Sorting Machines

Several years ago the Director of College Counseling and I met with a senior admissions officer at an Ivy League school.  At one point in the conversation she said, “If you want more Ivies on your college list, admit more talent.”  I don’t think I will ever forget that statement.  I understand what she was saying, and I certainly see the validity of her point.  But implicit in this statement is a rather cynical attitude about the value of teaching. 

It’s subtle, I admit, but still, unmistakable – don’t expect your teachers to do more than sort the wheat from the chaff. Insist that teachers throw out the challenges to the kids, and the school will eventually be able to separate the great students from the merely good ones, the athletes who will play in college from the others, and the great musicians from the rest. The role of the teacher is simply to challenge - challenge to the nth degree so that the school can properly sort the students in ways that make it easy for selective colleges to render admission decisions. 

OK, I admit that the above is only a partial truth, but that’s what happens when a school, almost unknowingly, acts as if its sorting function is the most important value.   There are lots of schools - private and public - that would never admit to this uncomfortable truth, but they exist.  Having teachers who inspire, teachers who care, teachers who make a difference, teachers who value students and search for their talents, takes a back seat to the sorting function.  Many of these “sorting” schools veil their ultimate goal with lots of talk about close student-teacher relationships, and there is probably enough truth in these statements to make prospective students and parents feel good about their choice.  But make no mistake; the highest value in the hierarchy of values at these schools is to sort. 

I love teachers and their power to make a difference in so many wonderful ways.  Even as I moved into administration, I was always in awe of the impact teachers had on the lives of students.  I was, to be honest, jealous of these great teachers even in my role as their supervisor.  To become a mere ‘sorting machine” is to denigrate this great profession and limit a school’s ability to value the multi-dimensional glory of each of its students.  May this never happen at Rivers!

Innovative thinking pays dividends

One of my favorite expressions is “best idea wins.” When I use it at faculty meetings, it’s not to challenge teachers to go beyond the standard syllabus or class activity to try something different in the classroom. I challenge them to really think outside the box, to find new and better ways to teach and mentor our students.

This summer, that spirit of innovation has paid off for two of our teachers who have been recognized outside of our own Rivers community for their groundbreaking ideas. I am so proud that the programs they conceived of and implemented at Rivers have gained the respect of top universities and institutions.

In June, Kate Wade’s RISE program for 10th graders helped earn her a $20,000 fellowship toward her master’s degree from the University of Pennsylvania. The Gardner Carney Leadership Institute presented her with their first ever cgLi/Penn Fellowship in Pedagogy of Leadership, citing her “outstanding work in building the RISE program at Rivers.”

Shortly after that, Julian Willard, founder and chair of our Interdisciplinary Studies Department, was appointed a research fellow at Yale University's Interdisciplinary Center for Bioethics as well as a visiting scholar at The Hastings Center, the premier center for bioethics research in this country.

These four institutions are the best of the best in the fields of leadership training and interdisciplinary studies. It’s wonderful that Kate and Julian will have the opportunity to expand their own horizons among like-minded academicians (they’ll both continue teaching at Rivers!).

Kate and Julian are just two of our many teachers who thrive on finding a better way to achieve their goals. Dave Burzillo’s BIG History course was a prototype for the Gates Foundation’s curriculum for teaching history online anywhere in the world. Our 21^st Century Focus Group – Rivers’ think tank – meets regularly to explore what’s new in education and to look for ways to take the best of those ideas and make them work even better at Rivers.

So when I suggest “best idea wins,” I never know what might happen, but I do know it will be exciting to watch it unfold.

Taking Stock

I recently read an article in The New York Times by Camille Sweeney and Josh Gosfield who proposed that a company's ultimate success often rests with its leader's willingness to step back, examine, and reset, if necessary, the company's basic assumptions and goals. For them, self-examination is seen not as a sign of weakness, but one of confidence and creativity.

At Rivers we are spending this academic year conducting a self-study as the first step in the school's re-accreditation. Committees of faculty and staff have closely examined everything from the curriculum to the administrative structure. A summary document of our findings will be reviewed by an outside committee of educators, including the heads of Greenwich Academy and Milton Academy, and they will make their own recommendations to Rivers next fall.

I have been most interested in the results of the recent surveys that our students, parents, and alumni have taken the time to thoughtfully answer, because, as our “customers,” they are the true measure of whether or not we are fulfilling our mission to educate knowledgeable and compassionate leaders of tomorrow.

Across the board, each of these groups placed the relationships between student and teacher in the highest regard. It has been, and always will be, our first and foremost goal – what sets us apart as a community – to teach, coach, and mentor our students as unique individuals.

Students also praised our strong sense of community that provides a safe, comfortable, and accepting environment. Alumni felt that Rivers had prepared them well for college, with dynamic faculty and strong academic support as key to their success.

As we move forward, we’ll use the surveys and self-study reports to chart Rivers’ future course. Already we’ve begun to address areas where we can do more. Our recent Day of Consideration grew out of the study’s finding that we as a community need more opportunities to discuss and celebrate not only what brings us together, but what makes us different. Throughout the day, students and faculty met in workshops to discuss everything from stereotypes in music to experiencing a major loss. Our hope is that, having initiated these conversations, we’ll be more inclined to talk about these topics in our daily lives.

I am excited to see where our self-study takes us. It is a great opportunity to enhance what we already do well and improve those areas that will make us an even stronger community of learners.

Faculty-Student Connections: Rivers' Advisor System

One of the values that defines Rivers is relationships. In fact, relationships are at the heart of the Rivers experience. We believe when students know teachers want them to be successful, and when students know they are valued not as achievement-machines but as multi-dimensional human beings, they are more likely to stretch for excellence and more likely to pick themselves up when they inevitably fall. Relationships provide the grounding for students to explore, try new things, and test themselves. These students know that adults are in their corner, ready to listen, provide feedback, mentor, and support.

Relationships are part of Rivers’ DNA.

Several years ago in an effort to do a better job of promoting relationships, the school undertook a self-examination of the advisor program. We liked our program, but we thought it could be better. We made several changes including adding more advisor-advisee time and one-on-one meetings, introducing parent-advisor conferences, creating advisor-team meetings, and using professional development money to discover best advising practices. These efforts stemmed from our desire to do a better job of living our values. The results have been dramatic. The link below will take you to a video about the Rivers advisor system. Enjoy!

VIDEO: Advisory Groups Nurture Student-Faculty Bonds

Why Rivers Implemented a New Schedule

This year Rivers introduced a new schedule, one that is significantly different from schedules of years past. With this new schedule, each course meets three times a week. On Monday each class meets for 45 minutes. On Tuesdays and Thursdays half of the classes meet for 80-minute blocks, and on Wednesdays and Fridays the other half of the classes meet for 80-minute blocks. 

So, why did we change the schedule?  What difference does a new schedule really make? 

For Rivers, the answers to these questions are in the values that define the school – specifically, our commitment to excellence, quality of experience, and innovation. 

The new schedule promotes excellence by forcing students to go deeper, gain greater insight, and revise their theories and assumptions. Longer periods mean deeper, more sophisticated thinking. Science teachers appreciate the extra time for labs and demonstrations. Teachers have had no problem varying activities within the 80-minute block to ensure students are engaged. 

Moreover, the new schedule reflects Rivers' commitment to quality of experience. We are no longer herding students from one class to another without suitable breaks and time to decompress. Students report that homework is much more manageable, and the pace of the day is not so frenetic. 

And finally, the new schedule illustrates the spirit of innovation that is a hallmark at Rivers. This is a school that is constantly looking for more and better ways to live its mission and values. The drive to find a better schedule that fosters both excellence and quality of experience emanates from this spirit.

Both students and teachers praise this schedule change! Click here to read more about the new schedule and to see some feedback from faculty members and a student.

Expressing Our "Life Force"

This summer, I had the opportunity to read Walter Isaacson’s biography of Steve Jobs. The story prompted me to think about Jobs and Apple, and the question "What makes an organization great?"

I've spent a lot of time throughout my career thinking about this question and reading books and articles about the essential ingredients that make up great organizations – leadership, technical expertise, collaboration, management techniques, marketing, strategic planning, and execution.

But the biography of Jobs gave me a new slant. I came to the conclusion that perhaps the most significant reason for an organization's greatness is the passion to bring an idea to life and the ability to find a means of expressing that idea.

Apple's greatness stemmed from Jobs' obsession with bringing the marriage of technology and humanity to life – the functionality and practical work of computers married to a belief in creativity, elegance, art, design, and experience – the human dimension so antithetical to technology before Jobs. He was committed to finding ways to express this idea.

In this regard, he had so much integrity that he demanded even the inside of the Mac be elegantly designed. This demand was the truest reflection of his passion for making incarnate his idea of the need to combine functionality and elegance in technology.

Yes, Jobs wanted to beat Microsoft and other competitors, but the genius of Apple did not arise from that desire. Rather, it came from this passion to birth an idea. It was Jobs the artist, not Jobs the businessman or computer expert, who was the essential element in Apple's greatness.

The great dancer and choreographer Martha Graham wrote a poem that captures this concept so perfectly, and I quote in part:

There is a vitality, a life force, an energy
A quickening
That is translated through you into action
And because there is only one of you
In all of time
This expression is unique.

And if you block it, it will never exist
Through any other medium,
And be lost.
The world will not have it.

During the past year at Rivers, we have spent a great deal of time reflecting on what Excellence with Humanity means to us. What are we most passionate about at Rivers? We’ve distilled our thoughts down to five attributes that we use to define Excellence with Humanity - five areas that illustrate the "life force" of this idea:

• Excellence: We’re committed to maintaining high standards in and out of the classroom. 
• Quality of Experience: It matters to us that our students are happy - that they gain a sense of self-efficacy and autonomy by facing the challenges we give them.
• Relationships: When we know and care about our students as multi-dimensional human beings, they will stretch for excellence and be willing to take risks. 
• Innovation: We’re continually looking for better ways to live our mission. 
• Character: We want to graduate great academicians, artists and athletes, but we also want to graduate great human beings.

At Rivers, Excellence with Humanity is OUR collective art - it is our creation and it demands that we seek its expression in the work we do.

This is the mission and the promise we are committed to at Rivers.

Competition vs. Uber-competition

I can’t leave this topic of the pitfalls of an uber-competitive environment. Earlier this week, I pulled out my Duke Magazine (the November/December 2011 issue) and read the article “Dreams, Fears, Pressures: Beneath the Surface.” It details the intense pursuit of perfection and the deep-seated fears the highly successful Duke undergraduates are feeling. In the library at Duke, students are able to write down their greatest hopes and fears. Here is a sample of those thoughts: 

• “loneliness” 
• “to not fulfill my own goals” 
• “accidentally hurting people, especially ones I care about” 
• “that I am damaged goods” 
• “having people realize that I am not as perfect as I try to be…” 
• “being alone” 
• “to give it all back to my parents” 
• “making my parents proud” 
• “to stop caring about the fact that I won’t be in med school” 

These are Duke students. Has the drive to compete, to be perfect, to meet parental expectations drained the humanity out of them? 

Do the quotes help you understand why Rivers subscribes to “Excellence with Humanity?” On one level, “Excellence with Humanity” signifies a balance between developing a competitive spirit, and discovering and developing talents and passions (being true to oneself). I know for some people, this balance is hard to comprehend. For some, getting ahead is the only thing that matters and they believe teaching kids how to do that is the job of independent schools. Indeed, competition is important and teaching students how to compete to improve their performance can be growth-inducing. But competition should be balanced with the legitimate pursuit of self-knowledge, the awakening of passions, the stuff that makes us human and ultimately will make us happy. This is the balance that Rivers strives for.

When schools create a super-competitive culture in which students are only striving for the gold ring of an Ivy League admit, they run the risk of graduating young people whose humanity has been stifled. Competition is a good thing; uber-competition is not.

Expressing Gratitude

Last week I had the privilege of listening to one of our seniors, Alejandra Gil, talk about her experience as an immigrant from Colombia. Alejandra's senior speech focused on the sacrifices of her parents, especially her father, in order to give her the opportunity for a better life. Overwhelmed by her feelings of gratitude, she broke down in tears a few times but courageously finished delivering the speech. The Rivers community responded with a rare standing ovation.

Alejandra's speech poignantly reminded me of the importance of gratitude in our lives. When I first became a head of school in Hawaii, I thought little about gratitude. I took for granted that teachers and administrators would do their jobs. I saw the value of their work as a means to an end – getting our students to the finish line of graduation. I was often so focused, I didn't adequately express my gratitude.

How shortsighted!

Ultimately, the expression of gratitude is our path to connecting with others and an affirmation that it's easier to get through this thing called life together than alone. In the school business, gratitude is critical because it nourishes the spirit of teachers, reminding them of why they got into this business in the first place – to make a positive difference in the lives of others. To express appreciation for their extraordinary efforts is to acknowledge the value of their calling and the purpose of their lives.

But a wonderful byproduct of expressing gratitude is entirely selfish. At the end of the day I am happier being a grateful person than an ungrateful person. I sometimes need to be reminded of this. Thank you to Alejandra for doing so!

Leading an Independent School

Last month, Independent School, the quarterly magazine of the National Association of Independent Schools, published an article I co-wrote with a retired head of school about strategic thinking in schools. Cynthia and I loved working on the article two summers ago as we each reflected on our own experiences as leaders of independent schools. As the article points out, many heads sadly tend to become problem-solvers instead of thinkers and visionaries. The job certainly lends itself to falling into this trap. But too often the result is that no one is thinking deeply about what the school is and what the school can be in the future. Strategic thinking, supposedly what schools are paying heads to do, takes a back seat to solving problems with the head becoming the problem-solver-in-chief. 
 
Good strategic planning requires research, study, and deep thinking. Unfortunately, heads often substitute their own biases and values for the hard work of thinking strategically. As a result, schools unnecessarily limit their potential. 


Over the coming 24 months Rivers will begin its own strategic planning process. It will do so, however, only after we have completed our self-study for accreditation next year and an analysis of the intensely competitive independent school market in the Boston area. In short, we will look inward to see how we can do a better job of living our mission and look outward to determine if those improvements are important to prospective families. Both perspectives matter. Gazing inward provides the grist to inspire our educators; focusing on the external grounds our vision in the reality of the market place. Great strategic planning marries the two perspectives.

Making History

The following is a guest post by faculty member, Ben Leeming. Ben is the History Department Chair at Rivers.

This year the Rivers history department initiated the first phase of a long-planned shift in the history curriculum with the launch of a brand-new ninth-grade course titled Perspectives in World History (PWH). Students and teachers alike have responded favorably to this new offering, which approaches world history from a thematic perspective that emphasizes the historical roots of present-day issues such as “wealth and poverty,” “the environment,” and “violence and conflict.”

PWH seeks to confront ninth-graders with relevant issues seen from multiple points of view and challenges them to grapple with ambiguity and contradiction in an effort to develop their own critically-informed opinions. PWH is internet-based, research and writing intensive, and skills-oriented. The course aims to equip students with the critical thinking skills necessary to navigate a rapidly changing, expanding, and globalized world. 

The ultimate goal of the changes we are making in the history department is to foster passion for historical inquiry in our students. We hope to kindle this passion during the freshman and sophomore years through exposure to newly-conceived year-long courses, and then fan it into flame junior and senior years by allowing students to delve deeply into more specific areas of study. Many of us recall from our college days that experience of opening up the course catalogue and pouring over page after page of history offerings, wishing we could somehow take them all. This is the sort of experience we hope to present to our Rivers students. 

The second phase of changes will unfold this coming academic year and involves shifting United States History, traditionally taught during the junior year, to the tenth grade. As history faculty members, we wanted to offer a greater degree of choice to students interested in history and to shift the balance of course offerings away from the traditional, year-long survey course and toward a variety of diverse and interesting history electives. By moving U.S. History to the tenth grade, we will eventually open up both eleventh and twelfth grades to electives, many of which are totally new and currently in the planning stages. 

U.S. History will remain a graduation requirement, and will be taught to both tenth and eleventh graders next year until it can transition fully into the sophomore year. We are already referring to 2012-2013 as “the year of United States History” in the history department! Students who receive the necessary departmental recommendation will have the option of taking the Advanced Placement U.S. History course, which will be available to both tenth and eleventh graders next year. Honors U.S. History will be offered simultaneously for qualified students. 

The third and final phase of the course changes will commence in the fall of 2013. By this time PWH will be in its third year as the foundation of the Upper School history experience, U.S. History will have settled into its new position in the tenth grade, and juniors and seniors will have many exciting electives to choose from. Each elective will fall into one of four “strands”: ancient history, early modern history, modern history, or U.S history. Examples of elective topics will include: modern Latin America, modern Africa, modern India, disease in history, Muslim Empires, the Maya & Aztecs, war in the nuclear age, and “Big History.” As a consequence of moving AP U.S. History to the tenth grade, AP Modern European History – arguably the most advanced history course offered at Rivers – will be open to both juniors and seniors beginning in the fall of 2013. In an effort to provide an uninterrupted strand of Advanced Placement courses to qualified Upper School students, we are also considering offering AP Government as an option to juniors and seniors. Finally, the Rivers history department will continue to offer the option for Independent Study, effectively a one credit “elective” in which interested students may arrange for directed study of a historical topic of their choice with a history faculty member. 

Our aim is both to inspire in students a lifelong love of history and instill in them the qualities of a good historian: analytical, informed, open-minded and perceptive.

"Hope is a Good Thing"

On Friday, I watched Rivers students perform Man of La Mancha. The performances were captivating, and the young Rivers thespians earned a standing ovation. The play presents the struggle with the age-old conflict between delusion and hope – the romantic vision versus the practical reality. In the end, despite the misguided, fanciful antics of Don Quixote, hope seems to win. Quixote's romantic vision softens the heart of Aldonza/Dulcinea, almost erasing the grit and grime of her soul so she can find compassion and reach out to the man who believed in her.

"Hope is a good thing." Remember that line from the Shawshank Redemption. The pragmatists wrongly believe that hope is about the future, about a misguided, unfounded prediction of what will happen. Hope is about the present; it's about finding ways to sustain ourselves when life goes terribly wrong. And it works, not always in the way that we intend, but it works. Aldonza became Dulcinea because Don Quixote saw her and treated her with respect and even reverence. It was his romantic vision that changed her. Once she accepted that vision – in essence once she accepted his love – she could rise above her self-absorbed life to find meaning.

A friend of mine once said of hope: "Act as if it's real, and see how your life is changed." A big thank you to the Rivers actors for reminding me of this lesson.

Community at Its Best

On Wednesday, January 4, most of the school's students and teachers traveled to Fenway Park to watch the girls’ varsity hockey team play St. George's at Frozen Fenway. It was a great Rivers moment – a shared experience that strengthened our community. This sense of collaboration and coming together around shared experiences is a cornerstone of the Rivers way.

Last Monday, Middle School math teacher Sam Poland spoke to the entire student body about the regret he still feels about giving up his dream of playing basketball in college, even though that decision led him to another activity he found fulfilling: singing. His point was that we need to think carefully about the choices we make, and his speech captured the attention of the entire student body at All-School Meeting that day. It was another shared moment. 

The concept of community can be an enigma. Americans, in particular, extol the virtues of individualism and sometimes chafe against the straight jacket of community pressure. Some American writers have criticized community for creating a culture that stifles the individual. I've seen this happen; I get it. 

But I'm not ready to toss community building aside and label it irrelevant at best or detrimental at worst. I have seen too many instances when community has lifted our students and promoted their growth as individuals: the star athlete who learns the value of teamwork, the senior who shares the poignant death of her father in her senior speech, an upper classman reaching out to freshmen. Community at its best encourages each of us to use our individual leadership strengths and to sublimate our individual wants in order to satisfy our intensely human need for connection. When those connections reflect and support our core values of respect, honesty, compassion, and responsibility, and enhance the quality of experience here at Rivers, how can we not be enriched as individuals?

Music at Rivers: Instrumental in the Learning Experience

The following is a guest post by Rivers Performing Arts Department Chair David Tierney. David is also the Director of The Rivers School Conservatory.

The interview on The Rivers School website with Rivers’ Jazz Director Philippe Crettien gives the listener insight into nearly every aspect of what makes the music program at Rivers so outstanding. The passion Philippe has for jazz is evident in every word and gesture; the depth of his dedication to teaching is palpable as he talks about the cycle of students and educators teaching each other; and his commitment to “being in the moment” with a “valid music statement” through his own learning and performing is unambiguous. But what makes Philippe a great teacher and the jazz program at Rivers the envy of public and private schools across the country is his unshakable belief that every student can play jazz well and the generosity of spirit and energy that he uses to guide every one of his students through the mastery of their instrument, music, and jazz.

Why is jazz so important? Before we can answer that question, we need to acknowledge why music in general is so valuable to learning. During the past 20 years, there have been numerous and extensive studies conducted by the National Association of Music Educators, McMaster University, University of California at Berkley, and Stanford University, to name a small handful, on the relationship between music and learning. The evidence seems to overwhelmingly prove that studying music trains the brain for higher forms of thinking including sequential learning which translates into stronger reading comprehension and math scores for music students. In my opinion, music also fills the most serious abyss in our education system – and perhaps in our society today – a lack of self-discipline. The very nature of learning an instrument, while providing the student with an intensely personal connection with a teacher-artist, requires the student to think and work independently, develop self-confidence, engage in honest self-critique, think creatively, communicate clearly and concisely, and persevere.

Both jazz and classical music require technical mastery of an instrument and artistic creativity. While the classical musician needs to interpret a musical score in order to bring the notes on the page to life, the jazz musician must use technique and improvisational skills simultaneously to both create and perform un-composed music using only a handful of written directions (changes) in the score. Jazz performance is uniquely authentic, requiring the performer to be the composer in the moment, creating and playing music with passion, developing musical ideas by listening, thinking, and responding to others in the performance. The best analogy I have heard is that the classical musician is like a Shakespearean actor who has mastered a script but must now bring a character to life, while a jazz musician is the actor without a script, perhaps with only a few notes for direction, who must immediately perform in character and engage in dialogue with other actors.

At Rivers, we hold students in both classical and jazz studies to the highest standards. Philippe Crettien is emblematic of the quality of teachers and the program at Rivers. He pushes his students' artistic imagination and critical and creative thinking skills to levels they never dreamed of attaining. The result is district, state, and national recognition, signifying a program of unparalleled depth and quality.

Practice What You Teach

I believe strongly in professional development for faculty. To me it's a mark of a school that is serious about what it is trying to accomplish. Opportunities to share best practices, graduate studies, conferences – all of these translate into teachers who are growing which, in turn, is a major component of high faculty morale.

Lately, I have been intrigued with teachers who actually “practice what they teach.” Does a teacher's work in his/her discipline make a difference in the classroom, or is it simply entertainment for the teacher? With two of our teachers, Dr. Aisha Cort in the Foreign Language Department, and Ben Leeming, Chair of the History Department, presenting their respective research at national conferences, and with the recent display of our art teachers' work in Bell Gallery, I was motivated to seek answers to my question.

It turns out Ben Leeming's research in Latin American history and his growing expertise as a practicing historian play a huge role in his teaching and the design of the curriculum:

“History is not just something you learn, it's something you do,” says Leeming. “My Ph.D. research has made me more sensitive to the fact that history is a way of understanding the past that involves interpreting evidence and arguing for a particular perspective. The reality is that history often involves multiple perspectives, which often conflict. In contrast, many students come into our classes thinking history is about ‘facts’ and that learning history requires little more than the memorization of those facts. As a result of having to grapple with contradictory interpretations in my dissertation research I have increasingly tried to introduce multiple interpretations into my teaching, as well as the skills students need to analyze primary sources and conduct their own historical analysis.”

Ben's research has led directly to developing critical thinking skills among his students.

Likewise, David Saul, Visual Arts Department Chair, feels strongly that his work as a practicing photographer influences his teaching:

“When I photograph and engage in the creative process, I am constantly learning,” says Saul. “I can use that learning to guide my students in the process."

As with many teachers who practice what they teach, David points to empathy as a powerful teaching tool:

“Students will struggle with the creative process where there is not a right answer,” he says. “I can share with them the struggles I have had in creating art, the unexpected paths I have taken, and the need for persistence."