people are curious," Aguilar says. "Resilient people experience a challenge and turn around and say, Wow. That was really hard. That pushed me to my limits. What can I learn from that? Just that question alone immediately propels you into a place of being able to build your resilience." So this month, teachers are encouraged to reflect on who they are as learners, to better understand the stages of the learning process, and to practice seeing challenges as invitations to curiosity.

10. Play and Create

Suggested month: March

One tool for building resilience that is easy to overlook is the habit of play. "I think it's a human right to be creative, to create, enjoy, and appreciate art," Aguilar says. "Playing and creating can unlock inner resources for dealing with stress, for solving problems...it can help us see different things and find different approaches to tackle challenges." This month-which may hit right around spring break-teachers are encouraged to build regular periods of play and creation into their daily lives.

11. Ride the Waves of Change

Suggested month: April

The end of the school year inevitably brings all kinds of changes; some of these can completely throw us off track if we're not prepared for them. Aguilar recommends teachers spend this month looking at "how we can harness our energies to manage those changes and also direct our energy to the places that we can make the biggest difference." This practice includes slowing down, facing and dealing with fear, and mindfully evaluating situations to determine which responses will have the most impact.

12. Celebrate and Appreciate

Suggested month: May

As the school year winds down, we have lots of opportunities to celebrate our own accomplishments and those of our students and colleagues. This month, teachers are encouraged to develop daily habits of gratitude and to carry those habits throughout the year. "Even in the hardest moments," she says, "if we can shift into a stance of appreciation, we can build our resilience."

Build the Habits Over a Year

The best way to make all 12 of these habits stick is to work through them slowly, over the course of a year. Even better, do it with a group of committed colleagues.

To support you in that journey, Elena Aguilar is offering several resources:

The Onward Workbook is the companion to the book and contains 365 daily exercises aligned with the monthly habits.

The Onward website at onwardthebook.com offers downloadable mediations, printables, a self-assessment and related blog posts and videos.

The Onward Facebook page will offer private groups for each of the 12 habits, so you can study and practice that habit within a larger community.

Come back for more.
Join my mailing list and get weekly tips, tools, and inspiration that will make your teaching more effective and fun. You'll get access to our members-only library of free downloads, including 20 Ways to Cut Your Grading Time in Half, the e-booklet that has helped thousands of teachers save time on grading. Over 50,000 teachers have already joined-come on in!

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12 Ways Teachers Can Build their Own Resilience

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Listen to my interview with Elena Aguilar (transcript): Sponsored by simpleshow videomaker and Screencast-O-Matic This post contains Amazon Affiliate links. When you make a purchase through these links, Cult of Pedagogy gets a small percentage of the sale at no extra cost to you.

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Icebreakers that Rock | Cult of Pedagogy

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Too many classroom icebreakers require students to take big social risks with people they barely know. Or they don’t really help students get to know each other. Or they are just plain cheesy.

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I have always taught with my classroom door closed. Officially, it's because I have trouble with distractions, which is not a lie: Just ask my family how often I yell for quiet when I'm trying to figure out my next Quirkle move.

The unofficial reason is that I don't really want other people watching me teach. Alone with my students, I'm a different person: I let my guard down in a way that I never do with co-workers, even people I'm comfortable with. My students get the most relaxed, funniest side of me, the side I'm not sure my colleagues would appreciate or approve of. It's not that I do anything inappropriate - not really, anyway - but I am definitely more likely to say "booger" and "crap" when my door is closed. For that reason, I'd rather not have guests in my room.

Apparently I'm not alone. In my sixth year of teaching, our principal wanted us to learn strategies that were just being introduced by Marzano and company. Everyone got a copy of the book, we had meetings where the strategies were explored, and we collaborated on how to implement them into our lessons.

Oh, and he also wanted us to observe each other using the strategies in our teaching.

People FREAKED OUT. Not about having to read another book or try new strategies. It was the peer observation. Lost their ever-loving minds. "I don't want someone else in my room looking for mistakes!" They said, all in a tizzy. "And I don't want to be the observer either! Who am I to tell someone else what they're doing wrong?"

Eventually, because it was mandated, they had to get over it. But their initial response showed a lack of understanding for how truly amazing peer observation can be. If we can get past the discomfort, opening our doors to other teachers can be a fantastic source of professional development.

Here are some reasons why:

Because teaching is such a complex act, the variations in how we do it are endless. We discipline differently. We set up our space differently. We perform strategies in different ways. It's highly likely that someone else in your building is better at something than you are. By watching the way our colleagues teach, we pick up tricks and techniques that we can take into our own rooms.

On the receiving end, there's something really satisfying about having a peer notice something you're doing right. In our work, we rarely get positive feedback on the things we try so hard to perfect. I have definitely never had a student approach me after class and say, "Girl, that anticipatory set was off the hook!" The teachers in my school asked, "Who am I to tell someone else what they're doing wrong?" And here's my answer: You are experts. You are experts because you have been there, tried that, had the same struggles. So many people don't understand what it's really like to be a teacher. But you do. That's your expertise. Put a state senator in my class, have him compliment me on incorporating the Common Core in my lesson. Nice, but doesn't mean a whole lot. Now, a compliment from you? You know. You tell me you liked the gesture I used to illustrate a difficult concept? That's gold to me. Your feedback means more. So how about we all start holding our own opinions in higher esteem, okay?

Finally, there's the bonding: Watching another person deeply involved in the work they're trained for helps you get to know them on a completely different level. And though we work together, we usually follow parallel, rather than intersecting lines. We rarely ever actually see each other teach. And it's a shame, because every time I've observed a colleague, my admiration for them has grown, and each time, I felt a little closer to them. This is something we could use more of in every workplace - educational or not.

How can seeing each other fail be a positive? To start with, we return to the subject of bonding.

The hardest part of letting other people watch you teach is the possibility that you'll screw up. Then you'll be embarrassed. Because of this fear, we think we should postpone observations until we are super-prepared, until we have the perfect lesson ready to go.

Here's the irony in that: You being perfect makes other people hate you a little, and themselves a lot. Or maybe it's the reverse. Anyway, achieving something close to perfection is pretty damaging in a lot of ways. Conversely, letting people see some of your flaws creates greater intimacy. It makes them realize that their own flaws are not so weird. When I go over to someone's house and it's spotlessly clean, I feel kind of jealous and insecure. But crumbs on the counter and shoes in the hallway? On a gut level, I'm more comfortable. In this place, my psyche tells me, I won't be judged. The same goes for your teaching: If you let someone else see you screw up, they will probably be more comfortable having you observe them. What happens next is you both start to take more risks, try new things. You cultivate a spirit of experimentation and learning together, rather than struggling to out-perfect each other.

Apart from the bonding aspect, failure can lead to constructive criticism, which will help you grow. Someone once said that the real benefit of marriage is having someone in your life who will regularly call you on your crap, who will hold up a mirror so you can face your flaws and outgrow them. In our work, we can do for each other what spouses do on their good days: Gently point out areas for improvement and support each other through the growing pains.

Every time I observe another teacher, I discover something I'm not even looking for. In my first year, I spent one class period observing Sue, another 6 th grade language arts teacher. I was there to see how she conducted a writer's workshop, but something else she did made a much bigger impression on me.

That first month, I obsessed about establishing order in my classroom: I thought I had to have them all in their seats when the bell rang, pencils sharpened, quiet, ready to learn. If I told them to take out their writing folders, they should have them out and ready in less than 20 seconds. But every time, three or four kids would just drag through the process, or they'd get off-task, or they wouldn't hear me at all, lost in daydreams. None of the precision I was hoping for. And I got tense about it. I scolded and nagged. And I felt insecure, like less of a teacher, the only one the kids didn't respect.

So there I was in Sue's class, and the first thing I noticed was that when she told them to get their writing folders out, they moved slowly, too. And one kid got up and sharpened his pencil, even though they should have already done that. And another one walked up to Sue to ask her something privately - another aberration in the plan! - and through it all, she just sat on her stool at the front of the room, mellowed out, waiting. For me, this was nothing short of a miracle. I had never considered not freaking out to be an option.

So much of what we gain from watching each other teach falls into this "intangible" category: attitudes, pacing, small calibrations that make things work a little better. And it happens especially when you observe people who teach the same students you teach. If you are in elementary, go along with your students to specials every now and then and see how that teacher deals with them. In middle school, arrange to have your class covered on a test day so you can observe someone else on your team. Seeing your students with another person gives you ideas you never would have come up with on your own.

Lastly, there's one more beneficial side-effect that comes from peer observation: having your students see you together. Something powerful happens when students see their teachers together. You become larger than the sum of your parts, stronger not only in number, but because this simple show of cooperation tells them you are united, which is an important message to send to kids. In the same way that children feel more secure when their parents are getting along, students feel something similar when they see us support each other.

This principle applies all the way through college, and could be more significant at that level. Adult students may be more likely to challenge their instructors, perhaps because there's less of an age difference, or because their life and work experience could result in a lack of innate respect for your position. The occasional presence of another professor or instructor in the room reminds students you are part of a larger group that has some authority, that others have your back.

You don't have to wait for your school to set up a formal system of peer observation to start watching other teachers. In fact, the more spontaneous visits often yield the most interesting insights. Ask another teacher if you can grade papers in the back of his room during your planning period. Or if time is short, just come in for the first fifteen minutes.

And let your peers know your door is open. Some schools have instituted a "pineapple welcome" program, encouraging teachers to occasionally hang a picture of a pineapple - a traditional symbol of welcome - outside their doors, to let peers know it's a good time to drop in. ( Update: This system has now evolved into something even better. Read about Pineapple Charts now!)

To make observations go more smoothly, consider these tips: Decide ahead of time if feedback will be given. Some people are more likely to let you observe if you've agreed in advance that you won't offer any commentary on what you see. Sure, they won't grow from that arrangement, but it's a step some people need to get more comfortable with the process. If you have agreed to provide feedback, always start with positives. When you do offer criticism, just point out one or two very specific things, and be descriptive rather than judgmental: When you did ______, these students did _______.

And be cautious about participating. It's tempting sometimes to pipe up with a comment - after all, you're likely one of the most engaged people in the room - but resist that urge and wait to be invited. I've seen teachers who overdo this and end up hogging all the airtime to the detriment of the students.

* * *

I still prefer to teach with the door closed, because cutting out distractions is high on my list of needs. And if it's important to you, by all means keep yours closed too, but close them only in the literal sense. You can have an open-door policy and still have a closed classroom door: Just let your peers know when they are welcome.

Ours is a delicate, nuanced art, and though books and workshops offer all kinds of interesting ideas for how we can improve that art, the resources that lie behind every door in your school can offer something even richer, if you're brave enough to let each other in. ♥

Stick around.
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Open Your Door: Why We Need to See Each Other Teach

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Watching another person deeply involved in the work they're trained for helps you get to know them on a completely different level. And though we work together, we usually follow parallel, rather than intersecting lines. We rarely ever actually see each other teach. And it's a shame.

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Site d'anglais de l'académie de Versailles

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Site d'anglais de l'académie de Versailles

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UN MUST SEE !!
Tous les programmes en vigueur, des ressources produites par les groupes de travail académique...

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Site académique des enseignants d'anglais dans l'académie de Versailles

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These classroom icebreakers are enjoyable teacher-approved activities and games that address all your school and classroom needs! We recommend the following icebreakers for students of all ages. We have teachers on our staff of writers and they have recommended these for class teaching purposes. Give them a try and we think you'll agree that your students will love them.

Classroom Icebreakers for Students
Breaking the Ice / Introduction Games
Breaking the ice is useful for the beginning of a class period or toward the beginning of a semester when students don't know each other well! Introduction and breaking-the-Ice games can dramatically transform the dynamics of your classroom, making it easier for students to share their opinions or to get along with other classmates. Sometimes you just need a good sharing or introduction oriented game to help students break the ice. Try the following recommended activities and let us know how well they worked for your classroom:

Art Effects (Drawing) - A fun drawing oriented game!

The Bests (Get-to-know-you) - A rapid fire game to see who is the "best" at various tasks.

Blanket Game (Get-to-know-you) - Quickly identify someone's name as you drop a large blanket!

Candy Introductions (Get-to-know-you) - A simple game to allow people to introduce themselves, using candy.

Catch the Ball (Get-to-know-you) - Another simple game of introductions, tossing a ball around the room.

Categories or Similarities Game (Get-to-know-you) - A game to help people get to know each others' similarities!

Collaborative Drawing (Teambuilding) - An interesting collaborative drawing game.

Energy Game (Talking, Active) - A game that grows in intensity over time.

Extreme Rock, Paper, Scissors (Active) - A twist on the classic rock paper scissors game!

Fabulous Flags (Get-to-know-you) - A clever way to involve drawing flags with symbols of what is important to a person.

Funny Icebreaker Stories (Get-to-know-you) - A silly sharing game to get folks laughing!

Great Wind Blows (Get-to-know-you, Active) - Also known as Big Wind Blows, a game similar to musical chairs!

Icebreaker Questions (Get-to-know-you, Teambuilding) - Try out these questions to help people get to know each other better.

Identity Circles (Get-to-know-you) - A deeper get-to-know-you game to share the values that make up your identity and how you prioritize them in your life

Interview Game (Get-to-know-you) - Interview your partner for a few minutes and then share this with the rest of the group.

Late Arrivals Game (Party, Talking) - A British game of introducing new arrivals to a party.

Lineup Game (Get-to-know-you) - Work together as a team to arrange your team in a line based on a quality that is not obviously apparent.

Lost on a Deserted Island (Get-to-know-you, Teambuilding) - Share who or what you would bring if stranded on a deserted island.

Memorable Catchy Names (Get-to-know-you) - Nervous Nancy? Fabulous Fred? A simple game of introducing yourself with another word descriptor.

More Good Icebreaker Questions (Get-to-know-you, Teambuilding) - Additional good icebreaker questions to use when you want people to share about themselves.

Name Aerobics (Get-to-know-you, Talking, Active)

Never Have I Ever (Get-to-know-you) - A game that lets people get a sense of each others' experiences!

Paper Airplanes/Name Planes (Get-to-know-you)

Personal Trivia Baseball (Get-to-know-you) - A game of trying to answer increasingly difficult facts about someone.

Picture Whispers (Drawing) - Like Pictionary mixed with the Telephone Game.

Shoe Pile Mingle (Get-to-know-you, Teambuilding) - Slightly smelly, but lots of fun!

Song Sync (Get-to-know-you, Talking)

Sorts and Mingle (Get-to-know-you)

String Game (Get-to-know-you) - A simple game that uses string to help people get to know each other better!

Superlative Game (Get-to-know-you) - Biggest! Strongest! Fastest!

Tall Tales (Talking) - A story continuation game in which each person will tell three sentences of a story and end with the word "suddenly."

Time Hop (Get-to-know-you) - E xplore different periods throughout each others' lives.

Two Truths and a Lie (Get-to-know-you) - The classic game of trying to guess which is the lie among three statements.

Unique and Shared (Get-to-know-you, Teambuilding)

Who Am I? (Mingling) - Great for parties! Folks mingle around the room and try to guess who is the name on their back.

Who Done It? (Get-to-know-you)

Sharing/Opinion Games

Some games help students to start expressing their opinions on various issues, to share personal stories, or to have a voice in the classroom. Try these activities to get things rolling for your learners to get them more engaged.

Connecting Stories (Get-to-know-you, Teambuilding)
Extremes: Where Do You Stand? (Get-to-know-you)
Four Corners (Get-to-know-you)
Story Starters (Get-to-know-you)
What I Would Have Done (Get-to-know-you)

Spelling/Word Games

These games are all about spelling or using words. They can be challenging but also a lot of fun! These might work really well for English Language Arts settings - or even for foreign language/ESL courses.

Ghost Game (Talking)
Word Associations (Talking)
Word Chains (Memory)

Assignments / Outside-of-Class Activities

The following activities can be useful as a larger task outside of the class period. Some of these teambuilding exercises can be helpful to support team dynamics and cultivate better chemistry. Note that some of these require time outside of class in order to achieve best results - plan accordingly.

Bigger and Better (Active, Teambuilding)
Defend the Egg (Teambuilding)
Photo Scavenger Hunt (Active, Teambuilding)

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Classroom Icebreakers - Fun Icebreaker Ideas & Activities

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These classroom icebreakers are enjoyable teacher-approved activities and games that address all your school and classroom needs! We recommend the following

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Synthèse: Les 19 compétences professionnelles du professeur (2013)

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Synthèse: Les 19 compétences professionnelles du professeur (2013)