Secret Weapon for Improvement: Deming in Schools Case Study with John Dues (Part 5)

Is there a secret weapon for improvement? Yes! John and Andrew discuss how students fit into improvement projects - and how that translates to businesses.

TRANSCRIPT

0:00:02.0 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. The topic for today is "Engaging Students is the Secret Weapon for Improvement". John, take it away.

0:00:28.0 John Dues: Andrew, it's great to be back with you on the podcast. Yeah, this is sort of a revelation to me when I was working with... It's actually working with David Langford, and we were talking about, "How do you bring about improvement in schools," and at one point, he said to me, to kinda give it away at the top of the program here, "Students are sitting right in front of you, and they are the secret weapon when it comes to school improvement." Engaging them in those improvement processes is really the secret to improvement, because almost everything we want to improve in schools has to do with students, but we almost never directly engage them in this improvement process. It was so obvious they're sitting right there in front of me, but it wasn't until David said it that way that I said, "Oh, my gosh, all this time." Of course, as a classroom teacher or a principal, students were sometimes tangentially involved in improvement efforts, but how many times are they central to it, how many times do we put the data that we want to improve right in front of the students and elicit ideas for improvement as we watch that data move up and down over time? So it was a real sort of eye-opener for me to start thinking in that way.

0:01:50.8 AS: It's funny 'cause when I first started teaching many years ago, teaching finance, I was always worried that I would get a question that I couldn't answer. And what I came to learn from that was that a question that I couldn't answer is a great opportunity for a discussion. And then I would basically say, "Hmm, well, what do you think is the answer?" Now, in a way, I was playing a little bit of a trick 'cause I was deflecting the fact that I didn't have an answer. But I said, "What do you think? Okay, what do you think?" And then we started to construct and answer to that as best we could. And it took a lot of pressure off me because I realized that that discussion was a fine discussion to be had in the classroom around a topic that I wasn't exactly sure how to answer.

0:02:37.9 JD: Yeah, I think all of us try to hide our weaknesses, especially early on. We gain experience, it gets more comfortable to say, "I don't know," which is a fine thing to do as a experienced classroom teacher as well. And I'm thinking about in this context involving students, probably the best ideas for improvement are living right there with them, just like even if you didn't know the answer in your early classrooms, that sort of elicited a discussion that maybe was richer than it would have been otherwise. So I think, yeah in either case, involving students is a real sort of key to this improvement process, whether it's a single teacher in front of a classroom of college students in your case, or in my case, where we're trying to improve our system of schools.

0:03:30.7 AS: In my Valuation Master Class Boot Camp, which is like an online course, I have so much more flexibility than you have in high school. But I found one of the students was just really engaging and really supportive of the other students, so I hired him. And I said, "Why don't you become student experience? That's... Your job is about bringing that great student experience." And then whenever I kick off the Valuation Master Class Bootcamp, I ask prior graduates to come and speak and tell the students, give them some advice, and tell about the transformation that they went through in that course. So on the first day of class, they're inspired and encouraged, and then throughout the class, they've got a prior student guiding them and helping them get through where he knows are the most difficult parts. But you don't have that kind of flexibility, I would guess in your setting. Tell us more about that.

0:04:30.2 JD: Yeah, I think well, one I think that example that you just told is outstanding, and I actually think... I think it's a little bit of a misnomer. There are a lot of regulations, there are a lot of handcuffs on... To certain things in terms of what we can do and what we can't do. But actually we have fairly wide latitude. We're a small public charter school network, so we maybe even have more latitude than the typical traditional public school. We have the latitude of a district, so we're making decisions for district of schools, basically. And we're small, we're pretty nimble. We think innovation is pretty important. We think continual learning is important, and we put some processes in place to elicit that. Where there can be some roadblocks here and there, I think one of my jobs is actually find a way around those roadblocks, if they're in service of our mission and in service of helping students be educated at a higher level.

0:05:29.4 AS: So what I do is I ask the students at the end of the whole course, I say, "Tell me what you learned. What is the number-one thing that you took away," that type of thing. And I'm putting them in a pretty intense situation for six intense weeks, but then they've got a record of that, they've thought through that. And then when they come back, then they can share, "Here's what I went through, and here's my advice on how to get through it." And it is an idea in a school to say, having a list of the people who made it through the class on the wall.

0:06:03.4 AS: And then another idea is to find one or two students that would say... Come back and talk to the students to say, "Okay, this class is about American history, and the one thing that just lit me on fire is the story of Philip Sheridan when he was attacking... The US cavalry, was attacking the southern cavalry, and how he knocked out Jeb Stuart, and it just got me reading all this stuff from blah, blah, blah, blah, and then... " So, of course, that's big brainstorming, but that's an idea.

0:06:33.5 JD: Yeah, I think that... You said a six-week course. What you're describing is essentially that Plan-Do-Study-Act cycle, so I could see a scenario where in your six-week course where you run a PDSA on how are we gonna improve the class. And at the end, when you get to that act, you sort of decide with the class... What should I focus on for the next PDSA with the next class. And so in that way, you'd sort of be... Assuming you're re-teaching this class on an ongoing basis, you'd be sort of continually improving, and that's really the sort of... We talked about the Plan-Do-Study-Act cycle, the PDSA cycle, the last couple sessions, that's really what it is. It's where you leave off at the end of that cycle and you decide what you're gonna do next, feeds into that second cycle of improvement. So whether you called it that or not, it sounds like you're basically running PDSAs with the finance classes that you're teaching.

0:07:34.6 AS: Yeah. In fact, at the end of the class, I ask them another question, which is, what could we do to improve? And...

[chuckle]

0:07:43.3 JD: It's perfect.

0:07:45.5 AS: So the question... The problem that I faced was that the students said I want more one-on-one feedback, that they submit their assignment and they just get pass/fail or a grade and they don't get the feedback that they wanted. And really, I have to say, I was kind of upset about this reply because I felt like, "I can't do it, it's too many students," and my goal is to grow it so that I've got 100 or 500 students. How am I gonna scale it if it's about personal feedback? So we talked about it a lot for the next Boot Camp that came up, because we had seen this complaint coming up, and we came up with this idea. And I said, "Maybe... " And this... Part of this is talking to people like you and David Langford and others, maybe we need to do more work on clarifying the assignment. And so we went back and I said, "Look, every week we need to make it super clear on Monday what's the assignment for the week."

0:08:48.3 AS: And we even provided them kind of a score card of the way we're gonna look at it. "Did you do this? If you did that, you get a point. Did you do that? Did you check your grammar," whatever. And so we got much more clear, and then what we decided to do was to say, "Look, the teams will meet in the week, they always meet once a week, and they need to pick one or two people to present that on Friday." And then what we had is, we had the students present their work, just the best of the best, and I would say not the best of the best, but the ones that shows... Said, "I'm ready and I can do that," and then myself and my team gave them feedback after they presented, and said, "Okay, see that? Try to fix that. Make sure that you don't... " And then once we did that, what I then did is I took notes throughout those and recorded those, and then I improved again the description of the assignments and the common mistakes that people made. And so the next time that we did it, the next launch of the Valuation Master Class Bootcamp, we now had an even more clear focus on what you've got to do by the end of this week.

0:10:00.1 AS: And then finally, what I did is I called it Feedback Friday. And I said, "A whole week, we're working on a bunch of stuff but the end result is on Feedback Friday. One person, two people from your team is gonna present and you're gonna get critiqued and see how you do, and everybody's gonna watch that, it's gonna be recorded. Anybody can go