Capacity building originally meant helping people to help themselves. Now it means required training to deliver imposed policies.
Teaching is a never-ending story. The work is never over; the job is never done.
Too many professional development initiatives are done to teachers - not for, with or by them.
There is no morality without temptation; otherwise it is just lack of opportunity.
In collaborative cultures, failure and uncertainty are not protected but shared and discussed to gain support.
Adolescence is about digging out the iron inside irony.
Culture is the possibility and impossibility that bacon and fruit can appear on the same plate.
When the purge of teacher individualism is unrestrained, eccentricity, initiative and individuality become the casualties.
On learning: if you really want alignment, go to a chiropractor.
Teachers who don't pull their weight drag down the profession and their colleagues with it.
Standardized personalization=universal right to meaningful learning. Personalized standardization=flexible access to mandated learning.
We must never return to the Julie Andrews curriculum where we teach "a few of my favorite things"!
The quality & morale of teachers is absolutely central to the well being of students and their learning.
On assessment: measure what you value instead of valuing only what you can measure.
It's time for the US to widen its circle of learning, not to circle its wagons against hostile ideas in education reform.
Total teachers aren't perfect teachers.
Pompous asses knows how to put the moan in sanctimonious.
As we seek to eliminate individualism in teaching, we should not eradicate individuality with it.
On school culture: It's hard to eat something you've had a relationship with.
We will not achieve high performance in education if we replace teachers with machines or turn teachers into machines.
Schools that cannot tolerate interesting & enthusiastic eccentrics who work better alone than together are devoid of flexibility & spirit
Leadership is often the afterthought of educational change.
Don't raise the bar and narrow the gap, but narrow the gap to raise the bar.
Leadership is the cigarette that's smoked once the change has been consummated.
High performance leaders capitalize on crises to galvanize the motivation and actions of people in the organization.
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