When children were given a computer, they self-organized learning groups and reinforced the central tenet of education. We all need more memory and faster processors.
Public education in the United States resists change. That schools look much now as they did in the 1950s and the entrenched interests that resist change is old news. The story less often told and much more provocative is how gatekeeping to school heads hinders change.
Big new grants announced recently by the feds seek to remedy fears of over-testing students. The current political fight misses the big picture. There is plenty of reason for optimism in more testing.
Organizations can transform, whether it's a $17 or $25,000 change.
Education is loaded with insiders, and for outsiders, education is often a monolith. Insiders know education is highly fragmented. Addressing fundamental challenges in education is the central mission of any leader’s work. With that in mind, here are the top four pain points across the education space.
Education needs to be untethered from measuring success based on how long students spend in a chair. But the same logic applies to people working in schools. Top talent values being allowed to work at a time, place, path and pace of their choosing. Schools need to remember to untether its employees as well as its students.
Big data offers the biggest hope for schools since the invention of the abacus. Taking a moment to let the mind wander through the possibilities is a visioning exercise well worth the time.
Welcome to Second Rail, a platform dedicated to rethinking and reshaping education. Our three core goals anchor our mission:
Encourage Informed Dialogue: Education is a significant sector, valued at $1.3 trillion and making up about 9% of the GDP. Despite its importance, both K-12 and higher education face challenges. Second Rail, founded by John Heintz, aims to address these issues head-on. With a background spanning education, law, and management across various countries, John seeks practical solutions to improve learning globally.
Integrate Diverse Fields for a Clearer Vision: Education is interconnected with entrepreneurship, law, management, governance, technology, and leadership. Second Rail, led by John Heintz and supported by a team of experts, aims to bring these fields together. By cutting through the noise, we provide a more comprehensive and informed perspective on the future of education.
Drive Global Educational Improvement: Education is a universal endeavor that crosses geographic and cultural boundaries. At Second Rail, we believe in the power of collaboration and shared knowledge. Our goal is to use cross-disciplinary insights to make more informed and effective strides in education.
Second Rail is more than just a platform for identifying problems; it’s a catalyst for change. Through articles, podcasts, and discussions, we bring together educators, leaders, and change-makers to share knowledge and work on solutions.
We recognize that education doesn't exist in a vacuum. It's part of a larger ecosystem that includes economics, politics, human rights, and technology. At Second Rail, we take a holistic approach, considering all these factors in our discussions and writings.
As you explore Second Rail, you’ll find a wealth of knowledge and insights. More importantly, you’ll find a community of individuals passionate about improving education.
Join us at Second Rail. Engage in the conversation. Be part of the change.
The right size of a school the smallest size necessary to ensure it achieves its mission. To be at the right size, leaders need clear answers to two questions. First, what is the school's purpose? Second, how do we know if we're being productive? Until purpose and productivity are defined, schools will always be bloated or baby-sized.
The public and private education sectors need to talk more, and trust more.
It's time for the US to ratify the International Covenant on Economic, Social and Cultural Rights.
Rethinking use of a common, vague word can help school leader decision-making.
The way to a guaranteed and viable curriculum is through principals. Principals must be instructional leaders with the power to run their schools independent of oversight from either district-level managers or school boards.
If culture eats strategy for breakfast, culture must not have many friends. Culture can be moved withstrategy carefully matched to culture.
Popular opinion on the need for education transformation wavers. The skills gaps highlights the disconnect: educators overwhelmingly believe education prepares people for work and employers say the opposite. The litmus test most easily used to gauge public opinion is the answer to a simple question: does the average person believe education is succeeding?
Androids won't replace teachers any time soon. Ed tech is in it infancy. Insights from data have plenty to offer traditional education.
Diversity is touted among talent experts, but few can articulate the hard organizational advantages to seeking leaders with diverse backgrounds. Hyper specialization is an asset for managers. Hyper diversity is the asset for leaders.