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School leadership in China: party lines and personalised curriculum pathways

Blog Editor, IOE Digital15 November 2013

Toby Greany
I lived in China for two years in the early ‘90s working in a teacher training university in Wuhan. I loved my time there, but life was challenging in many ways.  I would be surrounded by fascinated crowds everywhere I went and was often followed by jeering shouts.
So it was amazing to land in Shanghai last month and find a city transformed.  What impressed me was not just the overhead freeways or the world’s fastest train: it was the fact that people no longer spat in the street or smoked indoors or shouted at me as I went past. These changes signalled a deeper transformation than any number of breathtaking skyscrapers.
So what about education: how had that changed?
When I taught in China 20 years ago, I used to try and persuade my students not to get up at 6 am to read the dictionary. At the time I felt it epitomised their propensity to work hard at the wrong things. Their conception of learning was undoubtedly a traditional one: it took me about six months to get them to accept that I wasn’t going to give up on group work activities in class, so they might as well get on and talk to each other instead of waiting for me to start teaching again.
Some things hadn’t changed much when I visited Shanghai. On my second day I led two three hour workshops for head teachers in different districts. I couldn’t imagine talking for 3 hours solid and was sure that experienced heads would have plenty to say, so had planned in various group discussion activities.  The silence after I outlined the first paired discussion was deafening – I was taken straight back to my first class 20 years ago! My solution was to tell them about the no-hands-up approach to formative assessment and then stuff the microphone into someone’s hand: to my relief they were perfectly happy to talk at length in front of the group.
When I talked about leadership and leadership development, it seemed at first as if the concepts just didn’t translate. Head teachers there are appointed and moved between schools by the district. Every Senior Leadership Team includes a Party Secretary, who is separate to the head teacher and who appears to call the shots on matters of policy. As a result, the idea that they might spot and develop talent, form strategic partnerships or take courageous decisions to address underperformance all seemed alien at first.
Yet, as the first session developed, something interesting began to happen. In an opening sequence I asked what the heads thought were the characteristics of an effective leader.  One man stood up and gave what was described to me later as a ‘politically correct’ answer. It turned out he was not a head but an ex-army man now working for the district, I suspect as a party official. To paraphrase his answer, it was along the lines of: an effective leader does what the Party instructs and works for the greater good of China.
At the time though I was confused: as he finished each sentence the other heads in the room burst out laughing. I was relying on consecutive translation, so had to wait to find out what was so funny, yet as the sentences were translated they seemed boringly innocuous.  What was going on? Surely he was losing face being laughed at in this way, and surely the laughter signalled an irreverent acknowledgement that real leadership was considerably more complex than the official view?
From that point on the real conversation began, and continued over lunch, then dinner and subsequent days. One head talked about how she tackled weak teachers; another how she spots and develops talent; another how he developed personalised curriculum pathways and built links with German universities; and another how she has implemented co-operative learning strategies in her school. I sat with a Director of Education discussing school to school support and knowledge management approaches for sharing effective practice between schools.
They discussed their concerns and challenges as well. How to expand education for all and secure equity at vast scale? How to manage the massive internal migration of rural workers to the cities? How to develop creativity and avoid the stringent gaocou (university entrance exam) dominating the entire system with an overly fact-based version of learning?
Of course, these were mostly Shanghai-based practitioners I was talking to and everyone kept reminding me that Shanghai isn’t representative. Nevertheless, just as I was impressed by the deeper changes in the wider city, I was equally impressed by the subtle changes in the schools and classrooms I saw from the China I knew 20 years ago.
Did the ex-army man lose face in that opening dialogue? I don’t really know.  My sense is that the Chinese are more likely to laugh because they are embarrassed than because they want to mock someone. So perhaps they were more embarrassed than irreverent; but surely, underneath that embarrassment, must have been a deeper acknowledgement that such an answer misrepresents the complexities of the real world of leadership?
 

Where next for School Direct?

Blog Editor, IOE Digital9 October 2013

 Toby Greany

In his address to the NCSL annual conference in 2012, Michael Gove devoted almost half his speech to explaining the School Direct concept and announcing plans for expanding the pilot. The response from most school leaders in the audience was bemusement: “why do we need to worry about teacher training? That’s what universities do; we’ve got enough on our plates.”

I suspect that view seems rather antiquated now to the schools and higher education institutions (HEIs) that have been grappling with how to make the School Direct model work over the past year. Many of these acknowledge that due to tight timescales they went for a fairly traditional PGCE-model this time round, but most are planning for the schools to take on a greater role over time.

The expansion of School Direct has certainly been fast paced and sometimes chaotic. Estelle Morris is the most recent high-profile critic to raise legitimate concerns around the risk of a teacher shortage due to the shortfall in School Direct recruitment numbers this year and the destabilising effect it is having on existing, high-quality HEI provision.

Ministers will have undoubtedly paused for thought over what to do next with School Direct. My guess is they will go for measured expansion: the Department for Education (DfE) has been discussing ways to shift student loans funding from HEIs to schools for the past year or more. If they can agree a way to do that, schools will be put firmly in the driving seat as commissioners of initial teacher training (ITT). The challenge will be to make sure schools can do so in a sufficiently strategic and cost efficient way – and that’s where teaching schools and chains come in.

In The Importance of Teaching white paper, teaching schools were positioned as playing a leading role in training new teachers, but their remit was actually much broader: to transform the culture of professional learning across schools. Too often, it was felt, newly-qualified teachers (NQTs) fell off a “development cliff” once they finished their PGCE and started work because too few schools focused on continuous professional development (CPD).

This year, Vicky Beer, executive principal at Ashton on Mersey, spoke at the national teaching schools conference, where she attributed much of her school’s success to its longstanding commitment to teacher training and staff development. Ofsted reports aren’t prone to hyperbole, so the statement in Ashton on Mersey’s report in April that lessons are of “simply stunning quality” seems a strong endorsement of her argument.

Her premise was simple and persuasive: when you ask experienced teachers to work together to develop and mentor new recruits, you create a dynamic learning culture where the best practice is made explicit and professional collaboration is the norm.  As a result, everyone improves.

Ashton on Mersey’s ethos reflects the need for joint practice development (see Judy Sebba’s research, with teaching schools as practical examples of JPD).  David Hargreaves describes JPD as: “a joint activity, in which two or more people interact and influence one another.” This is in stark contrast to the non-interactive, unilateral character of much conventional good practice sharing. Hargreaves has argued that JPD must sit at the heart of every teaching school alliance if they are to really add value to the quality of teaching.

Of course, this is easy to say but incredibly hard for teaching schools to do; they need bums-on-seats if they are to make training pay, but JPD is about learning  on the job with peers, not going on courses.

This is where School Direct potentially comes in: working with other schools and HEIs to plan and deliver excellent initial training can be the catalyst that unlocks new ways of working on professional development more widely.

But there is a concomitant risk.  In the government’s rush to expand School Direct they are putting huge pressure on teaching schools to focus on this above all else.  As a result, their wider work on CPD, leadership, research and school to school support is already being sidelined.

This post also appears on Guardian Teacher Network