Wednesday 27 August 2014

Future Leaders Cohort '14, Week Two

Weekend 1
Weekend 2
Week 1
Week 2

Virtual school moved into its final and most challenging sessions.  We had to analyse the performance of staff at the virtual school and prepare to take on the actors and actresses  who played the parts of Otterley and Chestnut staff as well as various other stakeholders (e.g. Reverend Bell and the bus driver are two characters which stick in my mind!) at the Made Up Academy Trust (MUAT).

Below is a copy of my own notes: They are just notes!



Week 2 foundations 
Final DAY
Fred and Gemma networking. See pic. 
Fred Paxton and 'Future Leaders Onlin
Everything seems to be on flip ie events
Remember study tour career support day and residential weekend as well as 4 training events. 
Market place people On there have proven school impact initiatives.  We already have 5 peer credits and 4 premium credits. Lots of specific help out there. 
Anna Horvai and magda stepien
See pic of journey schedule type thing. 
The Future Leader Journey
Mock application and interview dec jan not for everyone by mandatory for internal candidates and those who haven't yet secured SLT. 
Residency calendar laminate also LOOK at previous assessed IIs ie make sure you join the assessment group.
FINISHED wITH HeATHS sUMmarY
LOADS OF eVIDENCE  
Heath has done a lot of my work here by putting together a summary of all the slides.  This powerpoint is on Box, currently the latest thing uploaded, 27.8.14.

Guidance and planning 14Aug Mandi Street & Richard Green
See pic. Lencioni triangle effective teams are buil on trust etc etc in his book he talks about building trust ie leaders go first building conflict ie look how conflict is healthy 


First impressions and importance of first SLT meeting and first 35 days. 
Likhon talked about FL over the summer and how is going to change the school. General election reference (how not to deliver your intro speech) and 
Sarah Bailey. If I haven't met you then I will get round to see you soon and thank you to (insert specific person) for info and we'll be looking forward with that.  I met some kids earlier  and they told me ...  Please let me know your thoughts.  (good way to deliver...)

CURRICULUM 13 aug
Culture progression and application are the three main ways if thinking over curriculum purposE. 
See pic. We worked through what we want ur kids to have and how we provide this. Then Heath handed us the Nat curriculum  In England.   We should really design a curriculum the way we just did see pic THEN have a look at this doc. 
See questions on slide. See pic from 13 aug

Kevin moloney and lyn fryer
Mentoring is structured and sustained for sig career transitions. 
Coaching structured sustained but for a specific aspect of   Professional ....
Senior leaders need to work more through others opposed to middle leaders who feel thy have the expertise and time etc
We reflected on what  qualities our best line managers had. We looked at softer ones first like approachable, supportive listener shared vision but then got harder such as challenging holding to account and credibility. Also consistency. Will need to think about all these in different measures. Start with where people are, not where you think they are. 
Think people will remember how you made them feel. 
Sarah told us about the primary pe teacher. 
Kavina also told us:
Ask the person you are line managing to do a SWOT which will help give them ownership before the meeting. 
Leadership is 80% relationships and 20% relationships. 
AT FIRST WE SEEK TO UNDERSTAND 

We looked at an unfavourable outcome to a situation. 3 things: fact emotions and actions where we looked at body language which changes and we should try and do things before hand which will ensure body language matches your intended outcome. 
Silence does the heavy lifting. Don't feel you have to fill every gap. 
Be careful of using the word why. Blame attribution. 
Meeting agenda. Phrase each point as a question. 
See pic 11Aug on which type of coaching to use with people in each quadrant. 
Skills / Motivation Matrix
Fierce conversation 'Susan Scott' 
1 name the issue
2 select specific eg that illustrates the behaviour or situation you want to change. 
3 describe how u feel. Use the values of the academy. 
4 clarify what is at stake 
5 add ur contribution to the prob
6 indicate ur wish to resolve the problem 
7 invite them to respond; gain their views (listen/ask Qs). 

Future Leaders Cohort '14, Week One.



Weekend 1
Weekend 2
Week 2

The virtual school sessions really took off this week starting with a SWOT analysis and followed by strategic improvement and change management plans.  We had a great opportunity to put into practice some of the skills while we were still learning.
Below, I have just included some of the stuff which will be immediately useful for writing the Impact Initiative.


Stuart Kime (CEM, Durham University) Said that "By not evaluating, we lose the knowledge of what we are doing" and "Embed evaluation at the beginning rather than adding as an afterthought" This document (put together by Stuart and Professor Robert Coe) EEF DIY Evaluation guide is a user-friendly which should really help with planning the impact initiative. and other school interventions.
Research, evidence, impact - 'Do we value that which can be measured, or find ways to measure that which we value?' Liz Robinson
Qualitative measurements:

Firstly Pupil Attitudes to Self and School  (PASS)
This is the flyer which says   "The fully standardised PASS survey comprises a series of short psychometric
questions, looking at nine attitudinal factors, proven to be significantly linked
to key educational goals."

. . . and secondly:
http://www.well-beingmeasure.com promises to:
  • Prove to funders what you've achieved
  • Gather evidence to improve your services
  • Save time and resources
  • Get a high quality validation of your work 

Monday 25 August 2014

Future Leaders Cohort '14, Weekend Two.

Future Leaders Cohort '14, Weekend Two.


"The best teachers are performers"  Heath Monk

This was the weekend the 2014 Cohort were told to "fail here!" and that we should rehearse, take the feedback, get the confidence to perform and write a stump speech to return to over the coming years.  Make the mistakes now while still  on Foundations.

Leadership behaviours, Drew Duncan and Anne Barton

Drew's delivery was hugely engaging and entertaining, and after a video introduction to his school he shared loads of advice and ideas on leadership traits.  He explained that honesty, competency and forward looking are three very important ones but they won't work unless you have credibility so make sure that nobody is more punctual than you and that your lessons are outstanding etc etc.  Your default positions will surface and you need someone to let you know when these undesirable traits appear i.e. in times of stress. Drew went on to say "People are not aligned to anything they do not own.  You can't just model leadership behaviour, then people follow. No. You must embed the values, align others with your values then personify the values on a bad day.  Watch what you say, always and everywhere." 

Exemplary leadership behaviours. Anne Barton and Drew Duncan

Anne talked about 'challenging the process', taking risks and modelling the way. She said "Getting all 1200 students into assembly gives teachers confidence, if they're having trouble with particular groups, that it can be done".  Every child can behave.
Priorities for your school.


On Saturday morning we had a leadership perspectives session with Heath, where we received our Dimensions report.  According to the report my personality type is  INTP: basically that I'm quiet, like to solve complex problems, analytical, apply logic and independent minded.  I feel that this is a fair reflection but more importantly it emphasises that I will need to rely on others in my team that have the personality traits lacking in my profile. 
As Peter Hughes said on weekend one: 
"Find out what you are rubbish at, then employ someone to do it."

Shakespeare Schools Festival
We practised using the 'Prepare, Play, Organise, Present, Reflect' method for rehearsing and presenting our speech.
And we used this 'I notice, I like and I wonder' method to give feedback to each other.


Articulating your vision
This is a draft of my stump speech as I prepared it for the sunday morning. I then delivered this to the rest of my coaching group (see picture below) as part of the virtual school task for the Made Up Academy Trust (MUAT).

Imagine for a moment, that you are the new principal of the Wilby Community Academy, and you have this AMAZING opportunity to bring together our two schools;   (pause)  you've heard, that staff morale has been very low;  and there is uncertainty about what the merger will mean for their roles;  several senior leaders have left and many staff are concerned that an all-through  academy is not for them.  On top of that, You’re academy is in an area of high deprivation, and many families have had poor educational experiences themselves.   (pause)     How do you successfully merge two schools like this into one highly achieving all-through academy of excellence?
The answer is YOU can’t.   (pause)    YOU must work with the whole community, you have to rely on your team of staff.  And those individual staff members who have already shown a great deal of true resilience and dogged determination!
As you may be aware, I have recently been involved with success at two academies in challenging circumstances.  What was it?  -   that turned these academies around?   (paause)      It was about a body of staff having high expectations and no excuses; it was about the emergence of middle and senior leaders from a talented team of staff.  (pause)   And now, it’s September once again, a chance to start a fresh and look to the future with hope;    that we can help our students to succeed and reinvigorate the community.
Let me share our vision for the academy:“At Wilby Community Academy our vision is to work with our community to empower all learners with the skills, habits and beliefs to achieve excellence in school, university and life beyond.”
There will be changes, and I am very clear about the fact, that WE will need people to lead these changes.  We’re looking for people to step up, take risks, and show US that you are prepared to do the hard work,  and most of all, have the interests of our young learners at heart.
We we will be building on the good things already happening here (pause)   Learners in the Early Years Foundation Stage get good support for their personal development and their speaking and listening skills.
Learners are proud of their school, and movement around the schools is calm, and sensible creating a warm and positive atmosphere.  Standards in various disciplines, in both schools have been improving because teaching is improving, and the governing bodies understand our need for improvement in English and literacy, across the academy.
I would now like to share with you, our core values, (pause) and they are non-negotiable:we commit to attendance, perseverance and independence.we aspire to achieve, succeed and excel.we respect ourselves, each other and the community.and as a community we commit, aspire and respect together.

Steve, David, Grainne, Khadeja, Myself, Jenny, Kush, Kiran and Tracey:                                                                               The West Midlands Cohort


Many of us have children of our own; and we have high expectations of them.   Imagine a situation, where families see the importance of education, the need for regular attendance, punctuality and the completion of homework.    (pause)   They see the value of education.  It would make our job a whole lot,    easier.  However, when the opposite is true, it makes our job a whole lot more,       important.  We don't just have a professional duty here – we have a MORAL duty to help break this cycle of educational disadvantage.
In short, if you want to work in a school where we respect all members of the community, then this school is for you.  If you want to join in with the promise to commit to a compelling vision, then this is the school for you, and if you want to aspire to achieve greatness and help others to do the same, then this school is for you and you are welcome on-board!
I think the 'burning platform' in this scenario is the cycle of educational disadvantage but I could have added that if the number of students on roll is falling then redundancies could follow.    Burning platform is based on putting fear into people that the status quo is going to lead to dire consequences whereas another option would be to try and share a vision so compelling it becomes irresistible and people buy-in to the vision and values to achieve greatness rather than merely avoiding mediocrity.

Patrick Lencioni The Five Dysfunctions of a Team:  Heath asked us to look up this book before Foundations week one in August and suggested that we get into these conflicts when we return in the summer because we now have trust in our groups.

According to the book, the five dysfunctions are:

  • Absence of trust—unwilling to be vulnerable within the group
  • Fear of conflict—seeking artificial harmony over constructive passionate debate
  • Lack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organization
  • Avoidance of accountability—ducking the responsibility to call peers on counterproductive behavior which sets low standards
  • Inattention to results—focusing on personal success, status and ego before team success

Thursday 3 July 2014

Future Leaders Cohort '14, Foundations Training Weekend One.


Future Leaders Cohort '14, Weekend One.


"...trying to make a country where every child goes to a good school."  Jay Altman

"Habits bypass decision-making and go straight to action."  Taken from a rather good blog post (link at the bottom of this page).


Impossible as it may seem, I have tried to capture the things I learnt from the speakers Ben, Jay, Heath and, of course, everyone else at the first Cohort '14 weekend. I would very much welcome feedback, especially if I have misunderstood or misrepresented a vital nugget. I've probably only captured a tiny percentage of the experience here, and hopefully I'll be in position to go and catch the rest of it as a peer mentor soon!
Weekend 2
Week 1 
Week 2


Sunday:  Ben Marcovitz and the Hiring Cheat Sheet


Cultural coherence and alignment around shared values.
Ben talked on Saturday about the importance of culture and how to change cultures for the better - he used some useful allegories and examples such as the man bailing out water from his boat, the elevator and the supermarket.  Different cultures come about because of the dominant ideology such as personal fulfilment in New York or efficiency in the case of the elevator.  Having belief, such as "in just four years, you'll be ready for college regardless" is essential for building a positive culture.  Strong purpose and values are also essential, and culture is about belonging, protection and family links - like gangs. 

The mission is the 'what' and it must be R-Rated meaning it should seem impossible to outsiders and barely achievable to those inside the organisation. Isn't this is all starting to sound quite familiar,  a bit like Future Leaders?   One complex sentence is the key - if it's easy to remember, it's easy to communicate!  It should also be razor sharp, binary and if you can't change the mission then perhaps call it your vision.  Alternatively you could interpret your vision to suit different situations.  The Mission at Sci Academy states that all children will aspire to college, but you could replace 'college' here for 'the most rigorous scholastic opportunity'.
The reasons behind our values - "staff need clarity of vision to get buy-in"

After the mission came the values (the how), and we looked at how to derive these: think about the limiting behaviours, flip these and now we have the key drivers for the mission.  Turn these into words like perseverance, dedication, creativity and determination and there you have it!

     "Leaders model the core values - you have to model them way
                                                                before anyone else"

What will the vision actually look like on the ground?  This is where we develop the routines, language, systems and incentives - or put another way - the artefacts.  Microscripting the artefacts leads to clarity of vision.  


Social norms and artefacts - "Routines remove barriers to learning" and "Staff need to know why we are doing it - everyone does"


"With social norms you can focus all of your energy on teaching and learning."  
Did you know:  The Sony Corporation was formed (presumably based on a set of core values) and then they said "so what are we going to make?"

Social Norms
 "Structure liberates."  Sir Michael Wilshaw
"Routines remove barriers to learning"
As a learner, I think that micro scripting how the mission looks on the ground links nicely to the  discussion on social norms, and Jay gave us all many ideas to take away:
Social norms - "This isn't where you can be different - be different on other things, but not this!" 
This next quote is from Jay and it is so important; it is very typical of the way that  such great ideas were put across so effectively over the three days.
"Embedding routines in the first two weeks is the multiplier."  
 "Adjust teachers to the fact that the work is Sisyphean."  (to stop responding in an annoyed tone.)

In Greek mythology:  The gods had condemned Sisyphus to ceaselessly rolling a rock to the top of a mountain, whence the stone would fall back of its own weight. They had thought with some reason that there is no more dreadful punishment than futile and hopeless labor.  (The Myth of Sisyphus by Albert Camus)


"Normalise feedback"  

Leading an effective team

"your best days with the staff should be like your best days with the kids"

Ben clearly demonstrated how to recruit the right staff by alignment to the core values of the organisation.  Throughout the recruitment phase, applicants were given numerous opportunities to opt-in to the core values.  Those applicants who do not opt-in save the work in the long run because they don't need to be aligned or removed in the future.  He also uses the process to identify areas of development for new staff.  Returning staff should be reminded of the mission and values and used to align new staff at the start of the year.
 Increasing alignment year on year - "Exemplar scenarios that fit the values are collated and shared at the start of each year." 

"Only spend on the mission and values"

And just in case you missed it:

 "Structure liberates." 
As a learner, I'm eagerly anticipating weekend two, the chance to network with inspirational leaders and a chance to present our own mission and values. In short, I feel very privileged to be part of this movement for positive change.

This post only captures a fraction of what we learned, but I shall be adding further details as we start to apply our learning on the eagerly anticipated Made Up Academy!

Further reading:  Here's a really rather good blog post on developing classroom habits by MrThomasMaths.com













Sunday 12 January 2014

Collaborative learning 2

It's been a week since term started and my classes began their collaborative learning journey as described during my Christmas break, in collaborative learning 1.  I feel, so far that it has added a creative element to my teaching and there is a lot of focussed energy in the room.  Collaboration has naturally coupled with individual work and some didactic teaching from me to give an all round more balanced feel to my classroom.

This post is all about what was confirmed, visualised and found out during the first week.

Post 1:  This is about how and why I will get my students collaborating.
Post 2:  My opinions on how it's going.
Post 3:  Will be my students thoughts on collaborative learning.
Post 4:  Will be about my preparations to deliver staff training.
Post 5:  This will be staff feedback and next steps.

Monday:  I blu-tacked small versions of the seating plan for each class (including my tutor group) onto the window of my classroom door which created an immediate buzz with each class and also got them talking about it before I had had to mention it.  I'm always impressed by how much more compliant and believing people are when something is written down 'in black and white' rather than when just spoken (think Daily Mail, think instructions in class).  

Predictably however, there have been about as many questions over the seating plans as there usually is.  I have stuck solidly to my stock answer which goes something like "Yes, that's a really good idea, I'm sure you would work much harder sat next to so and so, and we'll be reviewing the plan at Easter!". 

What has really happened then?  The team starters, team building and competition element has been brilliant.  I suppose you're always onto a winner there, everyone loves a bit of that.  I was surprised though, how well the team building opened up the classroom; we started to ask each other questions about anything you like/dislike and how many people agreed.  A style of teaching completely out of the ordinary for me but questions were coming up like 'do you have a big family?' which lead onto pastimes and hobbies and students taking a genuine interest in each other, stronger teams were built and the teams were a lot ore receptive to working on the science task with each other.  I found that with year 7 I was saying "right, the next game is. . . ."  and "one more game, and then we'll be ready for break" where games referred to book work, literacy tasks, and matching diagrams with descriptions.  

My task of the week with classes has been to take a set of questions which would normally be completed individually but get the teams to stick their answers onto an A3 sheet in an interesting manner of their choice with each team member tasked to complete the questions commensurate with their ability.  Then we check each others answers with the mark scheme and put them into our books.  Going round to each table, I awarded teams animal stickers rather than levels.  The animal stickers gave me chance to discuss their teamwork. So a spider meant that the team's work is a bit like the beginnings of a web but will come together beautifully and be very effective in the end.  A penguin meant they were working brilliantly as a team; just like penguins huddle together for the greater good, no one left out.  We also had lions, ladybirds, dogs and fish.

For the week ahead, I'm mostly excited about my deputies; I've noticed that having my strongest students in the same place on each team table in every class is allowing me to relay things to the rest of the class easier because I can easily remember where they are.  This is something I'm going to make much more use of, I know that having them on 'my side' will be invaluable because of the knock on effect with the rest of the students who are infinitely more influenced by their peers that the teacher. Fact! 


I also need to get each class to fill in a team work survey to evaluate the new approach.

Sunday 5 January 2014

Teachmeet Stoke-on-Trent

TeachMeet Stoke-on-Trent

So, why put on a teachmeet for Stoke?
After taking to Twitter as my Personal Learning Network (PLN) back in August 2013 and quickly becoming addicted to my daily diet of virtual teaching and learning, I soon wanted to go to a Teachmeet. 
PLN? Having a PLN is just using social media to 'follow' other users and be inspired by the ideas and activities they are using in their classroom. The beauty of it is that you can quickly see what your colleagues in the next classroom or across the world are doing and they will freely allow you to
share all of their best ideas.  If you want to contribute and share your original or old activities that work, then your PLN becomes a powerful tool for your own reflection, but you don't have to if you don't want!    A teachwhat?  A Teachmeet is FREE, informal and innovative continuing professional development (CPD), and the main thing is hearing stories about learning from teachers; real narratives of practice that have made a difference in the classroom.  You can find out about all the events which are going on in the country through this website.
The closest teachmeets I could find were in Birmingham with a lot of action in the south of England and Yorkshire.  You'll notice from the link above that their are a few closer to home; Stockport, Warrington, Blackpool and the Wirral all have events coming up in spring 2014.

They say you never forget your first Teachmeet and mine was  "Teachmeet Brum at Xmas"  which was exactly what it said on the tin.  There was christmas food, free raffle prizes, networking and most importantly some great CPD:  I even picked up a few ICT tips for example putting filetype: ppt or doc or pdf etc on the end of your google search term to bring up all the files of that type.  So typing in crude oil filetype: ppt will bring up a shed load of power points on crude oil


Teachmeet Stoke-on-Trent will kick off with a great keynote speaker followed by a series of seven-minute micro presentations, three-minute nano presentations and some fantastic free raffle prizes and refreshments at break-time with networking opportunities.

Collaborative learning

Collaboration    the action of working with someone to produce something. (OED)

Cooperation      the action or process of working together to the same end.  (OED)


This post is the first of five posts which will chart my learning journey as I go all out on collaboration with some of my teaching classes and tutor group.

Post 1:  This is about how and why I will get my students collaborating.
Post 2:  Will be my own opinions on how it's going.
Post 3:  Will be my students thoughts on collaborative learning.
Post 4:  Will be about my preparations to deliver staff training.
Post 5:  This will be staff feedback and next steps.

I've had the idea for quite a while and it stems from thoughts about how children learn best in my classroom.  Quite simply, we know that children understand best when they 'do' and 'create' for themselves.  My favourite part of the job is when I appear completely relaxed at the side, back or front of my classroom..  This is when I can observe learning in action; students explaining to each other, debating over the format for a word equation, the correct method to heat calcium carbonate or which should be the top drawback for using nuclear fuel.  It's great when the chatter and noise is all about keywords and students discussing the current topic.  You know when students are on task and you also know when they are squabbling over something which has happened before they even entered your classroom or what happened last night on FIFA, Facebook or Grand Theft Auto.  It's clear that there's an energy associated with both situations but it's the former scenario which tells us that there's creativity and learning happening in the room.  All of us have a natural desire to engage with our peers through discussion and it is this energy that I want to encourage, harness and combine with other forms of communication to create an engaging, fun and powerful learning environment where students are free to create and collaborate.




Besides having the idea for a while, the reason I got started is the Sutton Trust-EEF Teaching and Learning Toolkit which I am grateful to one of my colleagues in the maths department for showing me.  It is a summary of research, providing guidance on how to improve attainment of disadvantaged pupils.  It has 33 topics and for each one the average impact on attainment (including the strength of evidence) and relative cost is shown.  The topics include:  Feedback, Learning styles, Peer tutoring, Behaviour interventions and Summer schools.  However, Collaborative learning caught my eye as one of the most beneficial for attainment yet cost effective options around.  I have included some important and interesting  information regarding collaborative learning from this research at the end of this post.*

My description in the first paragraph, of learners fully engaged and learning from each other is rare in reality and I want to increase the frequency of these moments and make them more sustained than just moments and I want to do it by remodelling the seating plan in the classroom and teaching the skills needed for collaboration through a cooperative learning approach.  I'm also going to be implementing marginal learning gains wherever I can.  http://marginallearninggains.com The causes of any small gain in learning outcomes will be identified and embedded as I go along.

The definitions of cooperation and collaboration are very similar as you will have noticed from the Oxford English Dictionary definitions the top of this page.  Kagan cooperative learning is widely used at the school where I work and I'll be using activities from the Kagan cooperative learning book.  However, I will be focusing on student collaboration  and the difference for me is that collaboration is happening when a community of learners are finding out information and understand things for themselves as opposed to cooperative learning which, for me, works best when learners have already been taught or given the content and are applying and practising the use of it.  By focusing on collaboration rather than cooperation, I want learners to learn from each other; I want learners of all ability levels to be empowered to help others.  So my idea is that we'll get collaborative learning when firstly, learners are in the Zone of Proximal Development (Vygotsky), meaning they can do the task but only with support, and secondly we have peers of lower, higher or similar ability empowered to help them.




So, my first job tomorrow, the first day of Spring term, is to share the new seating plans with my classes; they are heterogenous as far as possible along the lines of ability, sex and ethnic background.  I have to admit that I didn't stick rigidly to the seating plans I had in place back in September.  Very slowly they changed despite my knowledge that this should be one area of teaching with the least room for compromise.  Interestingly when I revisited the seating plans recently I noticed a very direct correlation between two things: 1) those students who had presented low level disruption so far this year and 2) those students who were not in the places set for them in September.  I was amazed at how very direct this correlation was and would never have noticed if I hadn't carefully rearranged the seating!  I will never let my carefully planned seating arrangements slip again! Hopefully not anyway.  How did I allow this to happen? The usual requests:  Sir, x is away today is it ok to just sit next to y for a today?  Of course, but remember to move back next time.  Sir, can I work with x just on this piece of work so you can see how well we work together?  Okay, just for this work and then please remember to move back to your seats at the start of the lesson when I will be way too busy trying to get the lesson off to a good start.

Once in our new seating arrangements, I will start each lesson with a fantastic team building exercise  (here is a version http://martinabex.com/2012/02/24/literary-team-windows/)  from Cooperative learning by Dr Spencer Kagan (section 8:4) where the team come up with their own team name by investigating their commonalities and uncommon commonalities.

My two initial steps into collaborative learning will then be firstly, to deliver existing teaching resources in the Co-op Jigsaw II format and secondly, to get teams using the team work self evaluation form  (19:13 and 19:8 respectively in the above mentioned book).  In theory the jigsaw format should allow learners to capitalise on the work of members of their own team as well as members of other teams.

If you're interested, you could google 'jigsaw cooperative learning' to find out much more, or even start with this great site  https://www.teachervision.com/group-work/cooperative-learning/48532.html. 

And finally, *Information from Sutton EEF research (collaborative learning)
What is it?
Collaborative or cooperative learning can be defined as learning tasks or activities where students work together in a group small enough for everyone to participate on a collective task that has been clearly assigned. This can be either a joint task where group members do different aspects of the task but contribute to a common overall outcome, or a shared task where group members work together throughout the activity. Some collaborative learning approaches also get mixed ability teams or groups to work in competition with each other, in order to drive more effective collaboration. There is a very wide a range of approaches to collaborative and co-operative learning involving different kinds of organisation and tasks, but this summary does not include Peer tutoring which is reviewed separately

How effective is it?

The impact of collaborative approaches on learning is consistently positive, but it does vary so it is important to get the detail right. Effective collaborative learning requires much more than just sitting pupils together and asking them to work together; structured approaches, with well-designed tasks lead to the greatest learning gains. There is some evidence that collaboration can be supported with competition between groups, but this is not always necessary, and can lead to learners focusing on the competition rather than the learning it aims to support. Approaches which promote talk and interaction between learners tend to promote the best gains. 

What do I need to know?

  • Pupils will need support and practice to work together; this does not happen automatically.
  • Tasks need to be designed carefully so that working together is effective and efficient, otherwise some pupils will try to work on their own.
  • Competition between groups can be used to support pupils in working together more effectively within their group, though over-use of competition can focus learners on the competition rather than succeeding in their learning so it needs to be used cautiously.
  • It is particularly important to encourage lower achieving pupils to talk and articulate their thinking in collaborative tasks as they may contribute less.
  • Managing effective collaborative group work is challenging so professional development or collaborative professional inquiry is likely to be helpful to support effective use of these approaches.