2016
DOI: 10.1080/10665684.2016.1144831
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The Structure and Substance of Teachers’ Opportunities to Learn about Teacher Evaluation Reform: Promise or Pitfall for Equity?

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Cited by 25 publications
(26 citation statements)
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“…These studies often indicate that, although teachers and administrators hold generally positive views of new evaluation systems (Donaldson et al, 2014; Hamilton et al, 2014; Jiang, Sporte, & Luppescu, 2015), they have also expressed concerns. Most implementation studies demonstrate that new evaluation systems require a significant time commitment from principals, which is often perceived as a burden (Donaldson & Cobb, 2015; Heneman & Milanowski, 2003; Kimball, 2002; Milanowski & Heneman, 2001; Sartain et al, 2009) and an obstacle to conducting multiple observations and conferences, particularly in the early years of implementation (Derrington & Campbell, 2015; Donaldson et al, 2014; Murphy, Hallinger, & Heck, 2013; Sartain, Stoelinga, & Brown, 2011). Such challenges are likely to influence how teachers and administrators respond to policy.…”
Section: Putting the New Orleans Case In Context: What We Know About mentioning
confidence: 99%
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“…These studies often indicate that, although teachers and administrators hold generally positive views of new evaluation systems (Donaldson et al, 2014; Hamilton et al, 2014; Jiang, Sporte, & Luppescu, 2015), they have also expressed concerns. Most implementation studies demonstrate that new evaluation systems require a significant time commitment from principals, which is often perceived as a burden (Donaldson & Cobb, 2015; Heneman & Milanowski, 2003; Kimball, 2002; Milanowski & Heneman, 2001; Sartain et al, 2009) and an obstacle to conducting multiple observations and conferences, particularly in the early years of implementation (Derrington & Campbell, 2015; Donaldson et al, 2014; Murphy, Hallinger, & Heck, 2013; Sartain, Stoelinga, & Brown, 2011). Such challenges are likely to influence how teachers and administrators respond to policy.…”
Section: Putting the New Orleans Case In Context: What We Know About mentioning
confidence: 99%
“…Conversations between principals and teachers regarding observation- and student performance–based evaluations are often focused on classroom management rather than instructional methods, not sufficiently tailored to the teacher’s specific subject-matter, and dominated by basic questions and evaluator talk rather than meaningful guided reflection by the teacher (Heneman & Milanowski, 2003; Kimball, 2002; Milanowski & Heneman, 2001; Sartain et al, 2011). In addition, administrators lack the needed preparation to implement evaluation systems and would benefit from additional training on coaching skills (Bell et al, 2012; Derrington, 2014; Donaldson et al, 2014; Sartain et al, 2011).…”
Section: Putting the New Orleans Case In Context: What We Know About mentioning
confidence: 99%
“…In the field of education policy implementation, sensemaking theory has been applied in studies of the enactment of instructional reforms, including high stakes testing (Anagnostopoulos & Rutledge, 2007), reading reforms (Coburn, 2001), and educator evaluation policy (M. L. Donaldson, Woulfin, LeChasseur, & Cobb, 2016; Goldstein, 2004).…”
Section: Conceptual Frameworkmentioning
confidence: 99%
“…This offers empirical evidence of how a school’s physical layout influences educator development. Third, there is a growing body of research on the role of leadership in actors’ sensemaking (M. L. Donaldson et al, 2016; Rigby, 2015).…”
Section: Conceptual Frameworkmentioning
confidence: 99%
“…At the conclusion of each group’s simulated PD session, I facilitated an evaluation of its strengths and limitations in advancing professional learning. As a class, we appraised the ways in which the learning activities addressed dimensions of sensemaking theory to foster meaningful learning about the policy (Donaldson, Woulfin, LeChasseur & Cobb, 2016; Coburn, 2001). Furthermore, we hypothesized productive next steps for professional learning on that policy.…”
Section: Plas Grounded In Organizational Theorymentioning
confidence: 99%