Valerie Strauss published an article by David Kirp about his new book, Disrupting Disruption. Kirp is one of my favorite education thinkers because he doesn’t believe in miracles or instant success. He believes in commitment and steady work. His new book describes three districts that have applied that formula successfully.

Valerie Strauss begins:

We live in an era where public school districts are routinely slammed for being hidebound and resistant to change. Some are, but others make changes all the time, sometimes with success. This post looks at a few districts that have done just that.

It was written by David Kirp, a professor of public policy at the University of California at Berkeley and co-author of “Disrupting Disruption: The Steady Work of Transforming Schools.” A senior fellow at the Learning Policy Institute, a nonprofit education think tank based in California, Kirp has written more than 15 other books and dozens of articles about social issues and have been focused on education and children’s policy. He was the founding director of the Harvard Center for Law and Education, a national support center and advocacy organization that offers help to people experiencing difficulty in the implementation of key education programs and initiatives.

By David Kirp

Public schools are frequently in the news these days, and seldom is the news good. The spotlight is on ideological donnybrooks over how race and gender-related topics are discussed in classrooms; the growing demand that parents, not teachers, decide what their children should be taught; assaults on the system by opportunistic politicians; and the learning loss blame game, with schools faulted for keeping schools closed during the pandemic. Some state lawmakers have proposed junking the common school and replacing it with a market-based regime.

The good news is that it doesn’t have to be this way.

In “Disrupting Disruption,” my co-authors and I shine a light on three racially and ethnically diverse school systems: Roanoke, nestled in Virginia’s Shenandoah mountains; Union, Okla., Tulsa’s neighbor; and Union City, N.J., across the Hudson River from Manhattan. Their students don’t resemble those in highflying places like Wilmette, Ill., or Lexington, Mass., predominantly White and well-off, with their off-the-charts test scores and graduation rates, and they do not appear on any list of the nation’s highest-performing districts. But they look like much of America, where White students don’t constitute a majority, and many come from low-income families.

These districts have earned the support of their communities. Parents have not fled to charter schools because (as their surveys show) they trust their schools to do the right thing. Rather than engaging in school-bashing, local politicians take pride in generously funding their schools, and taxpayers vote for school bonds.

There’s good reason for this vote of confidence — in each instance, the graduation rate is substantially higher than in school systems with similar demographic characteristics; what’s more, the opportunity gap that in most places separates minority students from their classmates is at or near the vanishing point. In other words, they have managed to combine excellence and equality of opportunity.

There is nothing fantastical about what is taking place, no feats of legerdemain, no superman or superwoman running the show. What they are doing to overcome the demographic odds sounds dishwater-dull, no match for the livelier terminology of markets and choice. But genuine reform isn’t sexy, and the “secret sauce” isn’t much of a secret. Here’s their “to do” list.

● Meet the diverse needs of the students; don’t batch-process them.
● Make equity a priority.
● Deliver high-quality early education.
● Fixate on maintaining high-quality education systemwide, rather than islands of excellence, while constantly seeking ways to do better.
● Beware of fads.
● Help teachers become more effective through mentoring and coaching.
● Use data to drive decisions.
● Engage teachers and parents in decision-making.
● Build an administrative structure that incorporates networks of teachers.
● Forge ties with local organizations and the political system.
● Maintain stable leadership and minimize teacher turnover.
Everything on this list will be familiar to any educator with a pulse. The hard part is getting it right.

There’s more. Open the link. This is a realistic, upbeat book that you will want to read. It describes school reforms built on professional knowledge, not hat tricks. If only Arne Duncan had asked David Kirp to advise him, instead of the crew from the Gates and Broad Foundations.