Abstract/Notes: In May, 1991, the newly chosen Milwaukee Public Schools Superintendent, Dr. Ho,vard Fuller, visited Highland Community School. His main question to parents and staff assembled to greet him was, "What lessons can we public school people learn from you?" Highland people had cogent ideas to pass on to him. This book is a more formal response in which I hope the hundreds of people who have continuously created Highland in its first twenty-five years speak through me in answer to him and to his colleagues elsewhere in public education. Highland began in late 1968, and by 1994 was one of only ten schools in the entire country to qualify for state-financed vouchers to independent urban schools. It is small: about seventy ethnically and economically diverse students aged two-and-a-half to ten years, three teachers and three assistants, a full-time executive director, and three part-time helpers, including a parent coordinator. One of the teachers doubles as principal. Annual expenditures per pupil are about $2,800. The curriculum is Montessori-based. The building is a century-old mansion. The school is governed by a nine-member parent board of directors and helped, primarily in fund-raising, by an advisory group of trustees. It is located in Milwaukee's Near West Side, an economically depressed and violent neighborhood (Jeffrey Dahmer's apartment, since razed, was only five blocks from the school). This is the story of a small school. Faced with the vastness of urban decay and its impact on educational institutions, the reader might question whether describing and analyzing this diminutive organization has any relevance to urban education. Despite differences between it and stereotypical urban public schools, however, it brings a message to American education much more important than its size seems to warrant. Its size is precisely the point. Change nucleates and incubates in small settings. Our huge society conditions us to think in terms of large numbers, sweeping change, vast federal programs. Government may be able to create contexts for change, but the changes themselves have to be brought about where individuals assemble to meet their mutual needs. Whether their relationships will be harmonious and productive, or acrimonious and dysfunctional, depends on how the organization is structured and what spirit has been breathed into it. This book fleshes out the organizational and attitudinal reasons that Highland works so well and what public education can learn from this small inner-city educational oasis. As a framework for the organization of this study, let us first review factors that research has revealed make a school effective.

Language: English

Published: New York, New York: Garland, 1997

Edition: 1st

ISBN: 978-1-315-05106-2

Series: Studies in Education and Culture , 10

Language: English

Abstract/Notes: In 2019, educators at Beehive Montessori School (Beehive) in Western Australia implemented their self-defined digital literacies framework. The framework guided their approach to, and use of, digital technologies in their classrooms. Doing so came out of a whole school action research project in which the school became a hub for inquiry and educators, and researchers worked together to identify issues and develop improvement processes. At the project conclusion, the educators and researchers had collaboratively defined a solution that met the mandated curriculum needs and fitted with the school autonomy. Most importantly the project and the solution empowered educators, as it aligned with the school-identified virtues and utilized the three-period lesson to teach it, all of which was consistent with Montessori pedagogy.

Language: English

DOI: 10.14324/LRE.18.3.03

ISSN: 1474-8460

Language: English

ISSN: 1539-7459

Abstract/Notes: Kindergartens are socio-spatial organizations with their social and cultural as well as their spatial structures which prepare children to be responsible members of the society. In the ear ly years of the twentieth century, the issue of how to raise new generations was one of the primary research areas of many educational scientists, especially in Europe, and therefore different progressive pedagogical methods were generated. Among these views, the Waldorf pedagogical approach developed by Rudolf Steiner, Montessori pedagogical approach developed by Maria Montessori, and Reggio Emilia pedagogical approach developed by Loris Malaguzzi became prominent. Although these three pedagogical approaches have a common view that the child should be accepted as an individual with his/her rights, each of them involved different physical environment requirements in the context of their educational philosophies. The projects obtained in an architectural design studio course constitute the focus of this paper and it aims to decipher the semantic and syntactic characteristics based on twelve student projects. The semantic dimension of the study was revealed by coding the related themes through students' project reports while the syntactic dimension of the study demonstrated the prioritized social interaction area through isovist area and variance values. Considering the semantic results, it was revealed that the students not only comprehended the spatial requirements of a specific educational pedagogy but also grasped the transformative power of the methods, in terms of physical, social, and natural characteristics. Considering the syntactic results, the fact that the mean isovist area value was higher in Reggio Emilia schools showed that the piazza dominates the physical setting. The fact that the school cluster with the highest variance value emerged in Montessori draws attention to the changeability of isovist perimeter value within the interiors to orientate the individuals to the classroom units.

Language: English

Published: Bergen, Norway: Western Norway University of Applied Sciences, 2022

Pages: 25 p.

Language: English

Language: German

ISSN: 0944-2537

Language: English

ISSN: 1071-6246

Abstract/Notes: Experience of the Liverpool Middle School, Liverpool, New York, provides a rationale for organizing school systems to include ungraded middle schools. If, as evidence indicates, today's youth are maturing earlier, are more sophisticated, and are capable of greater accomplishment, then the traditional grade 7-8-9 arrangement does not meet the needs of ninth grade students while elementary schools can not meet the needs of sixth grade students. It is felt that grouping students by grades 6, 7, and 8 in the middle school aided solution of this problem. By introducing a multi-age grouping of students for each subject, each student's unique qualities and individual capabilities were recognized and given full educational advantage. This ungraded system required curriculum reform and flexible scheduling which were implemented along with a system of team teaching. Problems of team isolation, friction within teams, curriculum oriented outlooks, unwillingness to regroup students, and lack of evaluation of innovations were being solved. Progress made with the middle school concept indicates its viability. (TT)

Language: English

Published: [S.I.]: Prentice-Hall, Inc, 1967

Language: Dutch