Schools That Develop Children

American schools are said to be failing. Like nineteenth-century medicine men, everybody is promoting everything, whether there is any evidence that it works or not. Over here we have vouchers, charters, privatization, longer school days, summer school, and merit pay. Over there we have the frequent testing of students, the testing of teachers, smaller class size, report cards on schools, and high-stakes accountability. And over here, a very special offer: student uniforms, flag-raising ceremonies every morning, the posting of the Ten Commandments on schoolhouse walls, and sophisticated diagnostic instruments to identify children at risk for acting violently--when many administrators and teachers can't even identify children who need glasses.

Most of these "cures"--traditional and reform--can't work or, at best, will have limited effectiveness. They all are based on flawed models. We will be able to create a successful system of education nationwide only when we base everything we do on what is known about how children and youths develop and learn. And this knowledge must be applied throughout the enterprise of education--in child rearing before school age, in schools and school districts, in schools of education, in state education departments, in legislatures, and everywhere else that personnel preparation takes place and school policy is made.

Given the purpose of education--to prepare students to become successful workers, family members, and citizens in a democratic society--even many "good" traditional schools, as measured by high test scores, are not doing their job adequately. But test scores alone are too narrow a measure. A good education should help students to solve problems encountered at work and in personal relationships, to take on the responsibility of caring for themselves and their families, to get along well in a variety of life settings, and to be motivated, contributing members of a democratic society. Such learning requires conditions that promote positive child-and-youth development.

Children begin to develop and learn through their first interactions with their consistent caretakers. And the eventual learning of basic academic skills--reading, writing, mathematics--and development are inextricably linked. Indeed, learning is an aspect of development and simultaneously facilitates it. Basic academic skills grow out of the fertile soil of overall development; they provide the platform for higher-order learning.

Through the early interactions, a bond is established that enables the child to imitate, identify with, and internalize the attitudes, values, and ways of their caretakers, and then those of other people around them. These people become important because they mediate (help make sense of and manage) a child's experiences and protect the child and help him or her to grow along the important developmental pathways--physical, social-interactive, psycho-emotional, ethical, linguistic, intellectual-cognitive, and eventually academic. The more mature thus help the less mature to channel potentially harmful aggressive energy into the energy of constructive learning, work, and play. But good early development is not a kind of inoculation that will protect a child for life. Future good development builds on the past and is mediated continuously by more mature people, step by step.

Understanding this process is no longer a matter of conjecture or the whining of "fuzzy-headed" social scientists or, as in my case, psychiatrists. Hard science--brain research--has confirmed the nature and critical importance of this interactive process. Without it children can lose the "sense"--the intelligence potential--they were born with. Children who have had positive developmental experiences before starting school acquire a set of beliefs, attitudes, and values--as well as social, verbal, and problem-solving skills, connections, and power--that they can use to succeed in school. They are the ones best able to elicit a positive response from people at school and to bond with them.

People at school can then influence children's development in ways similar to competent parents. To be successful, schools must create the conditions that make good development and learning possible: positive and powerful social and academic interactions between students and staff. When this happens, students gain social and academic competence, confidence, and comfort. Also, when parents and their social networks value school success and school experiences are positive and powerful, students are likely to acquire an internal desire to be successful in school and in life, and to gain and express the skills and behavior necessary to do so.

In order to realize the full potential of schools and students, we must create--and adequately support--a wide and deep pool of teachers and administrators who, in addition to having thorough knowledge of their disciplines, know how children develop generally and academically and how to support that development. They must be able to engage the families of students and the institutions and people in communities in a way that benefits student growth in school and society.

Vouchers and similar reforms currently being touted do not address these standards. They are simply changes in infrastructure, curriculum, and service delivery. They do not offer the potential for a nationwide transformation that a developmental focus does. And vouchers can reduce funds needed to improve the schools that must educate the majority of American children.

The Challenge of Change

The function of promoting good child-and-youth development and achievement was once served in our society through families and their social networks and through community life in small towns and rural areas. If students did not do well in school, they could leave, earn a living, still take care of themselves and their families, and become positive, contributing members of their communities. Despite massive and rapid scientific, technological, and social change, children have the same needs they always did: They must be protected and their development must be guided and supported by the people around them. They cannot rear themselves.

High mobility and modern communication created by technological change have undermined supports for child-and-youth development. Children experience many stimulating models of potentially troublesome behaviors--often in the absence of emotionally meaningful, influential adults. As a result, too many young people receive too little help in learning to manage feelings and act appropriately on the increased and more stimulating information they receive. This makes adequate social, psychological, and ethical development difficult.

Meanwhile, the new economy has made a high level of development and education a necessity for 90 percent of the population instead of the 20 percent we got by with half a century ago. Yet the rise of technology has led to an overvaluation of measured intelligence rather than an appreciation of overall development and the kind of intellectual growth that promotes strong problem-solving capacities.

Many successful people are inclined to attribute their situations to their own ability and effort--making them, in their minds, more deserving than less successful people. They ignore the support they received from families, networks of friends and kin, schools, and powerful others. They see no need for improved support of youth development. These misperceptions influence many education policies and practices.

Adequate support for development must be restored. And school is the first place this can happen. It is the common pathway for all children--the only place where a significant number of adults are working with young people in a way that enables them to call on family and community resources to support growth systematically and continually. And school is one of the few places where students, staff, and community can create environments in which to help young people achieve the necessary levels of maturity.

In the early 1980s, James Coleman, the late and respected University of Chicago sociologist, called what children gain from their parents and their networks "social capital." I do not like this term in discussing humans, but it is much used. Many poor children grow up in primary social networks that are marginal to mainstream institutions and transmit social capital that is different from that needed for school success. School requires mainstream social capital. In a January 2000 New York Times Magazine article, James Traub said that "Coleman consistently pointed out that we now expect the school to provide all the child's human and social capital--an impossibility."

I agree that the school can't do it alone. But schools can do much more than what they now do. Most students, even those from very difficult social conditions, enter school with the potential needed to gain mainstream social capital. But traditional schools--and most reforms--fail such students.

Not long ago I asked approximately 300 experienced teachers and administrators from across the country if they'd taken a child development course; about half had. But when I asked how many had taken a school-based, supervised course in applied child development, only seven hands remained up. This lack of training is why many educators can't discuss the underlying factors involved in a playground fight or how to create social and academic experiences that motivate learning by tapping into the developmental needs and information level of today's students. Even fewer could construct environments conducive to overcoming racial, ethnic, income, and gender barriers.

But schools can succeed if they are prepared to embrace poor or marginalized families and to provide their children with conditions that promote mainstream skills. And when these conditions are continued throughout the school years, children from low-income backgrounds can do well in school; they will have better life chances. I was first convinced that this was the case for very personal reasons.

My mother was born into the family of a sharecropper in rural Mississippi in 1904. Her father was a good man, but he was killed by lightning when she was six years old. There were no family assistance programs, and a cruel, abusive stepfather came into their lives. He would not allow the children to go to school, and they lived under conditions of extreme poverty. At about eight years of age, as a barefoot child in the cotton fields, my mother realized that education was the way to a better life. When she was 16, she ran away to live with a sister in East Chicago, Indiana, with the hope of getting an education. But that was not possible.

When she had to leave school, my mother declared that if she ever had children, she would make certain they all got a good education. And then she set out--very, very, very carefully--to find my father, a person of like mind and purpose. Her caution paid off. My father, with six or seven years of education, worked as a steel mill laborer; and my mother, with no education, worked as a domestic. The two of them eventually sent the five of us to college, where we earned a total of 13 degrees.

Our family was enmeshed in an African-American church culture that provided the necessary social, ethical, and emotional context. My parents took us to everything educational they could afford; they talked and interacted with us in a way that encouraged learning and promoted overall development. Working for and respected by some of the most powerful people in our community, my mother observed and acquired mainstream success skills and made useful social contacts. Most of the summer jobs that helped us pay our way through college came from those contacts. And I enjoyed caviar brought home after parties before my working-class friends knew that it existed. Indeed, many European, black, and brown immigrants "made it" through similar experiences.

My three best friends were as intelligent as anybody in our family and in the predominantly white working- and middle-class school we attended. On the playground and the street corner, they could think as fast and as well as students who were more successful in school. But all three went on a downhill course: one died early from alcoholism, one spent time in jail, and one was in and out of mental institutions until he died recently. My parents had the same kind of jobs as their parents did, and we all attended the same school. Why the difference? It was the more useful developmental experience we were provided.

This notion was confirmed a few years ago when I visited my mother in the hospital. My spry, 80-plus-year-old first-grade teacher, Ms. Walsh, was a hospital volunteer. When she saw me, she threw her arms around me and said, "Oh, my little James." I was 55 years old going on six. She stepped back and said, "We just loved the Comer children. You came to school with those bright, eager eyes, and you got along so well with the other children, and you all were so smart," and more. She was describing the outcome of a home and community experience that provided adequate development and school readiness--social capital, if I must use the term.

I acknowledge that my parents, perhaps even my community and school, were not and are not typical. And again, the community conditions that supported family functioning, child rearing, and development to a much greater degree in the past are weaker today. The positive connections that the poor previously had with the more privileged in American society have decreased.

A few scattered programs make good education and life opportunities possible for poor and working-class children. Prep for Prep lays the groundwork for students to attend elite private schools; A Better Chance places students in good suburban schools; the Summer Study Skills Program prepares students for challenging academic courses. These "pull-out" programs provide the social capital, knowledge, and skills needed for mainstream participation. But they do not serve that large body of able young people, like my childhood friends, who are lost in elementary schools. Prepared and supported differently, such children could succeed.

Models of Development

The Yale Child Study Center's School Development Program has been working with schools for the past 32 years. The outcomes suggest that by basing what we do in schools (and in the education enterprise beyond schools) on what we know about how children develop and learn, we can provide most children with what they need to succeed in school and in life.

I recently visited the Samuel Gompers Elementary School in one of the poorest neighborhoods in Detroit, a school with 97 percent student poverty. The Yale program has been used in this school for the past six years. The neighborhood was a disaster; the school was a pearl. The students were lively, spontaneous, and engaged in their work at appropriate times, yet quiet and attentive when they were supposed to be. They got along well with one another and were eager to demonstrate their skills to their parents and teachers. Eighty percent of the students passed the 1999 fourth-grade Michigan Educational Assessment Program (MEAP) test in reading and science, and 100 percent passed in mathematics. In 2000 they achieved the highest MEAP test scores among elementary schools in their size category in the state. Why here? It is not a mystery.

The Gompers school's success is related as much to the conditions that promote development and learning as it is to curriculum and instruction. How did it create these conditions and achieve good academic outcomes? The Yale program provided the conceptual and operational framework, child development–centered training for staff and parents, and very limited field support. The Skillman Foundation in Detroit, the Detroit Public Schools, Eastern Michigan University College of Education staff members, and parents (key members of the education enterprise) all came together to help the Gompers school and others provide the social capital the students need. The philosophy of the principal, Marilee Bylsma, is an important underpinning: "The school should be a safe haven for children, someplace that inspires learning." The staff, parents, and students did the work.

Committees, operations, and guidelines help schools create a culture of mutual respect and collaboration as well as social and academic programs that enable them to support students' development and learning. The transformation is gradual but frequent in schools that work to form good adult relationships. Good student relationships can follow.

At Gompers there is a 15-minute assembly every morning in which the students say the Pledge of Allegiance and make a school pledge. They sing a patriotic song and the school song. The custodian recognizes the "birthday boys and girls." (Message: It's everybody's school; we all play important roles.) The class with the best previous-day behavior gets "Gator points." Other recognitions take place. During the announcements, the students often discuss what's going on in their lives--the unexpected death of a teacher, problems in the neighborhood, and so on--and the adults help them learn to manage related feelings.

When the school basketball team lost a tournament they had expected to win, the principal gave much thought to how to help the players manage their disappointment and grow from the experience. The next morning, she talked about how important it is to try to be number one in all you do. But the team members should celebrate their effort, she explained--they came in third in a large field--and look forward to the next opportunity. The students can tell you that they participate in extracurricular activities to create a good community, a condition that they value.

Activities and interactions like those at Gompers can't be carried out very long, if at all, in a school where the staff members don't like, trust, or respect one another or the parents. And you can't just mandate these conditions. Child development–oriented structures and processes must operate in a way that brings about these conditions.

Initially, the Yale program's work was just in elementary schools, but it is now being carried out in many middle schools and high schools. Admittedly, middle school is difficult, and high school is even more so. That's when teens are "placing" themselves in the world and establishing their identity. Young people who place themselves and their futures in family and social networks that are dysfunctional are likely to perform in school in ways that lead to similar poor or marginal outcomes for themselves. Additionally, they are physically able to engage in adult behaviors. Only a half-century ago, many teens were married, working, and raising families; but in these more complex times, they often lack the experiences and resultant judgment, personal control, discipline, and problem solving skills needed to manage adult living.

In traditional high schools, teachers are often much more anchored in subject matter than in student development. Peer groups provide belonging and therefore become very powerful. They are sometimes positive, but too often are troublesome--it's the inexperienced and immature leading the inexperienced and immature. Aside from athletic coaches and teachers in the arts and other special areas, too few mature adults can interact with students in sustained and meaningful ways. These are powder keg conditions. And in communities where there are too few constructive supports for good development both inside and outside school, bad things happen--among staff, students, and parents.

In all schools--but particularly in low-income and nonmainstream communities--it is important for the staff to expose students to mainstream work as well as civic activities so that the connection between learning and later expectations is clear. School should help young people to learn what is needed for life success. Social and academic skills, attitudes, management of feelings, and other attributes needed to participate successfully in the mainstream can then be developed.

West Mecklenberg High School in Charlotte, North Carolina, received an additional 222 students in 1992 from a competing high school; its enrollment went from 1,144 to 1,366, precipitating a crisis. The school was almost evenly divided between whites and African Americans. Most of the students were children of blue-collar workers. Fourteen guns and many knives were confiscated during the first year, and parents, teachers, and students were concerned about their safety. Dennis Williams was assigned to the school as principal; Haywood Homsley, then the guidance counselor and coach, became the Yale program facilitator. Williams and Homsley began to focus on reducing intergroup tensions and creating a climate that enabled staff members to consider and respond to the developmental needs of the students.

The transformation was dramatic. On April 28, 1995, The Leader, Charlotte's major newspaper, highlighted the gains seen at West Mecklenberg since the Yale program was introduced: Scholastic Assessment Test (SAT) scores rose by an average of 16 points; the number of students who made the honor roll jumped 75 percent; the number of students enrolled in advanced courses increased 25 percent; and the average daily attendance rate for the year went from 89 percent to almost 94 percent. The process of change at West Mecklenberg was essentially the same as in elementary schools like Gompers except that the students themselves were more involved in the thinking and planning of the programs.

In the 1994–1995 academic year, West Mecklenberg was designated a "school of excellence" by the state of North Carolina for the high level at which it reached its benchmark goals, and it was the only high school of 11 in its district to attain this status. Despite the fact that there have been three principals since 1992, the school has held the "excellence" rating for three of the past five years.

Is the Developmental Model Enough?

Are the academic gains large enough? Can they be sustained? What about the schools that do not improve? And what about middle- and upper-income young people, who face a more complex world? Even with developmentally based programs and other reform models, it's true that academic gains in schools serving students who are most in need do not quickly and routinely match those of more privileged students. Sometimes they can't be sustained; and sometimes there is no improvement at all. But when the process is well implemented, large gains have been achieved and sustained.

For example, the Norman Weir K–8 school in Paterson, New Jersey, went from 34th to first in academic achievement among eighth-graders in 1995. They equaled or surpassed suburban schools for four consecutive years. A school in Virginia went from 24th to first but fell apart the next year because the principal and several key senior staff members were removed or left and were replaced by untrained staff. Weir escaped the same fate because a group of staff members went to the superintendent and asked for and were assigned a good principal whose educational philosophy was grounded in child development.

Before a school can experience large, widespread, sustained achievement-test gains and adequately prepare students for adult life, it must be able to promote student development and manage its way to success, as Gompers, West Mecklenberg, and others have done. For this to be possible, we must produce large numbers of adequately prepared and supported staff. The policies and practices of the major players in the education enterprise nationwide--schools of education, legislators at all levels, state and federal departments of education, school districts, businesses--must be coherent by virtue of being based in child-and-youth development.

There are many obstacles to significant school improvement. Five in particular are very troublesome yet more accessible than the seemingly intransigent issues of race, class, and financial equity. These five are the ones that prevent the education enterprise as a whole from empowering school staffs, as in the case of the Gompers School. If these were addressed all at once, the United States could begin to foster widespread, sustained, high-level school improvement--and perhaps, eventually, could even address the most resistant issues.

First, frequent changes in personnel--particularly in districts and schools faced with great challenges--is a major problem. Child development–based strategies require continuity, training, and support of school staff. Frequent changes in administrators or governance at the district or building level, or in teachers--without careful selection and training of new people--can undo in several months or less a school culture that took three to five years to create. Understanding student and organization needs, developing resources and staff, and building community support isn't possible in the two-year tenure of most school superintendents.

Second, education policy is often fragmented rather than prioritized. This is because it is made everywhere--legislatures, state departments, districts, unions, city councils, businesses, and more. Many policy makers have no expertise in child development, teaching, and learning. And when crafting policy, most do not talk to one another, to students, or to school staff. Rarely are these policies guided by what we know about child growth and development and its relationship to learning.

And legislators, businesspeople, state departments, and others are--like school administrators--under great pressure to "Do something!" Because they widely believe that test scores alone can measure school effectiveness, that is what they focus on most. And without well-considered, evidence-based, coherent education policies, equitable funding will be impossible. In one city, eight of the 10 schools listed as "failing" had made the greatest gains in the system over the previous two years. The listing was demoralizing and led to harmful staff turnover and achievement setbacks, but it was the only way to get funds to help those schools.

Third, most schools of education do not provide future teachers or administrators with adequate knowledge or skills to promote a culture supportive of overall student development. Most focus--and in the college classroom, particularly--on curriculum, instruction, assessment, administration, and, sometimes, use of technology.

Sound knowledge of academic disciplines is important but not sufficient. Many schools of education provide courses in abnormal child development but no study of normal development. And the preparation to teach reading is often limited. Yet a child who has difficulty learning to read--the academic task that serves as a foundation for all future learning--is likely to experience feelings that limit emotional, psychological, ethical, and social developmental growth, or that promote troublesome growth.

Fourth, schools of education are seldom involved with other departments of the university in mutually enriching ways. Meaningful interaction between colleges of education and other university departments would be beneficial also to the institutions and the communities around them.

And fifth, there is no vehicle in universities or among research-and-development groups that will enable working educators to update their skills regularly and learn best practices. Also, there is no existing way to address these five most troublesome obstacles simultaneously so that synergy results.

How We Can Improve Schools

Agricultural extension provides a useful model for educators. The Smith-Lever Act of 1914 created the Agricultural Extension Service to transmit knowledge to a large number of farmers through federal, state, and county partnerships. Farm agents, in addition to changing farmer practice, changed policy makers' and the public's understanding of best practice, as well as the policies needed to promote it. Improved agriculture enriched the economy and made America the breadbasket of the world.

Education is to the information-age economy of today what agriculture was to the economy at the turn of the twentieth century. Schools of education could create centers designed to overcome major obstacles in the education enterprise. Such centers would provide education agents. Schools of education will need to incorporate and institutionalize child development knowledge and expertise. But once this is done, education scholars and agents will be well positioned to share with and learn from colleagues at universities, to help future and current teachers and administrators become more effective practitioners, and to help policy makers and the public better understand and support good schooling.

Few schools of education or university programs are presently prepared to work in this way. We should not rush into such programs without sound pilot and infrastructure work. But knowledge, organization, and support can be acquired. The states--who are legally responsible for educating America's children--should support such efforts. Most, largely through their departments of education, have been involved in standard-setting as well as in regulatory and oversight activities. They are involved in takeovers of failing districts. Yet they have little experience in--and no mechanisms for--correcting the complex problems involved in school improvement.

The decisions we make in the next few years will involve significant amounts of money and will lock us into helpful or harmful directions. A miracle quick fix is not possible. But if we today begin to mount programs that connect to practice and to policy what we know about how children develop and learn, we could soon be well on our way to having better-functioning systems of education in five years and good ones in a decade. If we continue to be guided by tradition, ideology, and power, however, we will reach a point of no return--one where too many young people are undereducated, acting out, and gradually undermining our economy and our democracy.

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