• Request Info
  • Visit
  • Apply
  • Give
  • Request Info
  • Visit
  • Apply
  • Give

Search

  • A-Z Index
  • Map

Educational Leadership and Policy Studies

  • About
  • Our People
    • Our People Overview
    • Faculty
    • Staff
    • Students
  • Academic Programs
    • Academic Programs Overview
    • Adult & Continuing Education
    • College Student Personnel
    • Educational Administration
    • Evaluation Programs
    • Higher Education Administration
    • Undergraduate Studies
  • Education Research & Opportunity Center
  • Admissions & Information
    • Admissions Overview
    • Graduate Forms, Handbooks, and Resources
    • Contact ELPS
  • About
  • Our People
    • Our People Overview
    • Faculty
    • Staff
    • Students
  • Academic Programs
    • Academic Programs Overview
    • Adult & Continuing Education
    • College Student Personnel
    • Educational Administration
    • Evaluation Programs
    • Higher Education Administration
    • Undergraduate Studies
  • Education Research & Opportunity Center
  • Admissions & Information
    • Admissions Overview
    • Graduate Forms, Handbooks, and Resources
    • Contact ELPS
Home » Archives for December 2023

Learning to Learn New Research Methods: How Watching YouTube Helped Me Complete My First Client Facing Project

Archives for December 2023

Learning to Learn New Research Methods: How Watching YouTube Helped Me Complete My First Client Facing Project

Learning to Learn New Research Methods: How Watching YouTube Helped Me Complete My First Client Facing Project

December 15, 2023 by Jonah Hall

Learning to Learn New Research Methods: How Watching YouTube Helped Me Complete My First Client Facing Project

By Austin Boyd

Every measurement, evaluation, statistics, and assessment (MESA) professional ​​​​​​​​has their own “bag of tricks” to help them get the job done​,​ their go-to set of evaluation, statistical, and methodological skills and tools that they are most comfortable applying. For many, these are the skills and tools that they were taught directly while obtaining their MESA degrees. But what do we do when we need new tools and methodologies that we weren’t taught directly by a professor?  

My name is Austin Boyd, and I am a​​ researcher, instructor, UTK ESM alumni, and most importantly, a lifelong learner. I have had the opportunity to work on projects in several different research areas including psychometrics, para-social relationships, quality in higher education, and social network analysis. I seek out ​opportunities to learn​ about new areas of research while applying my MESA skill set in any area of research I can. My drive to enter new research areas often leads to me realizing that, while I feel confident in the MESA skills and tools I currently possess, these are only a fraction of what I could be using in a given project. This leads me to two options: 1) use a ​​​​​​method that I am comfortable with that might not be the perfect choice for the project; or 2) learn a new method that fits the needs of the project. Obviously, we have to choose option 2, but where do we even start learning a new ​research ​method?  

In my first year of graduate school, I took on an evaluation client who had recently learned about ​​Social Network Analysis (SNA), which is a method of visually displaying the social structure between social objects in terms of their relationships (Tichy & Fombrun, 1979) The​ client​ decided that this new analysis would revolutionize the way they looked at their professional development attendance but had no idea how to use it. This is where I came in, a new and excited PhD student, ready to take on the challenge. Except, SNA wasn’t something we would be covering in class. In fact, it wasn’t something covered in any of the classes I could take. I had to begin teaching myself something that I had only just heard of. This is where I learned two of the best starting points for any new researcher: Google and YouTube.  

Although they aren’t the most conventional starting points for learning, you would be surprised how convenient they can be. I could have begun by looking in the literature for articles or textbooks that covered SNA. However, I didn’t have time to go through an entire textbook on the topic in addition to my normal coursework, and most of the articles I found were applied research, far above my current understanding. What I needed was an entry point that began with the basics of conducting an SNA. Google, unlike the journal articles, was able to take me to several websites covering the basics of SNA and even led me to free online trainings on SNA for beginners. YouTube was able to supplement this knowledge with step-by-step video instructions on how to conduct my own SNA, both in software I was already proficient in, and in Gephi (Bastian, Heymann, & Jacomy, 2009), a new software designed specifically for this ​​​​analysis. For examples of these friendly starting points, see the SNA resources below. 

Marvel Web Image

 

These videos and websites weren’t perfect, and certainly weren’t what I ended up citing in my final report to my client, but they were a starting ​​point. A stepping stone that got me to a place where reading literature didn’t leave me confused, frustrated, and scared that I would have to abandon a project. This allowed me to successfully complete my first client facing research project, and they were equally thrilled with the results. Eventually, I even became comfortable enough to see areas for improvement in the literature, leading me to author my own paper creating a function that could reformat data to be used in one and two mode undirected social network analysis (Boyd & Rocconi, 2021). I’ve even used my free time to apply what I learned for fun and created a social network for the Marvel Cinematic Universe and the Pokémon game franchise (see below). 

​​It is unrealistic to expect to master every type of data analysis method that exists ​in just four years of graduate school. And even if we could, the field continues to expand every day with new methods, tools, and programs being added to aid in conducting research. This requires us to all be lifelong learners, who aren’t afraid to learn new skills, even if it means starting by watching some YouTube videos. 

 

​​​References 

Bastian M., Heymann S., & Jacomy M. (2009). Gephi: An open source software for exploring and manipulating networks. International AAAI Conference on Weblogs and Social Media. From AAAI 

Boyd, A. T., & Rocconi, L. M. (2021). Formatting data for one and two mode undirected social network analysis. Practical Assessment, Research & Evaluation, 26(24). Available online: https://scholarworks.umass.edu/pare/vol26/iss1/24/  

Tichy, N., & Fombrun, C. (1979). Network Analysis in Organizational Settings. Human Relations, 32(11), 923– 965. https://doi.org/10.1177/001872677903201103 

SNA Resources 

Aggarwal, C. C. (2011). An Introduction to Social Network Data Analytics. Social Network Data Analytics. Springer, Boston, MA 

Yang, S., Keller, F., & Zheng, L. (2017). Social network analysis: methods and examples. Los Angeles: Sage. 

https://visiblenetworklabs.com/guides/social-network-analysis-101/ 

https://github.com/gephi/gephi/wiki 

https://towardsdatascience.com/network-analysis-d734cd7270f8 

https://virtualitics.com/resources/a-beginners-guide-to-network-analysis/ 

https://ladal.edu.au/net.html 

Videos 

https://www.youtube.com/watch?v=xnX555j2sI8&ab_channel=DataCamp 

https://www.youtube.com/playlist?list=PLvRW_kd75IZuhy5AJE8GUyoV2aDl1o649 

https://www.youtube.com/watch?v=PT99WF1VEws&ab_channel=AlexandraOtt 

https://www.youtube.com/playlist?list=PL4iQXwvEG8CQSy4T1Z3cJZunvPtQp4dRy 

 

Filed Under: Evaluation Methodology Blog

Make Your Feedback to Teachers Matter: Leadership Content Knowledge is Key

Make Your Feedback to Teachers Matter: Leadership Content Knowledge is Key

December 12, 2023 by Jonah Hall

Make Your Feedback to Teachers Matter: Leadership Content Knowledge is Key

By Dr. Mary Lynne Derrington & Dr. Alyson Lavigne 

Please Note: This is Part 1 of a four-part series on actionable feedback. Stay tuned for the next posts that will focus on Leadership Content Knowledge (LCK) and teacher feedback in the areas of STEM, Literacy, and Early Childhood Education.

The most important job of a school leader is to focus on the central purpose of schools—teaching and learning. Feedback to teachers on how to improve instructional practice is a critical element in promoting school success.

On average, principals spend 9 hours a week observing, providing feedback, and discussing instruction with teachers. Including documentation, this equates to nearly six 40-hour work-weeks and as much as 25% of a principal’s time.

Besides the time principals spend in these tasks, they are costly. It costs $700 million a year to observe all 3.1 million K-12 public school teachers just twice a year. All these efforts are based on the belief that, when school leaders observe teachers, they provide teachers with meaningful feedback — and that feedback, in turn, improves teaching and learning.

So, how does a school leader ensure that their feedback impacts practice? Feedback only matters when it can be acted upon, so what makes feedback actionable? We can all agree that for feedback to be actionable it must be timely, concrete, and clear. But it must also relate to the task at hand—teaching subject matter content.

When researchers ask teachers about the feedback they receive from school leaders, half of teachers reported that the feedback received from principals is not useful. Teachers say that they rarely receive feedback about their teaching content. Yet we know that pedagogical content knowledge is important for effective teaching and for student learning.

If you want to make your feedback to teachers matter, emphasize a teacher’s curriculum subject matter content as a part of your feedback. This requires differentiation for each teacher by subject matter and context of the classroom. Differentiation personalizes the feedback and emphasizes that the subject, content, and context of the classroom matters.

How can school leaders meet this lofty goal and possess expertise in every content area? First, a strong background in effective teaching practices is an important start. Second, leaders need a deep content knowledge of the subject and how it is learned (by students), and how it is taught, sometimes referred to as post-holing.

Principals can gain content expertise in many ways. For example:

  • Work with a content PLC team
  • Learn the standards for the subject
  • Review discipline-specific best practice research
  • Attend a subject-specific conference

Post-holing provides a great opportunity to align with other activities that might be occurring in the school, and demonstrates that you care about the subject matter and the teacher by providing deeper differentiated feedback. Challenge yourself to tackle one subject matter each year.

This blog entry is part of a four-part series on actionable feedback. Stay tuned for our next three posts that will focus on Leadership Content Knowledge (LCK) on concrete ways to provide feedback to teachers in the areas of STEM, Literacy, and Early Childhood Education.

If you want to dig into this content (pun intended!) a bit more, check out our book, Actionable Feedback to PK-12 Teachers. And for other suggestions on differentiated feedback, see Chapter 3 by Ellie Drago-Severson and Jessica Bloom-DeStefano.

Filed Under: News

The What, When, Why, and How of Formative Evaluation of Instruction

The What, When, Why, and How of Formative Evaluation of Instruction

December 1, 2023 by Jonah Hall

The What, When, Why, and How of Formative Evaluation of Instruction

By M. Andrew Young

Hello! My name is M. Andrew Young. I am a second-year Ph.D. student in the Evaluation, Statistics, and Methodology Ph.D. program here at UT-Knoxville. I currently work in higher education assessment as a Director of Assessment at East Tennessee State University’s college of Pharmacy. As part of my duties, I am frequently called upon to conduct classroom assessments.  

Higher education assessment often employs the usage of summative evaluation of instruction, also commonly known as course evaluations, summative assessment of instruction (SAI), summative evaluation of instruction (SEI), among other titles, at the end of a course. At my institution the purpose of summative evaluation of instruction is primarily centered on evaluating faculty for tenure, promotion, and retention. What if there were a more student-centered approach to getting classroom evaluation feedback that not only benefits students in future classes (like summative assessment does), but also benefits students currently enrolled in the class? Enter formative evaluation of instruction, (FEI).  

 

What is FEI? 

FEI, sometimes referred to as midterm evaluations, entails seeking feedback from students prior to the semester midpoint to make mid-stream changes that will address each cohort’s individual learning needs. Collecting such meaningful and actionable FEI can prove to be challenging. Sometimes faculty may prefer to not participate in formative evaluation because they do not find the feedback from students actionable, or they may not value the student input. Furthermore, there is little direction on how to conduct this feedback and how to use it for continual quality improvement in the classroom. While there exists a lot of literature on summative evaluation of teaching, there seems to be a dearth of research surrounding best practices for formative evaluation of teaching. The few articles that I have been able to discover offer suggestions for FEI covered later in this post. 

 

When Should We Use FEI? 

In my opinion, every classroom can benefit from formative evaluation. When to administer it is as much an art as it is a science. Timing is everything and the results can differ greatly depending on the timing of the administration of the evaluation. In my time working as a Director of Assessment, I have found that the most meaningful feedback can be gathered in the first half of the semester, directly after a major assessment. Students have a better understanding of their comprehension of the material and the effectiveness of the classroom instruction. There is very little literature to support this, so this is purely anecdotal. None of the resources I have found have prescribed precisely when FEI should be conducted, but the name implies that the feedback should be sought at or around the semester midpoint. 

 

Why Should We Conduct FEI? 

FEI Can Help:

  • Improve student satisfaction on summative feedback of instruction (Snooks et al., 2007; Veeck et al., 2016),  
  • Make substantive changes to the classroom experience including textbooks, examinations/assessments of learning, and instructional methods (Snooks et al., 2007; Taylor et al., 2020) 
  • Strengthen teaching and improving rapport between students and faculty (Snooks et al., 2007; Taylor et al., 2020) 
  • Improve faculty development including promotion and tenure (Taylor et al., 2020; Veeck et al., 2016), encouraging active learning (Taylor et al., 2020) 
  • Bolster communication of expectations in a reciprocal relationship between instructor and student (Snooks et al., 2007; Taylor et al., 2020). 

 

How Should We Administer the FEI? 

Research has provided a wide variety of suggested practices including, but not limited to involving a facilitator for the formative evaluation, asking open-ended questions, using no more than ten minutes of classroom time, keeping it anonymous, and keeping it short (Holt & Moore, 1992; Snooks et al., 2007; Taylor et al., 2020), and even having students work in groups to provide the feedback or student conferencing (Fluckiger et al., 2010; Veeck et al., 2016).  

Hanover (2022) concluded that formative evaluation should include elements of: a 7-point Likert scale question evaluating how the course is going for the student followed by an open-ended explanation of rating question, involving the “Keep, Stop, Start” model with open-ended response-style questions, and finally, open-ended questions that allow students to suggest changes and provide additional feedback on the course and/or instructor. The “Keep, Stop, Start” model is applied by asking students what they would like the instructors to keep doing, stop doing, and/or start doing. In the college of pharmacy, we use the method that Hanover presented where we ask students to self-evaluate how well they feel they are doing in the class, and then explain their rating with an open-ended, free-response field. This has only been in practice at the college of pharmacy for the past academic year, and anecdotally from conversation with faculty, the data that has been collected has generally been more actionable for the faculty. Like all evaluations, it is not a perfect system and sometimes some of the data is not actionable, but in our college FEI is an integral part of indirect classroom assessment. The purpose is to collect and analyze themes that are associated with the different levels of evaluation rating. (Best Practices in Designing Course Evaluations, 2022). The most important step, however, is to close the feedback loop in a timely manner (Fluckiger et al., 2010; Taylor et al., 2020; Veeck et al., 2016). Closing the feedback loop for our purposes is essentially asking the course coordinator to respond to the feedback given in the FEI, usually within a week’s time, and detailing what changes, if any, will be made in the classroom and learning environment. Obviously, not all feedback is actionable, and in some cases, best practices in the literature conflict with suggestions made, but it is important for the students to know what can be changed and what cannot/will not be changed and why. 

 

What Remains? 

Some accrediting bodies (like the American Council for Pharmacy Education, or ACPE), require colleges to have an avenue for formative student feedback as part of their standards. I believe that formative evaluation benefits students and faculty alike, and where it may be too early to make a sweeping change and require FEI for every higher education institution, there may be value in educating faculty and assessment professionals of the benefits of FEI. Although outside the scope of this short blog post, adopting FEI as a common practice should be approached carefully, intentionally, and with best practices for change management in organizations. Some final thoughts: in order to get the students engaged in providing good feedback, ideally the practice of FEI has to be championed by the faculty. While it could be mandated by administration, that practice would likely not engender as much buy-in, and if the faculty, who are the primary touch-points for the students, aren’t sold on the practice or participate begrudgingly, that will create an environment where the data collected is not optimal and/or actionable. Students talk with each other across cohorts. If students in upper classes have a negative opinion on the process, that will have a negative trickle-down effect. What is the best way to make students disengage? Don’t close the feedback loop. 

 

References and Resources 

Best Practices in Designing Course Evaluations. (2022). Hanover Research. 

Fluckiger, J., Tixier, Y., Pasco, R., & Danielson, K. (2010). Formative Feedback: Involving Students as Partners in Assessment to Enhance Learning. College Teaching, 58, 136–140. https://doi.org/10.1080/87567555.2010.484031 

Holt, M. E., & Moore, A. B. (1992). Checking Halfway: The Value of Midterm Course Evaluation. Evaluation Practice, 13(1), 47–50. 

Snooks, M. K., Neeley, S. E., & Revere, L. (2007). Midterm Student Feedback: Results of a Pilot Study. Journal on Excellence in College Teaching, 18(3), 55–73. 

Taylor, R. L., Knorr, K., Ogrodnik, M., & Sinclair, P. (2020). Seven principles for good practice in midterm student feedback. International Journal for Academic Development, 25(4), 350–362. 

Veeck, A., O’Reilly, K., MacMillan, A., & Yu, H. (2016). The Use of Collaborative Midterm Student Evaluations to Provide Actionable Results. Journal of Marketing Education, 38(3), 157–169. https://doi.org/10.1177/0273475315619652 

 

Filed Under: Evaluation Methodology Blog

Educational Leadership and Policy Studies

325 Bailey Education Complex
Knoxville, Tennessee 37996

Phone: 865-974-2214
Fax: 865.974.6146

The University of Tennessee, Knoxville
Knoxville, Tennessee 37996
865-974-1000

The flagship campus of the University of Tennessee System and partner in the Tennessee Transfer Pathway.

ADA Privacy Safety Title IX