Sunday, 17 January 2016

The Power of Story

Book Review: STORY – Still The Heart of Literacy Learning


by Katie Egan Cunningham


In the Introduction to STORY – Still The Heart of Literacy Learning, Katie Egan Cunningham states that the purpose of her book is to “reclaim the central place of stories in …classrooms.” (2)  She then elaborates by writing that she wants to:

  • Convince teachers to look “carefully and critically” at the stories they select and ensure that they represent equitably the diversity of children in their classrooms;
  • Provide strategies for teachers “to center both traditional and emerging forms of story as the heart of language arts classrooms”; and
  • Help teachers find the courage to create spaces in their classrooms where they and their students can “express vulnerability” and “feel things” through stories. (3)

Cunningham opens Chapter 1 “Why Stories Matter” by lamenting that some language arts classrooms “…have lost story as their core and have replaced it with an over-emphasis on skill and strategy.” (5)  She argues that reading stories provides “mirrors and windows” in that we see both ourselves and others reflected in them. (5)   When teachers use reflective and extension questions in the study of literature, they create a “wide awakeness” in students as the students approach the stories as life practices of sorts. (14)   Teachers can ask such questions as:

  • Reflect on the main character’s journey.
  • What can we learn from the character’s life?
Furthermore, students become more empathetic towards others by reading stories as, from stories about others, they “build an ethic of understanding.” (7)  Lastly, students gain self-confidence from both reading and writing stories.  Reading stories about characters with whom they identify gives students “courage to take on [their] own obstacles in life”. (7) 
The author cautions though that teachers should take an inventory of the books they bring into the classroom to ensure they reflect the cultural diversity of their students; otherwise, some children will not see themselves reflected in the stories and the diversity gap will widen.

In Chapter 2, “Closely Reading Our Students and Their Stories”, Cunningham uses the popularity of the Humans of New York website to demonstrate that everyone has his/her stories that define him/her, and that teachers must attend closely to the “back stories” of
 students’ behavior in order to help them learn.  She succinctly states, “Every story must count in our classrooms.” (22)   The author points out that the internet and social media in particular have provided “new spaces” for telling stories. (23)  She laments that “I see students who have rich reading and writing lives in Facebook and Instagram, but can’t access or share those lives in the classroom.” (18)   Thus, teachers needed to provide similar spaces in the classroom.

Humans of New York demonstrates the ubiquity of stories
For the remainder of the chapter, Cunningham provides strategies for teachers to rectify what a friend of hers identifies as the “unbearable whiteness” of the children’s literature used in most classrooms today. (25)  She quotes Christopher Meyers, who refers to the current lack of cultural diversity in children’s books (particularly books featuring children of colour), as the “apartheid of children’s literature”. (25)

In general, the author believes that teachers need to move beyond what she describes as Diversity 101 - token ethnic books presented periodically and in isolation during times such as Black History month – to a more comprehensive Diversity 102 in which culturally diverse books are everywhere in the curriculum, including classroom activities, classroom libraries, independent reading lists, and even teachers’ own reading experiences.

 She recommends that teachers get to know first the multiple identities of their students.  Through surveys, teachers can ask their students about memorable and not-so memorable reading experiences, and from these inquiries, develop “multigenre, multimodal” classroom libraries that reflect the interests and identities of their students. (33)

Teachers should also inquire with their students, and then have them write about, the “shared identity” and “collective story” of the classroom and get to know the interests and stories of their classmates. (29)  As well, they can have students go on photo walks and interview people in their homes and neighbourhood to learn more about the stories and identities around them.  In short, students should become “story sleuths”. (30) 
    
Cunningham recommends a broad range of genres, including essays, biographies, picture books, and poetry, be included in classroom libraries.  She also suggests teachers include digital story resources such as YouTube videos, TEDTalks, culturally diverse blogs, and even Twitter.  By following the Twitter hashtag #WNDB (We Need Diverse Books) , teachers can uncover multicultural stories. 


Chapter 3, “Where Do Stories Live”, opens with a challenge to teachers to get their classrooms “caught up to the outside world” by giving students “access to new and engaging storytelling tools.” (53)  The author hi-lights several different media for stories and provides strategies that help students navigate the unique language of each medium along with “mentor texts”.

She begins with traditional literature, but recommends the use of online story repositories such as www.cowbird.comThe focus of study should be on authentic characters, compelling events, and episodes that provide insight into universal human themes. 
Noting that “stories …live in poetry”, Cunningham states that teachers attend to the structure, language, and sound of poems.   She recommends Eve Merriam’s “How to Eat a Poem” as a mentor text and advises teachers to have students share their poetic stories through poetry cafes and slams.  Likewise, to find the stories in songs, the author suggests that students be taught how musicians use of sound (ie. tempo & rhythm) and structure to affect meaning.  She recommends the Beatles “Blackbird” as a mentor song.

Eve Merriam’s “How to Eat a Poem”
A fourth medium Cunningham explores as a source of stories is visual arts and illustrations.  To unlock the stories found in pictures, she emphasizes that students need to be taught the codes and conventions of this medium, such as colour, texture, line, shape, and form.  Play is also a physical form of storytelling (including video gaming) and not to be overlooked.  Audio and visual media such as audiobooks, podcasts, and videos should be explored.  Again, the elements of each medium should be studied– for example, camera techniques, such as close-ups and panorama shots, for films and videos.   Lastly, the author recommends “the power of mashups and curation”: “Our students are primed for creating mash-ups to tell their own stories”, and can use social media sources like Pinterest to display their favourite books and stories. (71)

The focus of Chapter 4, “How Can Stories Come to Life”, is strategies teachers can use to engage students in stories, or as she writes, to “lean in” to stories. (83) 

One traditional method the author recommends is read alouds, which allow students not only to acquire new vocabulary and build background knowledge in areas of interest but more importantly teach them to associate reading with pleasure.  Another established practice is close reading – that is, reading for a specific purpose from a specific perspective.  Cunningham suggests that this strategy be applied to other modalities than print.  For example, an engaging activity is for students to view films to notice the influence of sound, lighting, or camera techniques.

 Choral reading and independent reading can also be engaging activities.  Teachers should allow significant amounts of classroom time for independent reading so that students can experience reading flow – “the reading zone”. (93)  Wordless picture books are a great way for students of all ages to get inside stories asking essential questions such as What is happening? and what’s next?  The author suggests Shaun Tan’s “The Arrival” as a mentor text.  Dramatic readings and interpretations, such as reader’s theatre, are excellent strategies for actively involving students in stories. 

The Arrival - A 'mentor text' for
"getting inside" a story


Chapter 5, “How Do We Build Stories” is an extended metaphor that compares writers to architects “building stories from the ground up.” (108)  The foundation for stories are both the writers’ impactful daily experiences and the archetypes found in literature (ie. the hero’s journey).  The walls & ceilings (or structures) are the building blocks of language – words, sentences, and paragraphs.  The bricks & mortar are the conventions of language – the parts of speech, figures of speech, and punctuation choices.  The author recommends that teachers use the “noticing, naming, and sorting” process in helping students understand the language conventions in stories.  A “bonus lesson” that emerges from the storywriter as architect is that less is more. (121)  Strategies that help students learn the art of brevity in writing include Twitter-style (140 characters or less) summaries of stories and 6-word story summaries.  For samples of the latter, the author recommends www.sixwordmemoirs.com.

Chapter 6, How Do We Talk About Stories”, offers some suggestions on how students can share their stories.  The main suggestion the author makes is to move away from the I-R-E classroom exchange pattern – teacher initiation, student response, and teacher evaluation – to I-R-R-R, which involves anyone, teacher or student, initiating discussion and many others in the classroom responding.  Cunningham also recommends teachers encourage students to “turn talk [about stories] into action” by “noticing and naming [for students] the ways characters take action.” (137) For instance, students can read about the courageous actions taken by Malala.   

In the final chapter, Cunningham gives some advice on how teachers can create a classroom environment that is a safe place for students to “practice vulnerability” and openly express themselves through stories. (142)   Language arts teachers can begin class with “open letter time”, set up class newsletters with rotating weekly student editors, and share student successes through class tweets.  Teachers should display student drafts and share their own writing errors to build a “culture of revision” in classrooms. (145) 

Saturday, 2 January 2016

Book Review: Freedom to Change

Freedom to Change

by Michael Fullan



Michael Fullan begins Freedom to Change by noting that a recent Gallup poll indicated that only 30% of employees feel engaged at work, and that only 38% of teachers feel satisfied in their vocation.

Given these depressing results, Fullan sets as the topic of this book “how to put intrinsic motivation factors into play [in your work] for yourself and with others.” (7)  In order to motivate yourself and others, one must move from what Fullan terms freedom from to freedom to. (9)  Quoting from the work of Eric Fromm, Fullan states that freedom from constraints is “a hell of a lot easier to achieve than ‘freedom to’." (12)  He adds that while freedom from may be “intoxicating”, it can also be “a trap”. (11)   In itself, it will lead to negative outcomes such as isolation, anxiety, and even self-destruction!

In the second chapter, Fullan presents a solid argument for simplexity – the process of approaching a complex problem by identifying a small number of “key, alterable factors” that will effectively address the issue. (27)  The author’s penchant for simplexity is based on the premise that the more detailed a plan is the more likely it will simply complicate things further and ultimately fail.   Following his simplexity process, Fullan identifies 4 key factors which he believes can effectively move one from freedom from to freedom to: autonomy and cooperation, feedback, accountability.


Connected autonomy is the first of the factors that Fullan discusses.  In Chapter 3, he presents a convincing argument for “a healthy balance between being your own person and being connected.” (47)  While we need to work in groups in order to learn, create powerful synergy, and have influence on others, “a healthy psychological distance from the group is necessary” to avoid groupthink. (58)  After all, a “group can be not only powerful but also powerfully wrong.” (57)  Only by retreating, at times, to reflective solitude can one tap into his/her inner creative and innovative thoughts and ideas.  In summary of the point, Fullan states: “We do not have to choose between autonomy and cooperation – we need both.  We need to practice cycling in and out of solitude and collaboration, being careful not to overdo either.” (59)

The second factor in moving to freedom to is feedback.  Fullan succinctly states the paradox surrounding feedback: “We want to learn, we want to be liked, and we want to like ourselves; but these three desires don’t sit well together.” (71)  Indeed, according to the author, this desire to be liked creates distortion when it comes to feedback, “the central challenge of receiving feedback.” (71)  However humbling it may be, if one wants to move to freedom to, he/she must “seek out and [carefully and honestly] sort out feedback.” (71)  And if faced with a conflict between acceptance or gaining learning, choose learning.

Other advice that Fullan provides is to not waste time and energy on vague or unhelpful feedback, and to “stop doing what doesn’t work.” (74)  As well, “narrow down your priorities about what types of things you most want or need feedback about.” (78)  Engaging in purposeful interactions will inevitably lead to valuable feedback.


Fullan recommends candor and respect for autonomy when one gives feedback to another.  It is important that a leader gives direct and honest feedback on particular aspects; however, he/she should allow employees the option to “take or leave it.” (84)

Accountability, the third aspect, is the theme of Chapter 5.  Fullan begins the discussion on accountability by pointing out the short-comings of external accountability systems.  They inevitably fail because while “they tell us that the system is not performing (they notice poor results) [they] … do not give a clue about how to fix the situation. (107)  As well, when it comes to education, external accountability systems are designed “to hunt down the bottom performers by loading on tests and demanding action, while slowing down those cultures that are on the move.” (106)

Instead, we should build collaborative cultures of internal accountability that “honor and align individual responsibility with collective expectations and actions.” (108)  Such peer-focused cultures, as Fullan says, “deploy way more pressure than any hierarchy can muster.” (112)  They generate both push and pull forces by creating strong allegiance to the shared vision of the organization (the pull factor) and to each of the other members of the organization (the push factor of peer pressure). 




The author suggests that organizational leaders should focus on two inter-related initiatives with respect to accountability.  First, they should invest in the conditions that produce strong internal accountability – setting a small number of lofty shared goals, using rich data, and continuous monitoring of progress.  As well, they should create clear standards for employees and leaders that are included in job descriptions.

The final factor is diffusion, which is defined by Fullan as follows: “The spread of good ideas that are adapted as people take them on, or the seeking and adaption of ideas from others.” (135)  According to the author, it is neither leadership from the top nor scaling of ideas from the bottom to the top that will best create the systemness  that is needed in organizations that creates synergy and sparks innovation.  Instead, the author recommends leadership from the middle (L ft M) because coherence – the glue that holds organizations together is found in the middle. (137) 

The “key idea” then for leaders is to “become a better partner upward and downward” in the organization.  (138)