My Teaching and Learning Philosophy

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Teaching means learning. When we teach, we are questing for knowledge. Hence, learning. Thus, teaching is a manifestation of lifelong learning. Being a teacher, is a lifelong learner, a learning designer. All this is due to my philosophy of "Life is a redox"; when one gives, another has to take, otherwise, life won't exist. Teaching is a devotion, not just a profession.

Sunday, 21 March 2021

How to escape education's death valley

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Author and educator, Sir Ken Robinson, challenges the way that we are educating our children. He advocates a radical rethink of our school systems in order to cultivate creativity and acknowledge multiple types of intelligence.

Links to TED talk: http://youtu.be/wX78iKhInsc

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Key points:

* Current education culture needs a revolution.

* To get the best results in schools we need to acknowledge that:

– humans are naturally different and diverse

– children are naturally curious

– human life is inherently creative

Therefore:

* Children need a broad curriculum to develop and celebrate their various talents.

* The role of a teacher is to facilitate learning through: engaging, stimulating, provoking, mentoring and delivering.

* Give responsibility to the schools and teachers by supporting them, trusting them, helping them develop their skills, so that they can individualise learning for their students.

* Our students have seeds of possibility waiting, which with the right conditions will flourish.

Summary:

Not about amount of money or class sizes.

There are 3 principles crucial for the human mind to flourish, which current education culture works against:

1). Human beings are naturally different and diverse.

Education at present is based on conformity; finding out about what children can do across a very narrow spectrum e.g. maths, english, science. This is necessary but not sufficient. A real education must give equal weight to the arts, physical education etc.

10% of children diagnosed with ADHD – don’t be surprised if children start to fidget, they are children and they find clerical work boring. Children are suffering from childhood not a psychological condition. Children prosper best with a broad curriculum that celebrates their various talents not just a small range. The Arts, improves math scores but are also important as they speak to parts of children’s being that are otherwise untouched.

2). Curiosity.

Light the spark and they will learn without any assistance normally – children are natural learners. Curiosity is the engine of achievement. One effect of current education culture has been to de-professionalise teachers but there is no system / school in the world that is better than its teachers. Teachers are the life-blood of the success of schools. Teaching is a creative profession, not a delivery system. Great teachers: mentor, stimulate, provoke, engage, as well as deliver. If there is no learning going on then their is no education going on. The role of the teacher is to facilitate learning. Culture has come to focus on testing, standardised testing has a place but they should not be the dominant culture, they should be diagnostic and support learning – not obstruct it, which it often does. In place of curiosity we have compliance whereby teachers are therefore encouraged to follow routine algorithms rather than to excite that power of imagination and curiosity.

3). Human life is inherently creative.

We create our lives and can recreate them as we go. It is why human culture is so diverse and dynamic. One of the roles of education is to awaken and develop these powers of creativity. Instead we have a culture of standardised testing. Doesn’t have to be this way. Finland (regularly comes out on top) they have a very broad curriculum and do not obsess over the standardised tests. There is no standardised testing in Finland. They don’t have a dropout rate. If people are in trouble they get them some help and support them. Only 5 million in Finland – compare to an American state. They individualise teaching and learning, they recognise that it is students who are learning and the system has to engage them, their curiosity and their individuality – that’s how you get children to learn. They attribute a very high status to the teaching profession, support and PD (PD is an investment). They devolve responsibility to the school level to get things done, because education goes on in schools and you need to give the discretion back to those people who are at the ground level, not sitting in a committee room of legislative departments.

Plenary:

There are good things going on in education, but it is happening in-spite of the dominant culture ofd education not because of it. Current policies are based of mechanistic conceptions of education, like education is an industrial process. Education is not a mechanical system, but a human one.

Alternative duration programmes to get children back into education: very personalised, support for teachers, links to community,  broad and diverse curriculum, often involve children outside school as well as inside school. If we all did this, then there would be no need for ‘alternative education’.

There are conditions under which people thrive and those that they don’t. Death valley is the hottest and driest place in America – in the winter 2004 it rained and in the spring 2005, the whole floor was carpeted in flowers. Death valley isn’t dead, it is dormant. Seeds of possibility just beneath the surface and with the right conditions, life is inevitable.

Conclusion:

The real role of leadership in education is not command and control, but climate control, creating a climate of possibilities. We need a revolution.

Mentions: 

American Legislation: No child left behind act 2001 (NCLB) – http://en.wikipedia.org/wiki/No_Child_Left_Behind_Act

Finland’s education system: http://www.minedu.fi/OPM/Koulutus/koulutusjaerjestelmae/?lang=enhttp://www.oph.fi/english/curricula_and_qualifications/basic_education

Friday, 19 March 2021


Begini jadi Cikgu? Evolusi seorang guru

Sebenarnya jadi cikgu ni, kita MULA dengan satu:

Aku kena buat 'sesuatu' supaya setiap murid 'dapat sesuatu'.


Saat kaki langkah masuk kelas, pasang nawaitu:

"Hari ni kena pastikan SETIAP pelajar dapat sesuatu dr aku".


Sewaktu kelas, lihat muka budak-budak tu. Pastu tanya diri:

"Apa lagi aku boleh buat, supaya budak-budak ni dapat belajar ‘sesuatu’ dariku?"


Nak keluar kelas, tengok lagi muka budak-budak tu, satu, satu.

"Sebelum aku masuk, dan selepas aku keluar,

fikiran, emosi, tingkahlaku, kat mana berubah tu?"


Nampak wajah ‘struggle’. Cakap pada diri sendiri: "Tak boleh jadi, aku kena buat sesuatu."

Tukar sikit approach, cuba 'sesuatu' yang 'agak baru', sebelum ni tak pernah ambil tau.

Eureka! INOVASI berlaku.



Eh! Budak-budak rasa camna? Syok sendirikah aku? Kumpul data sikit, sebelum dan selepas percubaan tu.

Rupanya aku MENGKAJI tingkahlakuku.



Oh ya. Nantikan lupa apa buat. Kena tulis ni. Dokumentasi gituu. Eh, mana reti? C'mon, belajar menuliskan dari darjah satu?

Sedar tak sedar, eh dah MENULIS pula aku!



Pastu, kawan ajak 'jom seminar'. Ubah info ke dalam slaid. Audien tanya bertalu-talu.

Mula-mula gugup. Lama-lama, gila 'ccopong' kata sifuku!

Anak murid pula tegur: Wah! dah jadi PEMBENTANG cikgu!



Sambil bentang, jumpa kawan-kawan baru. Minat sama dgn aku. Jom kolab!

Dah jumpa NETWORKING sesama gu.



Habis, takkan nak simpan je laporan tu? Terperap, macam tak laku. Edit sikit ikut format jurnal tu. Kawan tanya: buat pe tu?

Aku kata: PENERBITAN, mengkhazanahkan ilmu!



Eh! MULA di mana semua tadi tu??? Dalam kelas sendiri je, gu! Tak keluar pun beribu batu!

Hmmm! Tak susah jadi cikgu. Yang susah kalau tak mahu berguru!


Anda dapat sesuatu?

Dr Eyja @N Kushairi
19 Mac 2021@6 Syaaban 1442H: 9:46pm


Sunday, 15 November 2020

"Students' perceptions on instructor's strategies during Covid19 online classes"

How students perceived our efforts in planning, designing and handling teaching and learning online, during this pandemic?


How do they see us coping with these challenging situations?


"Students' perceptions on instructor's strategies during Covid19 online classes"


was a paper presented at International Conference on Intelectuals' Global Responsibility co-organised by UMSIDA (Indonesia), UHAMKA (Indonesia) and UUM (Malaysia) on the 10-11th November, 2020.


Watch the video here: 

https://www.canva.com/design/DAENFvMgTds/rpOSlKGxZr73nKH2VVUxhQ/view?utm_content=DAENFvMgTds&utm_campaign=designshare&utm_medium=link&utm_source=homepage_design_menu






Saturday, 24 October 2020

Ten strategies to become strategic leaders every leader should know


When you rush life becomes blur. 



Have you heard of this quote?


This writing is about becoming a strategic leader.

Are you blur in upholding a value as a leader?


Every leader faces challenges in dealing with their followers.
Many succeeded in winning their follower's hearts, while not little had gone astray.

When we say 'leader', what comes to most people is a Boss in an organisation, a manager in a corporation,  a man (or a woman) wearing a coat with a tie carrying a briefcase, or somebody chairing a meeting and asking for feedback from their subordinates, or whateva!

In sum, a person who normally gives you orders and deadlines to meet.

But (pause).....don't you know that a real leader is YOU, yourself; YOU (and ME!) who are controlling your own intuition, mind and desire????


A father, managing his family, is a LEADER!
A mother, who is managing her kids, runnning household chores, is a LEADER!

Or if you're a teacher, having a group of students before your eyes in a classroom, is a LEADER!

So who is not, a leader?  Tell me.
A baby??? yesss, he is also a leader-in the making when thinking could be done clearly!


Everybody is a leader.


There are ten strategies to become a strategic leader. Not only good, but strategic.

Why strategic? 

Well, without a strategy, you are nobody.
You can't be a good leader, what more becoming an effective one???


According to Oxford (2020, online):
Strategy: 
1. a plan of action designed to achieve a long-term or overall aim
2. the art of planning and directing overall military operations and movements in a war or battle.


Here are some tips that I gathered in order to become a strategic leader. 
But before I proceed any further, perhaps this quotation might inspire and tickle your mind.

A famous quotation I'm sure everybody is familiar with: In order to win the war, leaders should win the soldiers' hearts.

Ten strategies to become strategic leaders. These strategies are written in a form of "I can" or " I believe" statements.


1. I can inspire them.

A leader should inspire the followers. The skill of knowing where to inspire, is not gifted. It's an art that could and should be learnt.

Knowing the right moment you are needed by your followers to inspire them takes a process.

You must be there to inspire when you are supposed to be there.

When you're appoint as a leader, than that's the time that GOD has fated exactly you're supposed to be there to INSPIRE people.


How? 

Make them feel being appreciated, being honoured when they deserve to be honored.  

Though a small gesture (like thumbs up, smile, say thank you) is enough for them to feel your presence.
Make an effort to be the one who first greet your staff, workers, followers. 

Say " السلا Ù… عليكم  "  , "Hi" , "Good Morning" or the like,  frequently while smiling and looking at their faces.

Be the first person who say "thank you" and "I'm sorry". Even though it's not your fault. People will surely respect you more.

The time? You know better than anyone else.







2. I'm a good listener, come talk to me.

Leader, they are destined to listen to people yet not being negatively influenced. You need to listen attentively and empathetically but remember, the decision has to be made wisely.
We maybe not able to solve their problems or worries, but by giving some space and rooms for them to be heard, you may potentially end up with getting trust from your people or followers.

Be a mediator when crisis pop-up.
Be a motivator when plans go astray
















3. Let's work together with me, not work for me.


A leader may not know everything. 
We need to experiment with things together and build trust through teamwork.



Ford's stroy of failure-the then-an impetus for victory,  is worth a reflection.

https://www.intellectualventures.com/buzz/insights/failing-for-success-henry-a.-ford#:~:text=Henry%20Ford%20is%20one%20of,workers%20well%2Dpaid%20and%20loyal.



For Henry Ford, failure did not hinder innovation, but served as the impetus to hone his vision for a technology that would ultimately transform the world. 



After his twice failure, Ford met Alexander Malcomson, a coal magnate with a risk-taking spirit like Ford. Malcomson gave Ford full control over his production, and the company introduced the Model A in 1904.


How important for having someone who trust in your work.  Hence, a,leader should trust that his followers can do their job well. Isspire them (strategy #1) timely.





4. I'm trustworthy, dependable.

Be a "sholder to cry on". 


Come to me and share your problems with me. 

I'm a shoulder to cry on. But you can't take advantage of me.

this is just an analogy for girls. But I guess, for a leader, the same thing should go with your followers.

We often heard, there's always a single guy who is always a 'problem' in an organisation. Why is that? 

Perhaps, this guy need a pat on his shoulder???



Just try to understand them. For instance, if you're a teacher, try to listen and understand your students. 
 
So very true.  





When your follower feels that they are alone, bieng abandoned, ignored, then they are exposed to several threats. For instance, syaithan will play his roles in whispering bad things to impart dirty and negative thinking. 
So very true.











5. I'm approachable, yet I'm firm.


Who does this is a loser. 



Leaders are often associated with power. and power normally creates distance. But how can someone be a leader while bridging the gap between him and his power????

It's an art--- a learnable art.


Extend warmth to people around you. You will lose nothing.

Build trust through good rapport. 


6. I'm there whenever you need me.
This is quite sarcastic. But very true indeed. A leader must always come to the forefront to rectify things that go astray. letting your people solving issues on their own without your support, will bring down your credibility.

An effective leader is that 'right' people n the eyes of the follower.





7. I'm rational, I work on facts and only led by positive intuition.

You can come to me and tell me stories. I'm open to listen.

But when it's time to make decision, I seek Allah's guidance.


How many leaders do this? How many parents do this? How many teachers do this?






8.  I'm not judgmental, just prove that you are trustable.
Curiosity killed the cat. Or Malay proverb says "jaga tepi kain orang"

Is this what is meant by curiosity in this sense of strategic leadership?

Curisoty killed the cat means being inquisitive about other people's affairs may get you into trouble.

Unlike cats' curiosity, leaders should be curiosu of what is REALLY REALLY going on, before any decision is made.
This stance could avoid wrong judgment over a decision.
.








9. I communicate my ideas well! I think aloud. I visualise my thinking.

Most leaders when they plan about something,  they don't share their thought with their followers well.
They presume their followers can read what they want from their heads.










10.  I like feedback.  I don't like to push my will, I welcome dialogue.

Remember when your organisation receives soo many complaints from the clients? Or the time you receive soo many complaints from your followers or staff?

Were they really complaining??? Or they are 'providing feedback' on your actions in a way that you didn't like???

So you feel down, frustrated and you suddenly become defensive, allowing your ego to lead your actions and the decision you're about to  make.


Hey!!!



Without these complaints or feedback, you're out of focus and your day won't start  steadily, just like Ken Blenchards' words.


Ken Blenchards' word of wisdom is the key to understand this situation. Feedback is the breakfast of the champions. Meaning you need to celebrate these complaints and shift the 'complaint paradigm' to ' feedback paradigm' or even better to 'improvement paradigm'.


Bill Gate always welcome feedback for his Microsoft's improvement. Receiving feedback is part and parcel of a successful organisation.
Complaints are all feedback for improvement.





What are the criteria for effective feedback?

1. Feedback provider is credible
2. Feedback provider is trusted
3. Conveyed with good intentions
4. Timing  is appropriate
5. Interactively conducted
6. Clearly delivered- specific
7. Helpful




“get feedback, have regular meetings; leaders should focus on people’s needs and issues such as education; a leader must never push his will, but must involve followers in dialogue, must convince and if fails must follow the majority”. 





Conclusion

So, just pause, take stock.

Reflect on your strategies as leaders ypu've exercised thus far.

if these ten 'I can...' or 'I am..' statements appeal to you, you're paving your way to become a strategic leader.