Recently, we initiated a landscaping project at our house. It consisted of adding some hardscape, a few new plants, and rearranging some existing plants. As I observed the process in motion, it spoke to me as an exemplar of what we should implement in our classrooms and schools.
When the owner/operator of the landscaping company, Mr. M, first came to assess the work we wanted done, he asked many questions. We hammered out a rough idea of what we wanted, both hard and soft scape. He showed us samples of different stones, and we chose one. This is similar to the design process of a good inquiry- design- or project-based undertaking. I appreciate both the Stanford d.school and IDEO methodologies regarding design thinking. Although the vernacular varies somewhat between the various definitions, the underlying principles remain constant.
Throughout the implementation process, Mr. M confirmed details with me such as the pattern the stones were to be set in. He adjusted his plan accordingly. This exemplifies the iterative process of design thinking, wherein one develops a prototype or first draft, then refines it, often multiple times, based on testing and feedback.
When Mr. M presented a written quote for the work to be done, we were prepared to negotiate with him, to find ways to reduce the price or increase the services rendered, or both. However, the quote was so reasonable and comprehensive, we found it unnecessary to negotiate. This conveyed to me his authenticity. Mr. M portrayed who he is – a competent landscaper who is proud of his work and provides his services at a fair price.
Authenticity is a characteristic gaining traction in many arenas, including education. As Sam Seidel phrases it, we need to “keep it real.” In order for students to fully engage with a topic, they need to connect with it in some way. Talking about dry, dusty dates from the past is not real, nor is an out-of-context math formula. However, comparing Andrew Jackson with Donald Trump leads to student connection. Similarly, building a greenhouse makes those math formulas very real.
Mr. M also portrayed his identity through his branding. Each of the numerous trucks that came and went had identical signage on their sides. The signs included the company name, a list of services, and contact information. What is our “brand,” our culture? BIE’s John Larmer, in this article cites a definition of culture as “the set of shared attitudes, values, goals, and practices that characterizes an institution or organization.” The more clarity we have in our definition, and the more closely we align our practices with the definition, the more our culture flourishes.
The interactions of the landscaping team were also telling of the climate in which they work. I could not understand most of the words of their conversations, but could nonetheless interpret the temperament of the group:
- The majority of the time, Mr. M was present and worked alongside his men. Not a “sage on the stage,” but a “guide on the side.” In this Edutopia article about this methodological shift, Dan Jones states “[w]hen teachers move from the front of the room to working beside students, students begin to take a deeper ownership of the learning process and produce a meaningful connection with the material.”
- The men laughed, joked, and chatted with good humor. I never heard a voice raised in anger or impatience. The group was varied in age, and probably in experience, but they functioned as a collaborative team. As Aaron Brengard states in this BIE article, “[c]ollaboration is an essential part of our culture… it raises up the quality of all work.” He further discusses the importance of collaboration not only within student teams, but among the adults in schools, and how “[w]e believe that working together makes us better and without one another we will not reach the level of work that brings us closer to exceeding our expectations.”
- Each person seemed to know the tasks they were to complete, and tackled them with industry and enthusiasm. When there was a question, it was answered quickly, with a straightforward response. Elena Aguilar, in this post about effective teams, includes two traits that I observed among the landscaping crew: “[a] good team knows why it exists” and “[m]embers of a good team trust each other.”
- They took breaks. For lunch, and a few other times in the day. As they sat, they continued to chat among themselves. The parallel I draw in PBL practice is the time we spend in reflection. It is an opportunity to review what went well, what went poorly, how did I/we grow, what is the next goal. In this Edutopia article, James Kobialka offers some great ideas for effective reflection.
It seems apropos that I found parallels between a landscaping project and school settings. We all function within a landscape of some type. I wish all of us a lush, colorful, growing garden as our habitat.