At some point or another you will attend some form of staff development as a teacher. Some of this will be mandatory, uninspiring crud (pretty much anything which is policy driven and/or delivered online). Some of it will be uninspiring crud delivered through the time honoured medium of PowerPoint and poor attempts at humour and carefully sycophantic laughter. And some of it, very probably the smallest amount, will actually have a positive impact on your classroom practice. Some of the more experienced teachers out there may sneer at this, particularly after a long career of being droned at by SLT, or worse, a highly paid consultant, but I promise you it is out there, and it does happen.
I’m one of the lucky ones. We regularly organise internal, department specific training based on aggregated observation feedback, suggestions from staff, and the occasionally “just for the sheer hell of it”. And these sessions are, by and large, well received with positive feedback. They also have impact: genuine, measurable impact as teachers go out and put some of the ideas into practice: if it wasn’t useful, it would be ignored, but it isn’t.
So why do these things work? It’s easy to knock holes in standardised training: after all, “standardised” is pretty much a synonym for “one size fits all”. However, our departmental training works because of a number of factors.
For one, it’s almost always practical. Sure, there has to be a bit of information giving, but we’re lucky in having a department head who recognises that this needs to be kept short and to the point: we find out what we need to find out. There sometimes has to be standardisation of assessment or exam practices, but again, while not perhaps the most thrilling of activities, it’s still important and, crucially, useful. This is the crucial word: useful. For staff training to work it must be based around practical, useful stuff: more often than not, something which working teachers can take away and use, possibly in the next teaching week. Take our most recent event, for example: an introduction from the Head of Department, followed by three short, informative and useful sessions on pace and teacher talk, on assessment for learning and on stretch and challenge. Each of the sessions had something useful, whether those things were on your areas for development or not: a nifty PowerPoint task, ideas for planned and on the fly differentiation, whatever, all useful.
It worked as well because while some of the impetus and content was top down, there was no sense of hierarchy. Ideas were shared by workshop leaders, of course, but there was a strong element of professional respect: of teachers sharing with pride but also recognising that the people you are sharing with are at least as good and as professional a teacher as you.
There is also a sense of equality of content: rarely is there the imposition of “best practice” from above but rather just “what do you think will work?” Sometimes you simply had confirmation that your ideas are ok, other times you had new ideas or new twists on old ideas.
This is a leadership issue: these events are generally conceived and developed by managers who are also teachers, rather than managers who are ex-teachers (if you have given up day to day teaching to become a manager, you are an ex-teacher. You have, after all, ceased to teach. You are pushing up the pedagogical daisies).
The knock on effect of the focus on usefulness and equality is that the teachers involved want, by and large, to be there. Imagine, in teaching terms, you have students who want to be there, who want to get something from the session, and expect to get something from the session, and this is what is achieved. People come, and people learn.
Trainers, consultants and the rest all too often forget that they are dealing with learning: somehow all the pedagogical principles that you get hauled over the coals for forgetting are conveniently abandoned. Ideas like being meaningful, having purpose, being relevant, valuable and, of course useful all get abandoned by the lazy trainer with a PowerPoint and a tacky YouTube video. If you want stuff development days to work, f you want to effect change and improvement, then you cannot afford to be a lazy teacher. You must make what you have to say have value, be applicable, be useful. And if you can’t do that you shouldn’t be telling other people how to teach, let alone observing them.