Teacher Learning in a Community of Practice: A Case Study of ...
Teacher Learning in a Community of Practice: A Case Study of ... Teacher Learning in a Community of Practice: A Case Study of ...
The Stewardship stage involves the community maintaining the relevance ofits role and purpose, keeping the 'intellectual focus' sufficiently engaging, especially for core members, and acquiring and developing new knowledge. It is a period of active involvement on the part ofthe core group. The core group in the TEMS community began to take responsibility to translate its learning into documents and artefacts that could be used by other members. Although the TEMS community had not quite reached the fifth stage ofdevelopment (the Transformation stage), it is useful to remember that the key issue for the community in the fifth stage is the rapid increase in membership (or a decrease in energy levels ofthe core members). The community could see itselftransforming by returning to an earlier stage, or dissolving completely. While Wenger et al (2002) provide a useful framework for analysing the development of the TEMS community, it is important to remember that their work is based on studies of learning communities in the corporate world. The development ofteacher learning communities presents different challenges. The world ofteaching and the corporate world have distinct phenomena that distinguish them. In the corporate world, according to Wenger et al (ibid.), the coalescing stage is characterised by three key issues, namely, establishing the value ofsharing knowledge, developing relationships oftrust, and discovering specifically what knowledge should be shared and how. The negotiation of these issues within a teacher learning community presents different challenges. On the issue ofdeveloping relationships oftrust for example, we recall from the discussion in Chapter Two, that trust was a delicate issue that had to be negotiated and nurtured in a sensitive manner. Teachers are often understandably sceptical ofthe intentions offellow teachers, principals, policy innovations and researchers. Wenger et aI's framework offers limited insights into how relationships oftrust and power play themselves out in a learning community. In a teacher learning community, these issues hold particular significance. 277
7.4 AN ANALYSIS OF THE TEMS GROUP AS A COMMUNITY OF PRACTICE In the latter stages ofthe TEMS programme, my role in tenns ofmy professional input at workshops began to change. I was beginning to play an increasingly diminishing role as organiser and presenter. In the early days ofplanning for the TEMS programme, I had given considered thought to how my role in the TEMS programme could progressively move from being a central participant (with a reduced researcher and observer status), to that ofobserver as participant (with my role as researcher being fore-grounded). From the outset, Cindy, with the help ofthe core group ofTEMS research participants, took responsibility for the administrative aspects ofthe TEMS programme. Their participation and sense ofaccountability to the TEMS programme can be seen in the meticulous and thoughtful manner in which they took up their tasks. The following quote from an independent observer's report depicts the nature ofthe commitment to the programme! (see Appendix 6 for an example ofan independent observer's report). "The facilitator (referring to Mary) was well prepared and a good team player." As the TEMS programme progressed the core group began to take on an increasing role with regard to the professional development aspect ofthe TEMS programme. They began to hold their own planning meetings in which ideas for TEMS workshops were discussed. These TEMS teachers began to detennine the structure and outcomes for each session. Presentation materials and teaching materials were also thoughtfully developed and packaged. Teachers had gradually begun to take ownership ofthe TEMS programme. From the above extracts we see that the TEMS teachers had begun a process of 'mutual engagement' and had started to develop a 'shared repertoire' to facilitate the pursuit of their 'joint enterprise'. A detailed discussion and further evidence thereof is provided later in this chapter. 1 A group ofindependent observers (university academics) were invited to record their observations of a TEMS session (October 2003). These educational researchers were briefed as to the nature ofthe research project. 278
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7.4 AN ANALYSIS OF THE TEMS GROUP AS A COMMUNITY OF<br />
PRACTICE<br />
In the latter stages <strong>of</strong>the TEMS programme, my role <strong>in</strong> tenns <strong>of</strong>my pr<strong>of</strong>essional <strong>in</strong>put at<br />
workshops began to change. I was beg<strong>in</strong>n<strong>in</strong>g to play an <strong>in</strong>creas<strong>in</strong>gly dim<strong>in</strong>ish<strong>in</strong>g role as<br />
organiser and presenter. In the early days <strong>of</strong>plann<strong>in</strong>g for the TEMS programme, I had<br />
given considered thought to how my role <strong>in</strong> the TEMS programme could progressively<br />
move from be<strong>in</strong>g a central participant (with a reduced researcher and observer status), to<br />
that <strong>of</strong>observer as participant (with my role as researcher be<strong>in</strong>g fore-grounded).<br />
From the outset, C<strong>in</strong>dy, with the help <strong>of</strong>the core group <strong>of</strong>TEMS research participants,<br />
took responsibility for the adm<strong>in</strong>istrative aspects <strong>of</strong>the TEMS programme. Their<br />
participation and sense <strong>of</strong>accountability to the TEMS programme can be seen <strong>in</strong> the<br />
meticulous and thoughtful manner <strong>in</strong> which they took up their tasks. The follow<strong>in</strong>g quote<br />
from an <strong>in</strong>dependent observer's report depicts the nature <strong>of</strong>the commitment to the<br />
programme! (see Appendix 6 for an example <strong>of</strong>an <strong>in</strong>dependent observer's report).<br />
"The facilitator (referr<strong>in</strong>g to Mary) was well prepared and a good team player."<br />
As the TEMS programme progressed the core group began to take on an <strong>in</strong>creas<strong>in</strong>g role<br />
with regard to the pr<strong>of</strong>essional development aspect <strong>of</strong>the TEMS programme. They began<br />
to hold their own plann<strong>in</strong>g meet<strong>in</strong>gs <strong>in</strong> which ideas for TEMS workshops were discussed.<br />
These TEMS teachers began to detenn<strong>in</strong>e the structure and outcomes for each session.<br />
Presentation materials and teach<strong>in</strong>g materials were also thoughtfully developed and<br />
packaged. <strong>Teacher</strong>s had gradually begun to take ownership <strong>of</strong>the TEMS programme.<br />
From the above extracts we see that the TEMS teachers had begun a process <strong>of</strong> 'mutual<br />
engagement' and had started to develop a 'shared repertoire' to facilitate the pursuit <strong>of</strong><br />
their 'jo<strong>in</strong>t enterprise'. A detailed discussion and further evidence there<strong>of</strong> is provided<br />
later <strong>in</strong> this chapter.<br />
1 A group <strong>of</strong><strong>in</strong>dependent observers (university academics) were <strong>in</strong>vited to record their observations <strong>of</strong> a<br />
TEMS session (October 2003). These educational researchers were briefed as to the nature <strong>of</strong>the research<br />
project.<br />
278