Jane Flood – författare

Professional learning networks (PLN) of teachers and others (such as university researchers) collaborating outside of their everyday community of practice are considered to be an effective way to foster school improvement. At the same time, to generate change, PLNs require effective support from school leaders. Such support should be directed at ensuring those participating in PLNs can engage in network learning activities; also that this activity can be meaningfully mobilised within participant''s schools. What is less well understood however are the actions school leaders might engage in to provide this support. To address this knowledge gap, this book presents a case study of how senior leaders attempted to maximise the effectiveness of participating in PLNs for one learning network: the New Forest Research Learning Network (RLN) - a specific type of PLN designed to facilitate research-informed change at scale. In-depth semi-structured interviews with RLN participants, as well as impact data and policy documents, have been used to ascertain the types of leadership practices employed and their nature (i.e. whether geared towards prioritising, formalising or mobilising the work of the PLN). Also presented is an assessment of the perceived effectiveness of these practices and suggestions for the type of leadership activity that appear to maximise the effectiveness of schools engaging in professional learning networks more generally.

Professional learning networks (PLN) of teachers and others (such as university researchers) collaborating outside of their everyday community of practice are considered to be an effective way to foster school improvement. At the same time, to generate change, PLNs require effective support from school leaders. Such support should be directed at ensuring those participating in PLNs can engage in network learning activities; also that this activity can be meaningfully mobilised within participant''s schools. What is less well understood however are the actions school leaders might engage in to provide this support. To address this knowledge gap, this book presents a case study of how senior leaders attempted to maximise the effectiveness of participating in PLNs for one learning network: the New Forest Research Learning Network (RLN) - a specific type of PLN designed to facilitate research-informed change at scale. In-depth semi-structured interviews with RLN participants, as well as impact data and policy documents, have been used to ascertain the types of leadership practices employed and their nature (i.e. whether geared towards prioritising, formalising or mobilising the work of the PLN). Also presented is an assessment of the perceived effectiveness of these practices and suggestions for the type of leadership activity that appear to maximise the effectiveness of schools engaging in professional learning networks more generally.

Professional learning networks (PLN) of teachers and others (such as university researchers) collaborating outside of their everyday community of practice are considered to be an effective way to foster school improvement. At the same time, to generate change, PLNs require effective support from school leaders. Such support should be directed at ensuring those participating in PLNs can engage in network learning activities; also that this activity can be meaningfully mobilised within participant's schools. What is less well understood however are the actions school leaders might engage in to provide this support. To address this knowledge gap, this book presents a case study of how senior leaders attempted to maximise the effectiveness of participating in PLNs for one learning network: the New Forest Research Learning Network (RLN) - a specific type of PLN designed to facilitate research-informed change at scale. In-depth semi-structured interviews with RLN participants, as well as impact data and policy documents, have been used to ascertain the types of leadership practices employed and their nature (i.e. whether geared towards prioritising, formalising or mobilising the work of the PLN). Also presented is an assessment of the perceived effectiveness of these practices and suggestions for the type of leadership activity that appear to maximise the effectiveness of schools engaging in professional learning networks more generally.

Research Informed teaching is big news! Indeed one might argue that there has been a bottom up revolution encouraging teachers’ use of research (e.g. ResearchED). But at the same time there is a gap between what teachers do and what research suggests might provide effective ways to support young children’s learning. It’s not that a wealth of educational research doesn’t exist (just look at the What Works Clearinghouse, the Best Evidence Encyclopaedia or Hattie’s Visible Learning), but the Early Years sector is often under-represented. This book is an attempt to address this disparity and provide Early Years leaders and practitioners with an understanding of how to embed this research within their everyday practice offering top tips of how others in the field have done this and considering topics such as outdoor learning, early writing skills and parental engagement. Drawing on the wisdom of those at the top of their game, this book intends to provide just that: a practical handbook for EYs practitioner and leaders that can help make the research use revolution a reality.