Mar 30 2008
Chapter 9 Oakes and Lipton: The School Culture
This is not a good week to talk about school culture. Maybe that’s why Rhina assigned it. I found out about a month that our assistant principal would be leaving to take a Principal’s position in Paulding County. Then, we found out last week that our Principal was being reassigned to a different school within Cobb County. This would make 6 principals in nine years. As I read Chapter 9, I felt a lot like the teacher they quote at the beginning of the chapter. I know that it takes continuity to create a positive school culture. I am beginning to question whether we will ever have a consistent administration at this school. As I read through this chapter, I identified with many ideas. One was the qualifications of the teachers. Now, our school has plenty of qualified teachers. I would say about 15% have or are pursuing their Ed.S. degrees. I would say about half of the teachers have their Masters degrees. However, I will say that the way that tutoring and summer school are funded work to the deficit of the students. Until the government says they will give us a certain number of teachers, I will always think that administration will employ the “cheaper” teachers. Each year when funding is distributed, it is distributed in a dollar amount. Then administration has to decide, do I want smaller groups for tutoring and summer school, or do I want more qualified teachers. I am one of the most expensive people to employ for these programs even though I have unique qualifications. I can understand why the administration approaches me last. There are a lot of people that they have to pay less. This is not beneficial to the kids. They should be able to have the most qualified teachers for these programs as well as small teacher to student ratios. But, I’m not sure how they could change that. A colleague and I presented a staff development last week at a Staff Meeting. It was a good presentation and I think the staff has had a shift in their thinking. The next day, one of the teachers approached me to ask if he felt like he had disrupted the meeting. He had gotten an email from the Intermediate Principal because he was being too disruptive. That was crazy to me! You have a lot of much bigger issues to address, yet, you go after the behavior of three teachers who had clearly participated in the staff development. We already have a “school within a school” administration. We are divided into two schools under one roof. We have a Primary (K-2) school and an Intermediate (3-5) school. One thing that the chapter didn’t address is that I think the culture of the Intermediate School impacts the culture of the Primary school. When the Intermediate Principal tries to micromanage things, it depresses the Primary Staff. We know that the hard work we do to try and prepare our students for the Intermediate school can quickly be undone since their climate is so poor. I wish they would just build a separate building for the Primary school. Then, I think we could overcome the negativity of the Intermediate’s climate. Well, we will see if this change is a good one or not…only time will tell.