This
week, it was beautifully autumn. I walked among trees in various stages of
change: some with their branches bare and their leaves crackling underfoot;
some ablaze with red or yellow; some whose green leaves were tinged with color
on the fringes, and some still stubbornly green. I pulled a leave from a
low-hanging branch to take a closer look. It was already mostly red, but some
green hung on, tinged with yellow. Change is like that – partial, gradual.
Purposeful
change for educators is gradual, too.
My Gradual Increase of Responsibility model
for instructional coaching is a visual for that gradual change, representing an
ongoing increase of teachers’ agency and efficacy. Keeping that upward-trending,
squiggly line in mind moves change forward. It helps coaches purposefully adjust
their approach over time to increase teacher autonomy. Effective mentors and
coaches draw on all five coaching moves throughout the coaching cycle,
intentionally shifting responsibility to the teacher. To determine
the level of support, they ask: “What will the teacher be needing most?”
When coaching with the GIR model, we are
always thinking about what the teacher needs. We’ll offer to model if that
might be helpful. But if I model beyond the time that it is needed, I’m doing
too much and inhibiting the teacher’s growth. Instead, recommendations might be
a useful nudge.
Shifting from recommending to questioning
when the time is ripe encourages teachers to draw from their own well of
knowledge and experience; asking
questions shifts the thinking to teachers. Then
asking, “What else?” or saying, “Tell me more about that,” changes the talk
ratio, creating space for the teacher to explore what she knows. We affirm and
praise all along the way, but these coaching moves dominate as the need for
more-supportive moves drops away. The important thing to keep in mind is the
movement implied by the GIR model – always shifting toward increased
responsibility for the teacher you are working with as she needs less and less
support from you. The five moves described in the GIR model are things many
coaches do automatically. But there’s a benefit to being intentional about the
shift.
Knowing when to shift is a matter of paying
careful attention to context. What could the teacher now be carrying? How much
support is needed for students’ learning to move smoothly forward? Keeping
these factors in mind will help you have the right timing for shifting coaching
moves.
Consider the varying needs of the teachers
you are supporting. Then consider the level of support provided by each
coaching move. Finding the right match, and shifting when appropriate, will
keep everyone moving forward. When one move doesn’t bear fruit, we can lean
back and try an approach that provides more scaffolding. Being intentional
about our shifts adds efficiency and effectiveness to the coaching process.
The image of the GIR model nudges us to
keep moving, choosing and using less-supportive moves as coaching continues. As
we decrease support, we empower teachers and help them see the impact of their
contributions, increasing their confidence. When teachers feel confident, they
are willing to continue taking risks and making change.
Just
like the leaves in autumn, teachers are not all in the same place, and change is
gradual.
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