It will knock the socks off this profession.-Harvey Daniels Author of Subjects Matter and Content-Area Writing The renaissance in comprehension instruction launched by Mosaic of Thought has led to changes in hundreds of thousands of classrooms, where teachers now model reading strategies, and students probe meaning more deeply. But no book in the field has satisfactorily answered the question: What does it really mean to comprehend? In To Understand, Ellin Oliver Keene not only explores this important question, but reveals what teachers can do to encourage all students to engage in deep understanding far more consistently than before.In discovering what's really behind comprehension, To Understand goes well beyond comprehension strategy instruction. Keene identifies specific Dimensions and Outcomes of Understanding-characteristics identified in readers with a highly developed ability to make sense of text-to help you rethink what comprehension is. She demonstrates how to leverage the Dimensions and Outcomes into relevant, provocative, memorable instruction. To Understand proposes a model that incorporates all aspects of literacy instruction-word learning and comprehension-and describes how teachers can focus on what matters most in literacy content. Keene shows that when teachers target the most essential content, they have the time to help every student engage more deeply with texts and discover a passion for reading and learning. The model is founded on four simple, but powerful concepts:Focus on what's important by teaching vital concepts in depth rather than skimming over nonessential skillsUse research-based teaching and learning strategies, including proven-effective comprehension and language-based strategies, then taking them further by showing students how the strategies lead them to a fuller understand of a textTeach the essential concepts over a long period of time so that children have an opportunity to learn not only a comprehension strategy, but to explore where that strategy leads in their understandingGive students numerous opportunities to apply the concepts in a variety of texts and contexts. With To Understand in hand, you'll find new ways to draw out the innate intellectual interest in every student and spark dramatic improvements in literacy learning and comprehension, even among students who struggle. You'll see that by rethinking what it means to understand-by teaching children the Outcomes and Dimensions of understanding-you can help students exceed expectations while broadening your vision of their abilities, their capacity, and their energy for learning. There's still more-much more-to learn about comprehension. Read To Understand, join Ellin Oliver Keene, and discover that what's at the very core of comprehension can not only reinvigorate your teaching but take your students to new, uncharted levels of learning.

    Whatever It Takes: How PLCs Respond When Kids Don't Learn examines the question, "What happens when, despite our best efforts in the classroom, a student does not learn?" In traditional schools, the response to this question has been left to the discretion of individual classroom teachers who are free to respond in very different ways. A Professional Learning Community will not leave this critical question to each teacher to resolve. A PLC will, instead, create a school-wide system of interventions that provides all students with additional time and support when they experience difficulty in their learning. The authors describe in detail the systems of intervention, including Adlai E. Stevenson High School's "Pyramid of Interventions," created by four different schools: a high school, a middle school, and two elementary schools. In addition to these systems, the authors discuss the logistical barriers these schools faced and their strategies for overcoming those barriers.Chapter 1 examines the current mandate that all students learn at high levels and places that mandate in a historical context by examining the assumptions that have guided public education. The chapter extends the popular rallying cry that "all children can learn" by re-examining the three critical questions with which all PLCs grapple in order to give that phrase relevance.Chapter 2 describes how schools have traditionally responded when students do not learn and provides a case study to examine that response. The chapter also presents some caveats readers must keep in mind as they consider creating a system of interventions for students in their own schools.Chapter 3 describes in detail the system of interventions created by Adlai Stevenson High School in suburban Chicago, one of three schools in the nation to receive the United States Department of Education's Blue Ribbon Award on four occasions.This system, the Pyramid of Interventions, represents a conscious attempt by the Stevenson staff to give students additional time and support when they experience difficulty in their learning.Chapter 4 discusses some of the logistical barriers Stevenson faced in building the Pyramid and strategies for overcoming those barriers. It acknowledges that other schools in other settings will face their own unique barriers but contends that if staff members clarify their priority and focus on the right questions, they too can overcome the obstacles posed by their local context.Chapter 5 examines the unique aspects of the middle school and explains how one of America's most celebrated middle schools has raised student performance by focusing on student achievement, building a collaborative culture, and creating systems to provide students with additional time and support. Chapters 6 and 7 describe how a system of interventions works for students in two very different elementary schools-one in a rural setting in south-central Virginia and another in an ethnically diverse Title One school in southern California.Chapter 8 identifies the commonalities between the four very different schools explored in the earlier chapters. It discusses how all of the characteristics of a PLC came to thrive in each school and describes some of the common approaches to leadership that characterized the principals of these four schools.Chapter 9 examines some of the philosophical concerns that have been raised regarding the proposal to provide students with additional time and support for learning when students fail to make the effort necessary to be successful. The chapter then attempts to address each of these concerns. Chapter 10 identifies some of the cultural shifts a school must make on the journey to becoming a Professional Learning Community. It contends that a PLC creates a "stretch culture" that leads both students and staff to embrace high expectations and to develop a sense of self-efficacy. It suggests strategies to promote such a culture.The appendix provides artifacts from the four schools described in this book that practitioners may find helpful-mission and vision statements, job descriptions, sample correspondence, program descriptions, and graphics to illustrate intervention plans. The appendix also contains a graphic representation of Adlai Stevenson's Pyramid of Interventions.

    Aimed at teachers of all kinds, busy people working in complex environments with little time to spare, it is a celebration of great teaching - the joy of it and the intellectual and personal rewards that teaching brings.The core of the book is a guide to making teaching both effective and manageable; it provides an accessible summary of key contemporary evidence-based ideas about teaching and learning and the debates that all teachers should be engaging in. It's a book packed with strategies for making great teaching attainable in the context of real schools.The Learning Rainforest metaphor is an attempt to capture various different elements of our understanding and experience of teaching. Tom's ideas about what constitutes great teaching are drawn from his experiences as a teacher and a school leader over the last 30 years, alongside everything he has read and all the debates he's engaged with during that time.An underlying theme of this book is that a career in teaching is a process of continual personal development and professional learning as is engaging in fundamental debates rage on about the kind of education we value. As you meet each new class and move from school to school, your perspectives shift; your sense of what seems to work adjusts to each new context.In writing this book, Tom is trying to capture some of the journey he's been on. He has learned that it is ok to change your mind. More than that - sometimes it is simply necessary to get your head out of the sand, to change direction; to admit your mistakes.