“The plant life of Australia’s outback may have “given up”, according to satellite-based maps tracking the impact of changing climatic conditions, such as rainfall and temperature, on the world’s ecosystems.
“The study suggests the vegetation of our interior does not respond to sudden increases in rainfall because it has “learned” that drought will soon follow. . . .
“‘Sometimes when you subject an ecosystem to some kind of disturbance, such as a drought or fire, they behave differently depending on their past,’ he explained. . . .
“‘They don’t care if it is good favourable conditions now, because they know it is temporary and it is not worth investing in growing more at this time because they become bigger and it is a lot more to care of when the drought returns,’ he said.”
“Smith and his colleagues ran a massive computer analysis to look at how these traits varied among the volunteers, and how the traits correlated with different brain connectivity patterns. The team was surprised to find a single, stark difference in the way brains were connected. People with more ‘positive’ variables, such as more education, better physical endurance and above-average performance on memory tests, shared the same patterns.Their brains seemed to be more strongly connected than those of people with ‘negative’ traits such as smoking, aggressive behaviour or a family history of alcohol abuse.
Marcus Raichle, a neuroscientist at Washington University in St Louis, Missouri, is impressed that the activity and anatomy of the brains alone were enough to reveal this ‘positive-negative’ axis. “You can distinguish people with successful traits and successful lives versus those who are not so successful,” he says.” [Bold added]
Aron has studied love in many other experiments, and he’s been struck by how contextual factors influence relationships. “Unfortunately the single biggest [factor], if you look across the world, is stress,” he said. “If you’re very poor, if you’re in a crime-ridden neighborhood, it’s hard for any relationship to work out very well. That’s not one we can do much about as individuals.”
“It’s not just that money can buy more sea walls, drought-tolerant agriculture equipment, private water supplies, and other material aids to adaptation. It’s that money also tends to come along with social capital, and one of the most important findings in research on resilience is that social cohesion is just as important as technology. It is the places with strong social networks that tend to have plans, civic institutions, early warning systems, and systems of aid and support that help communities through crisis.
It is socially cohesive communities, in which people are “in it together,” that survive disaster and rebuild afterward. Places without those social networks fragment; their suffering becomes a self-reinforcing cycle.
Unfortunately, economic inequality also tends to reduce social cohesion, leading to lack of trust and fewer shared resources. So if the people who support adaptation were being honest, they would acknowledge that perhaps the first and most effective form of adaptation is to reduce economic inequality, to create more cohesive communities defined by fellow-feeling rather than mutual suspicion and resentment. That’s true on the local level and also on the national and international level, as resource transfers between and within countries will need to rise markedly to prepare the most vulnerable places for what’s to come.”
I noted in a recent post that in the TNTP study, teacher effectiveness and growth was notably more observable in a CMO, and I hypothesized that this could be attributable to some charter networks having more tightly managed systems of assessment, curriculum, teacher practice, and observation.
But to suggest that this is an innate quality of charter schools is questionable. There is absolutely no reason for a district school not to be in possession of such qualities, and indeed, many do.
Kingsland argues for NOLA-style systems, in which the government merely regulates, rather than operates, schools, with the idea being that the private sector can conduct operations more efficiently and effectively. But there’s a potential, and possibly critical, issue with such a system: a lack of coherency.
Within a well-managed district, on the other hand, there is potential for greater coherency. A state or central office can provide specific direction on operational shifts via policy that all district schools would be expected to adhere to.
Kingsland asks, “is it more likely that we can achieve major gains in districts or scale highly effective charters?,” I think he’s created a false dichotomy. I think the more interesting question is, “How can we achieve major gains by leveraging federal, state, and district policy to implement effective and coherent systems, content, and practices across all schools?”
A NOLA-style system might be able to make swift initial gains, due to well-managed networks putting into place strong systems of assessment, feedback, and practice. But it’s certainly feasible that a well-managed district system can make even bigger gains over the longer haul.
I disagree, therefore, with Kingsland’s position that charter schools are inherently superior in enhancing teacher effectiveness and promoting student achievement. In fact, I charge that a NOLA-style system may ultimately run up against its innate incoherency, at which point, large-scale gains would stagnate.
I could be totally wrong on this, of course, and admit that this is conjecture and based on my own values. It may be that a NOLA-style system may end up leading to greater coherency in operations due to competition, and thus, best practices evolve through demonstrated gains in one organization and subsequent adoption by those who are attempting to compete.
I may also be overstating the ability of district schools to establish coherency, given constraints in operating within often volatile political contexts.
The problem is, of course, that while NOLA has demonstrated significant academic gains on tests since moving into a private sector operated system, it’s still purely conjecture as to whether the same benefit would transfer to any other district simply due to a structural change. It’s also still conjecture that those gains can be solely attributed to a structural shift to private sector operation, rather than the simple mechanism of distributing students across geographical boundaries.
But let’s assume for the moment that Kingsland is correct that a private sector operated school system is the optimal system. I would still argue, even in such a case, that this doesn’t mean that such a system will necessarily scale effectively into different social and political contexts.