You Say Teacherpreneur, I Say Teacher, But Let's Not Call the Whole Thing Off

I was recently invited by one of the Teacher 2030 book authors to participate in a webinar exploring the concept of the "teacherpreneur." My first thought was, how nice to be thought of. My next thought was, what in God's name is a "teacherpreneur" and how do you say it?

The term troubled me in a way that I felt it shouldn't given how much I respect the educators who are writing the book. I saved the e-mail and decided to send a response once I figured out why the term made me so uneasy.

A few days later, coincidentally, veteran teacher and no-nonsense Education Week blogger Nancy Flanagan wrote a post pushing back on the concept, and articulating exactly why the term bothered me. The entire post is worth a read, but this part especially summed it up for me:

"Don't get me wrong. I'm all for productive change, for highly creative teachers sharing their dynamic ideas about practice and policy. And I think teachers should be paid well for their expertise. But I would call that 'teacher leadership'--the principle that promising innovations should be elevated and distributed, for the benefit of all children and their learning. As Michael Fullan points out: 

Teaching at its core is a moral profession. Scratch a good teacher and you will find a moral purpose. 

An entrepreneur 'acts as a catalyst for economic change.' Plenty of systems in our political economy run on entrepreneurial, market-based models. During the national conversation on health care, people better-informed than me regularly noted that a "free-market ideology is wholly inappropriate to health care issues." There is plenty of evidence that justice can be bought--and sold. Our banking system nearly caused a global economic meltdown--and millions of Americans are suffering under the results of entrepreneurial lending and house-flipping.

Maybe there are some things that shouldn't be controlled by the markets and consumerism. Is good teaching a commodity--or a principle-driven aspiration for community good?"

To me, the answer is clear: teaching is a principal-driven aspiration for community good.

But Nancy's insights don't represent my only problem with the term. To me it sounds new agey and gimmicky. Furthermore, it implies that being "just" a teacher is not enough. A commenter went on to defend the term and provide a further explanation of it here.

In short, the commenter says that teacherpreneurs as she interprets the term are meant to engage with students and families, share their expertise with students and other teachers, and adjust their practice and curricula as they grow and learn. My reaction to that comment is: Isn't that what, say, regular teachers are already supposed to do? Then the teachers who are especially good at what they do become teacher leaders or mentors, right? Why the re-branding in creepy corporate, self-actualization seminar speak? Will this somehow make corporatists accept teaching as a profession or take it more seriously? Why should we define our profession on their terms?

The need to resort to such a term also reveals the chip that education professionals often have on their shoulders. I agree that people who share a profession need a common language, including technical terms, to talk about their trade. I agree that educators deserve to be treated like professionals. But "teacherpreneur" and other such terms go beyond this. I remember some of this from when I was in ed school. "Students don't respond as well to being yelled at" became the "Negative Response to Vocal Cord Amplification Stimulus Theory." Of course there is science to teaching and education research, but the jargon does not make it science. At times, this way of talking about teaching and education seems more like a quest for legitimacy and respect than it is an essential way to communicate ideas.

Of course, it's not the end of the world if some opt to become "teacherpreneurs" and this post may not have convinced anyone who uses that term to abandon it. But I'll remain a proud and confident "teacher," thank you very much.

Live By The Sword, Die By The Sword Redux

A USA Today investigation calls into question "dramatic" improvements in student test scores in select District of Columbia schools due to an "abnormal pattern" of erasures. This occurred during Michelle Rhee's tenure as DC schools chancellor.

Among the 96 DC schools that were flagged for wrong-to-right erasures by the city's testing contractor in 2008 "were eight of the 10 campuses where Rhee handed out so-called TEAM awards 'to recognize, reward and retain high-performing educators and support staff'.... Rhee bestowed more than $1.5 million in bonuses on principals, teachers and support staff on the basis of big jumps in 2007 and 2008 test scores.

In 2008, to her credit, then-DC state superintendent (now Rhode Island education commissioner) Deborah Gist recommended that large test score gains in certain schools be investigated, but as USA Today reported, "top D.C. public school officials balked and the recommendation was dropped."

Such allegations and instances of cheating are not unique to Washington DC of course. In 2010, a New York Times article chronicled erasures in Houston and noted investigations in Georgia (including a criminal probe in Atlanta), Indiana, Massachusetts, Nevada, and Virginia.

This latest development, however, adds a new wrinkle to my 2009 post, "Live By The Sword, Die By The Sword."

Michelle Rhee and other education reform advocates have publicly argued that student performance as measured by test scores is basically the be all and end all....

Student learning, school leadership and teaching cannot be measured and judged good or bad based on a single set of test scores. Test scores must be part of the consideration -- and supporting systems such as accountability, compensation and evaluation must be informed by such data -- but they should not single-handedly define success or failure.

When such huge stakes are placed on a single metric, it raises the likelihood of monkey business. Although it is highly likely this is what occurred in DC, a former employee of DC Public Schools (who tweets as @EduEscritora) makes several smart observations on her blog:

[T]he fact that the number of flagged schools decreased so precipitously from 2008 to 2009 is encouraging, even if we don’t know why that happened.

The decreasing number of schools also doesn’t support the claim that the pay-for-performance system now in place under IMPACT has resulted in cheating; 2010 was the first year that IMPACT existed, and that had the fewest number of flagged schools out of the three years in the study and the fewest number of schools with over 50% of the classrooms flagged – only two!

The problem for an advocate like Michelle Rhee is that she has chosen to largely define success based on a single metric: the test score. If many of these DC test-score gains turn out to be illusory and succumb to what some are calling the "Erase To The Top" scandal, it may spell further trouble for Rhee as a spokesperson for the school reform movement. (Rhee has claimed the largest NAEP score gains in the nation under her leadership, although other analyses have shown that increases began and were larger under Rhee's predecessors.) Her credibility already has been questioned by some as a result of alleged embellishments on her resume about her own teaching record. Without credibility, it is impossible to sell one's wares to anyone but true believers.

From a PR standpoint, this erasure story would seem to call for a measured response that carefully chronicles whatever steps, if any, were taken by DCPS at the time to address the unusual frequency of erasures. Instead, through a spokesperson, Michelle Rhee chose to 'shoot the messenger,' bombastically placing USA Today among the "enemies of school reform." [UPDATE: From the Washington Post's Jay Mathews: "Rhee calls her remarks on test erasures 'stupid'"]

Given Rhee's rhetoric, her policies in DC, and her current focus as head of StudentsFirst (which increasingly appears to be working solely with Republican governors and legislators at the state level), Michelle Rhee has largely pinned her credibility to the test score. If she had chosen to sit on a stool with more than a single leg, she might be sitting more comfortably right now and might not be engaged in a such a precarious and delicate balancing act. No doubt by taking on teacher tenure, she would have made enemies no matter what else she said or did. However, if she touted a more nuanced view of school improvement and student success and didn't poo-poo collaboration, she might not face a growing anti-Rhee cottage industry and her new organization might have had a chance to be a true non-partisan force in education reform.

Monday's Montessori Moment: The 3 Period Lesson for Confidence

Click here to visit the post at Mommy Moment!

Beyond Erase to the Top: Under Rhee the Bureaucracy Grew

(This post has been specially created as a link for the previous post, which can be found here.)


Washington Post education beat reporter Bill Turque published this article about the expansion of the DCPS central office under Michelle Rhee. In it, DCPS responds to this circumstance:

"Peter Weber, deputy to DCPS chief of staff Lisa Ruda, said Levy and the school system seem to have definitional differences. 

Weber said the agency defines central office employees as those who don’t work directly with students, teachers or principals. There are other people carried on the central office budget, but who spend most of their time in schools, Weber said. These include “master educators” who conduct classroom observations for IMPACT, Head Start staff and mentor teachers. Weber also said that the $100,000 employees cited by Levy actually make that amount in salary and benefits combined. There are 402 DCPS employees at that level, and that 80 percent of them work in the schools, he said."

In response to Weber's claims, Mary Levy sent the following to Bill Turque (which so far he has not reported): 

1. DCPS is mistaken about the $100,000 number being a combination of salaries and benefits. All apart from the fact that the column in the PeopleSoft listing is clearly labeled Salary, I had checked numbers there against salary schedules. They are salaries, not salaries plus benefits.

 2. As of last October there were an additional 110 employees making over 100,000 who do work in the schools, all but 6 of them principals.

 3. About the amount of salaries plus benefits, it’s hard to say. DCPS has a long history of overestimating benefits (the overage is used to cover overspending elsewhere in the budget), and the payroll data I have don’t include any estimate or actual data on benefits. 

I think that transferring people elsewhere in the government doesn’t count as cutting them (come on!). Of the 925 central office people in 2007, 358 were performing functions subsequently transferred or contracted out. That’s why I went back to prior years and re-analyzed them to exclude people performing those functions. The remaining 626 included the professional development, mentor teachers, etc.

The definition of central office staff that I’ve used all these years, often  with the agreement of DCPS officials, is people who do not work directly with  children. This system was modeled in part on the In$ite education cost  accounting system developed some years ago by the U.S. Chamber of Commerce and  Coopers & Lybrand, which made its main division between site-based and central. I expanded site-based to include some people who are not site-based but work directly with children, such as social workers, visiting teachers. But I haven’t counted people who work only with teachers and principals.

For example, there are 41 master educators who travel around from school to school observing and rating teachers, and I classify them as central office because they don’t work with children. For that matter they don’t have ongoing  relationships with teachers or principals, since they only observe each teacher  in their own subject area for 30 minutes twice a year. Likewise the central  office professional development staff. There are also about 100 instructional  coaches who belong to local schools, and relate to children as well as teachers, and I classify them as school-based. (How many of these people do we need?) I count the Head Start social services staff as school-based.

This is actually an in-between position. The National Center for Education  Statistics sorts school employees into two bins -- teachers and aides (classroom)  and everyone else; people then look at their numbers and call everything else  administration, which is misleading. The question I’ve been asked by parents and ommunity for 30 years is how many people are in the classroom? I tell them that many people not in the classroom work directly with students,  for example, librarians, counselors, speech therapists, etc., and that some people who work directly with children are paid from central accounts, but still, they work with children, in schools, and that’s the question that they really should be asking.

Beyond Erase to the Top: The Myth of Michelle Rhee Continues

Much to my surprise, USA Today produced a solid piece of investigative journalism reporting on the likely chance (not surprising) of widespread standardized test score fixing in DC Public Schools under the leadership of Michelle Rhee. I'm not going to expand on that piece because everyone and their mom are. Rather, me and my mom are going to address another myth of Rhee's reign that continues to be repeated: that she came in and fixed a "corrupt" and "dysfunctional" bureaucracy.

In this piece, based on this testimony by civil rights lawyer, school finance expert and longtime DCPS activist Mary Levy, Bill Turque reports that under Rhee, central office expenditures and staff increased. I have created this post with Levy's written response to the assertions made in Turque's article by DCPS Special Assistant to the Chancellor Peter Weber.

Around the time that Turque's piece came out, Richard Whitmire wrote a piece for the Huffington Post where he repeats the notion that Rhee came in and cleaned out a bloated central office full of black incompetents:

"For starters, race played a big role in explaining how the school's central office Rhee inherited was both bloated and poorly run. That dates back to former Mayor Marion Barry, who over the years padded the city payrolls with ever-more appointees, partly as a civil rights gesture for those who in the days of white-run Washington were frozen out of city jobs but also for political reasons. 'It was the political machine's way of hiring folks and securing votes,' one veteran school administrator told me. 

Not only was the central office crowded, but many appeared to have little guidance on how to do their jobs. When Rhee arrived and began trying to fire the worst of the central office staff, her initial legal advice was: here at DCPS, we don't fire people for incompetence."

For my hearty refutation of Whitmire's assertions and assumptions, see this previous post.(Also see UPDATE I below for what else Whitmire got wrong here.)

Soon after that, I read this thoughtful piece by Shani Hilton in DC's City Paper, "Confessions of a Black Gentrifier." Immediately after reading it, I had the thought that Hilton should have included more perspectives from those already living in the DC neighborhoods being gentrified. However, upon second thought, I realized that the piece was more of an essay, and I thought she did a great job exploring her and her peers' perspectives without speaking for those she didn't interview. I found it refreshing to read something about urban gentrification that didn't, on the one hand, pass judgment on the occurrence of gentrification itself or cast it as a purposeful policy, but, on the other hand, didn't take on the attitude that the gentrifiers were coming in and saving or civilizing the natives. This is in stark opposition to perspectives like Whitmire's (and it seems of Rhee herself) on the "reform" of the DC Public Schools.

Next, I read a post on Ta-Nehesi Coates's blog about the decline of the black population in DC in the context of DC Council member and infamous former mayor Marion Barry's comments on the topic. I participated in the comment thread after the post, not to disagree with Coates's thoughts and questions on the matter, but to question some of the other commenters' assumptions that life and governance in DC had "vastly improved" under Fenty's stewardship. I object to the narrative that posits that governance in DC was totally dysfunctional and corrupt under Barry and his predecessors, but competent and vastly improved under Fenty and Rhee.

I don't say that Barry wasn't corrupt, or that as a system DCPS wasn't at all dysfunctional (oh, let me count the ways--I attended and taught in DCPS). Some things in the city and schools are better, some are worse, some are unchanged. But as I argue in the comment thread, Marion Barry is not the big bad black political bogey man and the DCPS central office workers were not his big bad bogey people followers that many of their critics believe them to be. Acknowledging Barry's numerous shortcomings and misdeeds, he's not any more, or more straightforwardly, corrupt than most other corrupt urban machine politicians. However provincial and incompetent at least some of the DCPS central office staff were, they are not markedly different from any other employees of a poorly designed and run school district central office. How Barry and the DCPS central office workers seem to loom in the psyche of their critics is far more ominous and sinister than what they were in actuality.

In her usual comprehensive and thoughtful manner, education journalist Dana Goldstein offers her take on the Rhee testing scandal in DC. But even Goldstein, whose work I respect and admire, got this aspect of the story wrong. She says:

"Rhee deserves credit for . . . . . streamlining the system’s once-corrupt and dysfunctional bureaucracy."

Arrgghh! I expect Whitmire and the editorial staff of the snookered Washington Post to repeat this, but someone of Goldstein's professional caliber is the last person who should be.

Did Barry and some of his predecessors practice cronyism? Absolutely. Were there more people working in the central office than there should have been? Absolutely. Were some of them incompetent? Absolutely. Were there tremendous amounts of money and resources that didn't make it into classroom? Absolutely. However, replace "Fenty and Rhee" for "Barry and some of his predecessors," and I'll answer "absolutely" all over again. In fact, under Rhee, the central office got bigger and more expensive, with fewer resources going directly to classrooms and students. I don't doubt that it became more functional in some ways. But comprehensively more competent or less corrupt? In light of the vast sum of money the Rhee administration spent on outside consultants (see here and here), the number of non-experienced central office personnel hired, and the implications of the recent testing scandal (Rhee didn't investigate, but promoted the principal of Noyes whom many had suspected was cheating!), I don't think so.

The only real difference is that Rhee filled the central office (and the DCPS teaching corps) with less experienced, younger, whiter, more privileged, and fewer local people. The assumption that those characteristics automatically connote more competence and less corruption implies that the older, blacker, less privileged locals were inherently corrupt and dysfunctional. That is deeply, deeply troubling to me and should be to anyone who cares about the confluence of race, privilege, bias, and social justice.

UPDATE 1: After pointing out various copy-editing errors (thanks, Mom!), Mary Levy added to my critique of Whitmire:

"Barry didn’t have that much opportunity to pad the school payroll, because that was the territory of the school board members and an occasional superintendent."

UPDATE 2: I want to state clearly that I assume that Dana Goldstein's oversight is due to a lack of research and not because of any explicit or intentional cultural bias. For one, she was writing a column, not investigative journalism. The Washington Post has neglected to write about Rhee's tenure with any skepticism or rigor, and they are responsible for their irresponsible journalism. Covering this was and is their job; with the exception of Valerie Strauss and Bill Turque's work, they've failed miserably to do so.

Secondly, part of what I am getting at in this post and in the post in response to Whitmire is that it's not possible to look honestly at the recent education reform efforts, especially those in DC, and the analyses of those efforts, without considering the assumptions being made about race, class, gender, and privilege. Nor do I presume, given the work of Tim Wise and Shankar Vedantam, that I (or anyone else who is a creature of American culture) am immune to such bias.

The necessary struggle is to recognize those biases and to put them to rest using facts and reason.

Let's Develop Solutions

Tired of the rhetoric? Want to take a stab at cutting costs in Wisconsin public higher education yourself-- or even try increasing productivity?

The Lumina Foundation has supported the development of an amazing interactive tool that helps you do just that.

Here's one result I generated:

Let's say we need to close the 2025 budget gap for Wisconsin public research universities to maintain current spending per FTE student. We can do that by increasing student/faculty ratio from 13:1 to 17:1. Period. Gap closed. No increases in tuition or state & local revenues necessary. And research suggests that such an increase will come at no significant cost to degree completion rates. If you want to suggest it will hurt instructional quality, you'll need to provide hard causal evidence to support that case-- I'd love to see it--email it to me!

Better yet, let's first increase faculty salaries per FTE to the 75th percentile (which means an increase of about $1,000 from a starting point of about $6,300) and do the same for student support services too. Let's further commit to no tuition increases, and assume no increase in state or local revenues either. We can do ALL that and still have no budget gap if we increase student/faculty ratio from 13:1 to 19:1.

What is required to increase student/faculty ratio? Obviously we either enroll more students, retain more students, or reduce the size of the faculty. Here are the two main challenges:

(1) There is a widely held belief that student/faculty ratio is THE measure of quality in higher education, despite an overwhelming dearth of evidence to support that belief. It's no coincidence that rankings systems rely so heavily on that measure--and that all this talk of being competitive seems to set aside any possible changes to the student/faculty ratio. In fact, since the ratio is actually interpreted to mean "commitment to teaching" that effectively precludes any real re-consideration, lest we come across as not committed to education! But come on-- what evidence is there that the number of faculty allocated to students is the best indicator of commitment? How about the number of highly-trained faculty? The amount of professional development offered? The valuation of teaching in tenure decisions? This reeks of a system that responds to the needs of faculty more than students (for more, see my next point). There are alternative ways to measure quality.

(2) Faculty. Faculty at research universities tend to strive for as little student interaction as possible. Yep, I said it. There are some exceptions, but generally we spend our time vying for smaller classes and less advising. Could we learn to teach bigger classes and do it well? Could we be required to do so at least semi-regularly? Could the advising load for undergrads be spread across a wider range of faculty (including those in departments that don't teach undergrads)? Sure. But you'll face resistance.

So let's stop pretending that there's only one way to skin this cat. We don't have to break from UW System, hike tuition, and/or become semi-private in order to solve our fiscal crisis. We have to have tough conversations about the best ways to deliver higher education in the 21st Century. Sure, that's a tall order-- but it's one that the smart communities of Wisconsin's public universities can no doubt handle.

Students Keep Hope Alive

When I was in high school, I dreamed of going to UC-Berkeley. The stories of protests against social injustices conveyed by my AP History teacher got me excited. I was determined to attend a college where students fought against elitism and embraced diversity. The computerized college match programs I tried out told me that only CUNY would fit my bill (every other school was too white). And my mom told me that I was about 30 years too late for the Berkeley of my imagination.

I ended up (sadly) at William and Mary, then George Washington University, and finally at University of Pennsylvania--entirely out of financial constraints (VA was in-state, GW was tuition-free thanks to Mom's job, and Penn offered me a full ride for grad school). In all cases I was surrounded by smart but highly privileged kids who had little sense that many had been born on 3rd base.

My heart is therefore warmed by the sudden realization, brought on by recent events, that many of the undergraduates at UW-Madison and around Wisconsin are similarly committed to doing what's necessary to make this a fairer, more just world. Despite rampant rhetoric from Richard Vedder and others who claim that they are lazy, adrift, partying fools, in fact some (many?) of the college students I've been observing lately seem downright committed. It's fantastic.

Tonight we get this news from Minnesota: “Students and community supporters...are outraged over soaring tuition, budget cuts, skyrocketing administrative salaries, mounting student debt, attacks on cultural diversity groups on campus, and blatant disregard for workers’ rights across the nation. In light of recent student and worker uprisings around the world, students in the Twin Cities are no longer willing to bear the burdens of the economic crisis while the rich only get richer. Inspired by the actions of students at the University of Wisconsin in Milwaukee, Madison, and other campuses around the state, U of M students are standing up against injustices in their own state and their own university.”

The students are occupying the Social Sciences Tower of the University of Minnesota-Twin Cities, home to that university's sociology department.

What's next? Perhaps Bascom. Perhaps the Sewell Social Science Building -- named for William Sewell, the late sociologist who named his presidential address to the American Sociological Association "Inequality of Opportunity for Higher Education." I dare say, Bill might be proud of student efforts to prevent Wisconsin's flagship university from becoming a gated community. After all, back in 1971 he wrote of his great concerns about the future of equality of opportunity in higher education, as universities found themselves in severe financial trouble, moving to increase tuition without sufficient compensation in financial aid. "Equality of educational opportunity," Sewell wrote, "is an essential prerequisite for a well-functioning democratic society."

On Wisconsin!


Photo: Jeff Miller, UW-Madison Communications

Higher Ed Experts Weigh in on Proposed Split from UW System

In a terrific piece in Inside Higher Ed, Jane Wellman and Charles Reed explain why a break from UW System is not an appropriate means with which to obtain greater flexibilities for UW-Madison.

As I've said here many times, despite Chancellor Martin's claims to the contrary, doing so would be effectively shirking our responsibilities as a public institution. A board charged with keeping UW-Madison's best interests at heart--and only UW-Madison's interests-- would destroy the state's emotional attachment to Madison as a "common good." Think about it: where else in the nation can you find citizens across a state who treasure the flagship's mascot and sports teams as their own, despite having never been a Badger?

Here's Wellman and Reed: "While system boards work imperfectly, their core purpose is more important now than ever before: to balance institutional aspirations with broader public needs, through planning, differentiation of missions, program review, and attention to student flow across institutions. Weakening the authority of higher education system boards will only serve to advantage the already privileged. The institutions will inevitably gravitate even more away from public needs, and toward institutional self-interest: selective admissions, merit rather than need-based aid, more research, and greater academic specialization. The teaching function and service to poor and working students and to underserved geographic areas lose out in this equation. This will accelerate the declines in educational attainment our country is already experiencing."

Those arguing that Madison has no choice, else it dies a slow death, are in my view "crying wolf." The lone comment on this article on the IHE website exemplifies this: "Thanks to the disastrous policies of its state legislators, U Wisconsin has zero ability to attract quality new hires at this point, and will inevitably crash and burn. It's a cautionary tale of what happens once "We the People" are in charge of higher education."

Huh? We continue to attract quality new hires all the time-- my department has searched every year for the past 6 and landed fantastic people. This year we had an enormous of of applicants and our first choice accepted the offer. This despite offering a starting salary of less than $70,000. I see the same going on in departments all around me. Sure, we've lost some good people-- but mainly because of location-- they have moved to be nearer to family, in warmer weather, to places with direct flights to major cities, etc. In less than five years, four of my most-esteemed colleagues left for elite private institutions and then returned to UW-Madison within a couple of years because they missed the academic community.

That's the thing-- at the end of the day those professors best suited to working at UW-Madison are committed to it for reasons that go far beyond compensation. We work here because we love the seamless communications across departments and schools, the lack of snobbery, the commitment to serving the general populace, the beautiful and affordable community, and a focus on substance rather than style. If we succumb to the competitive, elitist spirit that has consumed some of our peers, most of that will be lost. Sure, you'll be able to replace us with other talented folks in search of highest wages-- but you will lose in the long run, for you will have lost our soul.

A Must Read

A huge public thank you to Paul Krugman for his outstanding defense of academic freedom in Monday's New York Times. As an untenured professor and regular blogger, I am eternally grateful that he -- at least -- gets it.

He is absolutely right about the risks of letting this kind of behavior go by--

"... less eminent and established researchers won’t just become reluctant to act as concerned citizens, weighing in on current debates; they’ll be deterred from even doing research on topics that might get them in trouble.

What’s at stake here, in other words, is whether we’re going to have an open national discourse in which scholars feel free to go wherever the evidence takes them, and to contribute to public understanding. Republicans, in Wisconsin and elsewhere, are trying to shut that kind of discourse down. It’s up to the rest of us to see that they don’t succeed."

Now if only UW-Madison Administration would take such a stance.

Teaching Quality Series, Part IV: Class Size & The Fallacy of Trickle-down Teaching

Bill Gates, Arne Duncan, and some of the other presiding education reform yahoos have started to question the benefits of smaller class sizes. DCPS Chancellor Kaya Henderson deserves some credit for a semi-acknowledgement of the importance of smaller class sizes in this Q&A with Bill Turque. She states that at least some kids should have smaller classes, however she repeats the notion that it's better to have a class of forty students with one effective teacher than a class of twenty students with an ineffective teacher. Now, she's not completely wrong, but I would issue several caveats to go with her generalization.

Henderson's thinking is an example of what I like to call voo-doo education policy. This theory of "trickle-down teaching" says smaller classes dilute the benefits of effective teachers and that an effective teacher's magic, no matter how thinly spread, will trickle down equally to all students before her, by sheer force of her supernatural talents and effectiveness. I would argue that that's the wrong way of looking it, that the larger class sizes get (or total student load for some secondary teachers), the more that a teacher's effectiveness will be diluted.

In my experience, teaching is not like showing a movie in a movie theater where everyone has the same experience no matter how many people are in theater, nor is learning a passive experience. Teaching can be more like being a server in a restaurant: after a certain point, the more tables you have to wait on, the worse your service is going to be, especially if each table is full, with different orders, and even different menus. I don't want my own children going to a school that is modeled after a McDonald's, nor do I want as a teacher to be the equivalent of a McDonald's worker. As my mother, a DC-based civil rights lawyer and school finance expert pleaded once, "Can't our public school leaders at least aim for The Olive Garden?"

In general, smaller class sizes help to increase the quality of education received. Leonie Haimson of Class Size Matters is the guru of the benefits of small classes. Read here for a summary, or here if you want a more extensive list, of the research demonstrating the benefits of smaller class sizes. That being said, there are many factors to consider when thinking about ideal class sizes. Optimal class sizes depend on what's being taught and at what level, who's teaching, who's being taught, and how many teachers or education professionals are serving any group of students at once.

While the research is more mixed for older grades, the research for elementary is pretty clear that in general, twenty-two is the largest a K-3 class should get before the quality of education received is compromised. Even twenty-two students, though, seems large if the class includes students with special needs or other students who require more intensive instruction.

Teaching veteran and Education Week blogger Nancy Flanagan reminded me that at the secondary level, it's important to consider a teacher's total student load. An experienced and well-regarded high school AP English teacher told me he could easily manage a class of thirty to forty (so, Kaya Henderson is somewhat right here) and often has--he is very popular due to his rigorous curriculum and the attention his students receive. However, he made sure to say that it was only really feasible if he is only teaching three sections of that size. Beyond that, his workload becomes unreasonable and the students don't get the feedback or volume of work they need--he assigns fewer essays, for example, and works a punishing number of hours. Teaching AP English, requires significant out-of-class-time: for planning lectures, studying texts in depth, and giving targeted, individual feedback on writing. He also made it clear that a class size of forty is only manageable in a course like AP English, with independent, disciplined students and an advanced curriculum and only after he had been in the classroom for about ten years--larger classes would have been close to impossible when he was learning the ropes. Less experienced teachers, no matter whom they're teaching, should not be broken in with larger classes.

This leads to the consideration of whom a teacher is teaching. For example, I have limited experience teaching larger classes because, with a few exceptions, I have taught ESOL (English for Speakers of Other Languages), either on its own or by way of social studies--what's called Sheltered Instruction or content-based language instruction. Generally, the more fluent the students were, the larger my class sizes were (though still on the smaller side), which is as it should be. However, students' literacy skills and prior education  also determines how much attention they will need; the daughter of a professor visiting from Korea will need different instruction and less intensive attention than the son of a Salvadoran farm worker with limited or no prior schooling. The greater the needs of the students and the more feedback and guidance they require in class, the smaller the classes should be.

We also must consider the difference between class sizes and the pupil-to-teacher ratio in a school building. For example, the ratio may be 22:1 in a particular school, but that doesn't mean that each teacher has only twenty-two students in her class. For one, some employees while identified as teachers, bringing down the building's pupil to teacher ratio, may not be used for actual teaching. For example, because of the over-emphasis on data-driven instruction and standardized testing, many schools are forced to fill teaching positions, not to mention use scarce resources, with standardized testing administrators and data collectors/analyzers . (Yes, all of this standardized testing mania not only deprives kids of meaningful learning experiences but keeps teachers from doing meaningful, and in some cases actual, teaching.) In addition, some employees identified as teachers may be used for tasks such as monitoring hallways or the cafeteria, or for handling student discipline--these are all jobs which should be done and staffed by other professionals.

We should also go beyond the ratios, keeping in mind that some teachers are employed as specialists, and do not teach full-size classes, for example, a reading specialist, special education teacher, or media specialist. Those teachers will often push into classes or pull students out for intensive small group instruction which will reduce the load for the regular classroom teacher. Other K-12 education professionals such as counselors, school psychologists, school nurses, and social workers also keep classroom teachers' work loads reasonable and appropriate to their expertise by using their own expertise to help students and their families to deal with broader academic, social, medical, and psychological issues. When schools lack those professionals, the number of students as well as the tasks those professionals are meant to perform all fall to the regular classroom teacher and to her administrator(s), reducing her and her principal's effectiveness.

To further complicate things, different districts make different allowances for how teacher positions can be used or designated and awards teaching positions to schools using a different formulas.

I saw the difference a reasonable class size can make to the quality of education received when we moved from Oakland, California, to Hanover County, Virginia. My twin sons' kindergarten teachers in Oakland Unified School District were both excellent, just as good as their first and second grade teachers in Hanover County. But I saw a huge difference in the quality of attention my children received. (Besides attending parent conferences, school events and looking over the work they bring home, I volunteer weekly.)

The schools serve similar populations (although at 72%, the school in Oakland has a much higher percentage of non-white students while at nearly 50%, their Hanover school has a higher percentage of free and reduced lunch students), but the difference in resources (and in the levels at which California and Virginia fund their public schools) was astounding. In Oakland, not only were their classes larger at twenty-five (and these were only the kindergarten classes!), but there was almost no other staff. The PTA funded resource teachers in PE, art, music, and library. Otherwise, there was one teachers' aide for the entire school, one administrator, one janitor, one cafeteria aide, and one administrative assistant. The school relied on a steady stream of parent volunteers and constant fundraising just to fund the basics and the occasional assembly or field trip, and field trips could only be taken if parents could serve as drivers. There was no busing at all.

In their Hanover County public elementary school, on the other hand, each class has between sixteen and nineteen students, and the school has fully funded resource teachers for art, music, and PE; reading and math specialists; special education teachers; a gifted-and-talented teacher; a registered nurse; several teachers' aides; two administrative assistants; a principal and an assistant principal; a social worker; a school counselor; a school psychologist; language pathologists; two or three janitors; and an entire cafeteria staff. County school buses transport students to and from school and there are lots of special assemblies, presentations, and field trips. Despite this "lavish" education spending, Hanover County is an extremely conservative district (represented by Eric, ahem, Cantor), socially and fiscally, and is known for its low spending.

In both schools, each of my sons had one teacher who was more traditional but more organized, while the other had one who was more creative but less organized. However, because of the smaller class sizes in Virginia, the teacher who was less creative was able to be more so without sacrificing classroom management, while the class of the teacher who was less organized didn't suffer for it because the class was smaller. Essentially, the teachers in Hanover County were more effective, not because they were more talented, but because they had smaller class sizes, adequate numbers of specialists and other education professionals, two administrators, and in general more support. As a parent, I get much more feedback and direct communications from teachers and see my sons flourish in the much more individualized and targeted instruction and attention they receive. I've often had the experience of the school contacting me about a potential issue before I have the chance to contact them, and believe me, I'm a vigilant parent.

Besides the extensive body of research available at Class Size Matters, Education journalist Dana Goldstein and Forbes education blogger E.D. Kain make the case for why the American public wants smaller class sizes. I would add my voice to that of the American public's. I acknowledge that smaller class sizes aren't a panacea. However, limiting a teacher's total student load, and assigning class sizes according to what age and level they teach, their experience, who and what they teach, and providing a supportive context with knowledgeable specialist teachers and other education professionals all make teachers more effective and increase the quality of education received.

Trickle down economics has failed us and so will trickle-down teaching. The larger the classes and student load, and the more support staff, counselors, school nurses, social workers, specialist and resource teachers' positions are eliminated, the more diluted any teacher's effectiveness will be.

Power and Possibilities of Interactive e-books

Came across a great article by Keith Stuart at guardian.co.uk posted Sept 2010. This is the direction I would love to see the development of textbooks and novels used as prescribed texts go. I think I have said - it would be impossible to stop them from reading with this sort of interactive and immersive experience on offer. 


" What impact will digital books have on the experience of the written word – apart from the form factor, and the ability to store hundreds of works on a single ebook reader? Will the rise of gadgets like Kindle and tablet computers like iPad actually contribute to the medium in a creative way?

The Future of the Book. from IDEO on Vimeo.

This is a question that design consultancy IDEO has grappled with, producing a Vimeo clip to show three possible book-reading applications for tablet computers and ebook readers: Nelson, Coupland and Alice. It's the third (from 3:03 onwards) that interests us. Alice, the narrative informs us, is "an interactive reading experience that invites the reader to engage with the story-telling process [...] Stories unfold and develop through the reader's active participation."

For example, clues could be unlocked by shaking the screen so that most of the words 'fall off' revealing hidden codes. Other narrative elements could be unveiled by opening the book while in a specific geographic location. The video also mentions the possibility of receiving text messages and emails from characters in the book. I guess Silence of the Lambs would be a bit more scary if you started getting texts from Buffalo Bill asking what your dress size is.

But these are more like reading enhancements than truly interactive narrative features. Later, the narrator talks about the reader adding to the narrative, co-developing the story, thereby gaining access to secret events, character backstories and new chapters. "In time a non-linear narrative emerges, allowing the reader to immerse themselves in the story from multiple angles." 

Stop the NBP: We Want Off!

The news that the Wisconsin GOP has begun to investigate UW-Madison faculty should cause all members of the UW-Madison community to take a gigantic pause and ponder the reality that if the New Badger Partnership is approved, Governor Walker will get to immediately --July 1--appoint the majority of the board that will govern the public authority.

This is not an "NBP myth." The Administration does not dispute this fact-- instead, they say:

"Myth: Gov. Scott Walker will be able to control UW-Madison because he will be able to appoint a majority of the board.

Fact: Having the executive branch appoint a majority of the Board of Trustees will preserve the university’s public status and its sovereign immunity status from certain types of lawsuits. The UW System Board of Regents is fully appointed by the governor to staggered terms, where the UW-Madison Board of Trustees would include appointments by the governor and the university of members with a closer interest in the university, such as faculty, staff, students and alumni."

Regardless of whether appointing the majority of the board equates with being "able to control" the UW, this statement does not dispute the fact that the governor will immediately get to make 11 appointments. In contrast, the governor's appointments to the Board of Regents would occur over time--only as the current appointees are term-limited off.

There are 17 Regents. Only 3 have terms ending this year. Another 3 have terms ending next year. It would clearly take at least 3 years until the governor could appoint a majority of the Regents. He may not have enough time.

We are supposed to be assured that the 11 appointees would have to have a "close interest in the university"-- well, frankly, who in Wisconsin cannot make that claim? UW-Madison is unusual among state universities in that it is widely viewed as a "common good." Everyone feels a part of the place and claims to have its best interests at heart. We vary, however, in what activities we think are in those best interests. There is even variation among the alumni-- attending a university hardly makes one an expert on higher education policy and practice.

It is abundantly clear that the Wisconsin GOP thinks it's in the state's best interests to harrass and intimidate Madison faculty. If you disagree, you need to send a very clear message to Chancellor Biddy Martin right now: The NBP should not be pursued while Governor Walker is in office. Period.

The Academic Inquisition

The witch hunt is on. Last night, my colleague William Cronon -- a highly respected, tenured professor of history -- revealed that the Wisconsin Republican Party made an open records request for his university email following the publication of his first-ever blog post. What was in that post? A thoughtful set of questions about the American Legislative Exchange Council (ALEC).

The investigation of Bill Cronon scares the crap out of me, quite frankly. And obviously, that's the intent.

We are told as university faculty that we are state employees and our writing is subject to these requests, but many of us operate (have operated) under the impression we are living in a rational, civil society that understands the importance of academic freedom. No longer.

I'm betting that a request is coming my way soon. I lack Cronon's long track record in academia, I lack his tenured status, I lack his measured way of saying things, I lack his status as a white male, I lack his apparent consummate ability to separate professional vs. personal life.

And, unfortunately, I lack the ability to say I've never blogged on ALEC. Well, actually, I didn't, but my husband did. On our blog-- which we, in the public impression, write together.

So, what can I say? I sit and wait.

This is horrible, terrible, awful time to be an untenured professor in public higher education. Am I a witch?

A Few Big Things for Little People

This week, we've had some baby step milestones.  Pumpkin has started counting everything in her sight, and her ability to count with correct one-to-one correspondence is increasing daily.  She loves the Spindle Boxes!  Also, she just started drawing people.  It's her favorite art experience.

Bean is into colors.  Grading colors, creating colors, and mixing colors.  She can't get enough, and we are running with it!

Peanut is into self-care.  This week she jumped up and down in celebration..........she can button her own coat!! 

Increasing % Pell-- What Does it Tell Us?

Over the last several years, UW-Madison has increased its tuition at a higher rate than its System peers, thanks to the Madison Initiative for Undergraduates. That shift has not been accompanied by a decline in the percent of students receiving Pell Grants--in fact there's been a 5.5 percent increase in % Pell since 2000. Some are saying that this means that low-income students have been "held harmless" from the rising tuition, and that further increases would likely not lead to diminished economic diversity on campus. Furthermore, we are told, we can look to the outreach campaigns of institutions like UVA and UNC-Chapel Hill (home to Access UVA and the Carolina Covenant respectively) for models of anti-"sticker shock" programs that "work."

These claims are terrific examples of why it's a bad idea to make causal claims based on correlational data. If you want to make those statements, you can look to those examples and find support for your agenda. But you shouldn't.

In fact, the increase in the percent Pell at UW-Madison over the last few years is consistent with increases in % Pell at many colleges and universities nationwide over that time period. The cause lies not in successful outreach campaigns, or the failure of tuition increases to inhibit student behavior, but mainly in the recession. The recession had two relevant effects: First, many people were laid off-- and thus saw a temporary loss of income. Thus, students from families that in 2007 were not Pell eligible found themselves eligible for the Pell in 2008. The Pell is based on current and not long-term disadvantage. So an increase in % Pell doesn't mean you coaxed "new" low-income students into attending Madison or did a better job retaining those you already enrolled, but rather that a greater proportion of those who were already UW-bound (or already enrolled) now found themselves eligible for the additional help. Second, the Pell reduced the number of jobs available to students not enrolled in college--thus lowering the opportunity costs associated with college (e.g. foregone earnings). This could have independently increased both enrollment and persistence.

Furthermore, during the same time period, as part of the legislation that increased the maximum Pell the federal government also increased the family income (AGI) a student could have and qualify for the Pell-- from $20,000 to $30,000. Thus, a whole bunch more people became Pell-eligible during the period in which the MIU was implemented. And, the maximum Pell was increased-- possibly helping to offset the increase in tuition.

Thus, it should abundantly clear that it would be incorrect to state that the increasing % Pell at UW-Madison over the last several years is evidence that tuition increases do not inhibit enrollment of low-income students and/or that additional investments in need-based financial aid hold students harmless.

Same goes for the "success" of programs like the Carolina Covenant. Don't get me wrong-- the program seems great, and feels great, and the leadership is great. And for sure, the program's data looks nice-- they've seen an uptick in the representation of Pell recipients on campus and increased retention over time. As an evaluation they show better outcomes than prior cohorts of students. But as compelling as those numbers seem to be, they cannot be interpreted as evidence that these changes are attributable to the program itself-- and that's where the burden of proof lies. Indiana saw increases in college enrollment among the children of low-income families when its 21st Century Scholars Program was implemented, but reforms to the k-12 system were made at the same time, and the economy was booming. The program "effects" may have been little more than happy coincidence. We cannot rely on the potential for such happy coincidences when crafting new policies and making decisions about affordability.

It's time to get honest about what data can and cannot tell us. I've heard too many claims around here that it can tell us whatever we want. While that's undoubtedly partially true under the best of circumstances, it is especially true when we take no steps to collect data systematically and use sophisticated tools when analyzing it. If we were really committed to holding students harmless from tuition increases, we'd have commissioned an external evaluation (external= not done by institutional researchers) and made the data available for analysis. There are plenty of talented folks on campus who know how to do this work-- why not ask them to take a look at what happened under MIU?

We Are All Badgers: Even Stanley Fish Came to His Senses

While some continue to wander in the desert, other folks are waking up to the realities of the ongoing assault on public higher education. Remarkably, this includes Stanley Fish.

Fish's blog in today's New York Times includes some insights that more folks in Madison need to be cognizant of. Most importantly: "The erosion of support for public higher education is a part of a larger strategy designed to deprive public employees of a voice and ensure the triumph of conservative/neoliberal policies."

While I adamantly oppose the corporatization of higher education, Fish is right-- universities are more corporate in spirit every day. At my own institution, the climate is increasingly one in which faculty do not feel free to express their views, for fear of reprisal from administrators (to wit: The Sifting and Winnowing blog contains anonymous entries from faculty mainly because those taking "unpopular" positions are loathe to do so publicly). While hiring and firing decisions may not be made on 'ideological' grounds per se, there certainly is a sense that they could soon be made based on allegiances.

Faculty must have a say in how research and teaching gets done and they need to be assured that their say is more than simply advisory. Recent (and pending) events threaten the shared governance system that UW-Madison holds so dear. Given that unionization of university faculty now appears no longer an option in Wisconsin, we at Madison should protect Chapter 36 at all costs -- risking its disappearance into the new public authority (as it transforms to Chapter 37 under the leadership of Scott Walker) is just plain crazy.

UW-Madison Touts NBP Endorsement by Conservative

UW-Madison is touting a new endorsement of its New Badger Partnership from "Appleton resident Tim Higgins."

That's nice, dear.

Oh, except hang on a second....Who is Mr. Tim Higgins of Appleton? Not just an ol' man about town. This guy is a business owner with serious conservative Republican creds who is eager to "restore...conservative leadership" to Wisconsin! He was a Bush-Cheney '04 local Wisconsin co-chair.

Yep-- Scott Walker and his conservative cronies are all excited about the NBP. Things that make ya go hmmmm.....????

TAA Opposes NBP

For immediate release
March 21, 2011

Contact:
Kevin Gibbons, TAA Co-President: 608-520-3560
Alex Hanna, TAA Co-President, 765-404-6996

TAA Opposes New Badger Partnership and the Formation of UW-Madison as a Public Authority

At a meeting Sunday, March 20, 2011, the general membership of the Teaching Assistants’ Association (TAA) approved a motion to oppose the New Badger Partnership. The TAA opposes the separation of UW-Madison from the UW System and the formation of the public authority model.

The motion reads:

The TAA opposes the New Badger Partnership, especially the separation of UW-Madison from the UW System, the formation of the public authority model, and the threat to affordability and accessibility it poses to public education and the lack of protection for labor unions on campus. The TAA also objects to the non-transparent and undemocratic process by which the New Badger Partnership was designed.

“Our members have serious reservations about the sweeping changes being proposed to UW-Madison and UW System and the process through which these proposals have been pushed through without the full engagement of the UW community,” said Kevin Gibbons, TAA Co-President. “We see these provisions in the Budget Bill as a blatant attempt to privatize public education in Wisconsin. The budget bill divides the campuses of the UW System and makes sweeping cuts to our institutions and thus higher education in the state.”

As proposed a 21 member Board of Trustees would oversee the University. According to the budget bill, UW-Madison faculty, staff and students would have just four seats on the Board. “Given this governor's antagonism toward our university system and the lack of adequate representation of the UW community on the proposed Board of Trustees, TAA members have said that they cannot accept these provisions. The TAA calls on the University to maintain its commitment to the principles of shared governance and the Wisconsin Idea,” said Gibbons.

The TAA advocates for a transparent, deliberative and democratic process that engages the university community should significant changes be made to UW-Madison and UW System. TAA members have continually expressed concern over the lack of transparency that they have witnessed over the formation, planning and legislative advocacy surrounding the New Badger Partnership.

“We are calling on the University to begin a long overdue conversation and evaluation,” said Adrienne Pagac, member of the TAA Stewards’ Council and a graduate student in Sociology. “Members of the UW community should have been consulted about the details of the plan prior to their inclusion in the Governor’s budget proposal. We should have been presented with a variety of solutions to our ‘problem’ of sustained competitiveness, but we were provided with just one, the New Badger Partnership, as the savior of UW-Madison’s reputation and mission. We should solicit alternative possibilities to address issues of competitiveness, funding sources, etc. before we move forward on a plan for which we have very few concrete details at this time,” said Pagac.

The Teaching Assistants’ Association represents nearly 3,000 graduate employees at the University of Wisconsin – Madison and is the oldest graduate employee union in the world.

Mommy Moment; Open Ended Art

Mommy Moment

What Do You Mean by "Shared Governance?"

Whatever it actually means, "shared governance" seems awfully important to the faculty, staff, and students of UW-Madison. And so I want to bring to light an exchange that the Associated Students of Madison (ASM) had with Chancellor Martin about the New Badger Partnership at the end of January. I had heard about this conversation but neglected to read the text of it until now. I think it is something students should consider carefully, and discuss at great length. How do you feel about the process and how it's unfolded? How do you feel about the style of governance employed thus far, and what it means going forward?

What follows is an excerpt from the ASM "live blog" of January 24.

Beth Huang: I’ve continually heard that the partnership is not a privatization, but a way to give the university more powers. But I don’t hear much about what powers will be given to students, staff and faculty at this university. Can you give me your vision for how other players than administrators will have more flexibility?

Biddy Martin: First of all, I’ve never said we want more “powers.” We want more “tools.” Greater flexibility would allow us to rely more on our shared governance system. The shared governance system would have to do even more work and be even better. We would have more decisions to be made with shared governance groups. A lot of kind of decisions “that get made for us” right now, would be made here. I’m not against state support in any way. I’ve spent more time at the capitol advocating for state support than any other chancellor. But I’m also a realist.

Don Nelson (assistant to Chancellor): The protection of shared governance is a “bottom line” in any legislation. It gives us the student perspective that we just don’t have on a daily basis.

Huang: Right now I’m only aware of advisory committees that have to do with the partnership. When the budget comes out, will we just have advisory committees, or will students have votes on those shared governance committees?

Martin: We don’t know. Right now the advisory committee on the new partnership was just established last semester. “Everything that happens through shared governance is technically advisory.” Shared governance ensures that administrators don’t make decisions without serious consultations with shared governance groups. The only thing that would change is that there would be more opportunities for shared governance on this campus, and students would have just as much input in shared governance groups as they have now.

Huang: Would there be guaranteed votes on shared governance committees for tuition setting?

Martin: Tuition setting would not be done by a group on this campus. We would be overseen by a board, and that board would have the final authority to set tuition. They would set it based on recommendations from the campus. If we had a board specific to UW-Madison, I would want students to be on it. If I was given a voice on that matter, I would say that we want student representation.

Student: If there was a consensus across the university that we don’t want you to move forward with this, how would we be able to express rejection of this?

Martin: I think the proper way would be through shared governance. And if you do reject it, I would ask what you would suggest we do.

Nelson: I would say you should consider what principles of this plan you have issue with. Each principle will be voted on by shared governance groups.If there is widespread discontent, I think it would come through the shared governance process.

******* (A few minutes later) ******

Student: A lot of students are concerned that this is an attack on shared governance. How are your decisions really made, and how much student input was actually taken into account? I think students feel like they were alienated from the process.

Martin: I don’t see my position as a leader as sort of sorting through an agglomeration of opinions on campus. That’s not a leader; that’s a mouth piece. I feel good about what I did, which is take what I’ve learned over many decades of work in higher education, and come up with an analysis of what I think could help us, and then try it out. I wanted to see whether it would have any support before I pushed it with anybody. I published an article about it last spring, and I sent out a letter about it to the entire campus. I’ve been completely above board.When I was talking to gubernatorial candidates, I wanted to explain to them the importance of this university, using the powerpoint that is online, that everybody has seen. You need a different leader if you want someone who is just a mouthpiece for things that were voted on in advance. We would never get anywhere if we had people deciding on every detail before we could discuss anything with leaders. When I don’t seem to you to be adequately consulting, you’ll tell me and I can be responsive. I think the way the process has unfolded has been legitimate.

This is What Communication Looks Like?

UW-Madison Chancellor Martin has received positive press for her willingness to use social media to communicate with her public. In 2009 she was described in the Milwaukee Journal Sentinel as open to feedback, and eager to engage.

"We've got a chancellor here who has been trying very hard to be open to feedback. She's done a huge number of public forums, trying to build support for the Madison Initiative," [Katy] Culver said. "Having her out there and appearing to be someone who is interested in using social media, is open to letting her personality out there, that may work very, very well for her."

I thought this was super-cool of her. So, I started talking with her over Twitter about the New Badger Partnership. As a professional, I tried hard to balance candor, curiosity and a respectful tone. I mean, heck, I'm also untenured!

Imagine my surprise when a few days ago I noticed her Tweets disappeared from my feed. I was no longer following her. Not to mention, she'd stopped responding to me. I thought, ok, I'm being ignored-- I get it, she's busy, and disagrees with my point of view.

But it's more than that- I've been officially BLOCKED. Blocked from my Chancellor's Twitter feed. Can't follow her. And I'm told by others who oppose the NBP that I'm not alone.

This is what communication looks like?

--------

UPDATE: Check out Sherman Dorn's "Note to Biddy Martin"

UPDATE: On Saturday midday I received a Twitter notification that Biddy Martin wants to follow me. Ok, so I checked: and now I'm allowed to follow her again. Needless to say, I'm glad she's changed her mind. On Wisconsin.

UPDATE: Me again. Apparently other folks are still blocked from following Chancellor Martin. This is not resolved.

ROYGBIV Cupcakes & Shamrock Pricking

Busy day! I was able to snap a few pics. Happy St. Patrick's Day!!

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