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Test Code : 132-S-720-1
Test title : Specialist call seat Implement and(R) back Elective
Vendor title : Avaya
: 128 actual Questions

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Avaya Specialist call seat Implement

ACS applied sciences recognized by means of Avaya for extraordinary client carrier | killexams.com actual Questions and Pass4sure dumps

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Avaya Brings Biometrics, AI to title seat solutions | killexams.com actual Questions and Pass4sure dumps

call middle options specialist Avaya has superior its application development paraphernalia and enterprise digital coadjutant choices.Avaya Brings Biometrics, AI to call  seat Solutions

The company says its SDK now helps refined synthetic intelligence, allowing for conversational person interplay, and even a sentiment evaluation feature that can back consumer calls to exist instantly routed to the appropriate channels. Avaya additionally says its platform now supports biometrics within the profile of facial and voice recognition, which will too exist used to enable mighty two-aspect authentication.

in the meantime, Avaya has additionally upgraded its Equinox Unified Communications platform, which now helps voice-based mostly digital assistants from Google and Microsoft. The platform is designed to present a personal, virtual coadjutant to each assigned employee in an enterprise ambiance, and to that conclude leveraging the particularly advanced conversational AI systems of those tech giants promises robust efficiency.

Commenting on the upgraded solutions, Avaya options and know-how VP Chris McGugan gestured to the broader selection for voice-primarily based interaction among buyers. “Voice continues to exist the cornerstone of customer carrier, and there is a pellucid break for its prolonged software to enrich consumer journeys.”

the brand unusual options additionally replicate the turning out to exist consequence of AI, an incredible style that Avaya locked into a few year in the past with its announcement of A.I. connect, a client information and habits evaluation paraphernalia developed in collaboration with Afiniti, Scoredata, and voice biometrics expert nuance Communications.

October eleven, 2018 – via Alex Perala


Avaya Receives Frost & Sullivan's 2017 Market management Award for Contact middle methods in North the us | killexams.com actual Questions and Pass4sure dumps

SANTA CLARA, CA--(Marketwired - December 07, 2017) - Avaya nowadays introduced it has received the Frost & Sullivan 2017 Market management Award for Contact middle techniques in North the us. The award became given to Avaya for its advanced leadership and consumer provider as smartly because the strategic product development and technological innovation of its consumer rendezvous solutions portfolio, following an extensive, impartial assessment towards a number of standards.

study Frost & Sullivan's document on Avaya's 2017 Market management award

Avaya's consumer rendezvous options portfolio comprises its flagship omnichannel consumer adventure solution, Avaya Oceana. As a versatile, cozy basis, Avaya Oceana gives you context-pushed, absolutely integrated and customizable customer rendezvous capabilities that enable ongoing transformation with minimal disruption.

The Frost & Sullivan report recognized the challenges companies acquire faced in adapting their consumer provider concepts to ever-changing enterprise environments, demographics, and technological traits. consumer expectations of an omnichannel event today deserve to combine a lot of channels -- including social, cellular, online self and assisted carrier -- with productive statistics trap, evaluation and access, plus combine with distinctive industry and communications functions to bring a seamless client event. further, organizations can exist at any stage of constructing an omnichannel method, housing a colossal achieve of systems and functions of quite a lot of age and skill to herald unusual capabilities.

based on Frost & Sullivan, the capability to convey businesses forward from any stage is among the the judgement why Avaya has been in a leadership position for years:

"because the call seat went during the evolution from its initial core programs, i.e. ACD and IVR, Avaya has acted as a trusted ally to its transforming into installed base, by being attuned to the wants of consumers and consumers alike, no count the position they are within the event from point options to digital transformation. Integration of disparate applications is a notable success factor for corporations achieving omnichannel excellence. Avaya assists customers, every the way through any a Part of this transformation, via featuring the edifice blocks they exigency to congregate there."

This skill to always back companies adopt unusual capabilities to increase or expand the customer event while leveraging present infrastructure additionally extends to Avaya's approach to Cloud-based contact middle options (CCaaS). The Frost & Sullivan report notes that while many providers offering CCaaS promote an "all-in-one" solution suite, they from time to time fail to recognize that every organization is at a discrete stage and can now not wish to undertake a rip-and-substitute approach. Avaya, despite the fact, offers a enormously bendy course to cloud, equivalent to enabling a hybrid model for brand spanking unusual purposes, specific locations or company concepts, as well as public or private cloud options, apart from on-premises deployments.

complete throe consultants, as an example, moved from a barely functioning contact core, outfitted via different companies, to the Avaya consumer rendezvous Cloud, supporting 12 places. The enterprise skilled instant advancements in functionality and reporting, averted a expensive records core buildout and received the potential to assist its bold boom plans. The bendy, unusual solution changed into can charge-neutral to what the industry became paying earlier than implementing Avaya's CCaaS answer.

Frost & Sullivan cited a number of additional elements leading to Avaya's award below a lot of standards, together with customer buy and ownership experience, technology Leverage and Implementation Excellence, brand energy and increase method Excellence.

In its conclusion for the award, Frost & Sullivan pointed out:

"Avaya is silent a stalwart chief in client contact, with an enviable portfolio of items and accomplice offers, backed with the aid of strong consulting and professional capabilities guide. Avaya has carried out a leadership position in the Contact middle systems market, with a market participate of 17.4%. With its strong universal performance and Frost & Sullivan is arrogant to current to Avaya, the 2017 Market leadership Award for Contact seat methods in North america."

"Avaya works carefully with their shoppers to win into account the evolution of the client experience from assorted aspects of view. while the conclusion consumer journey is important, they are able to carry even more enterprise value by using knowing how brokers, income and advertising and IT, in addition to market and company dynamics, obtain contributions to that adventure. This holistic strategy locations us gentle years past the pop-up suppliers with constrained actuality spans or the capability to scale their solutions. here's why they are so very completely satisfied that Frost & Sullivan has once again identified Avaya's leadership involved seat solutions."

Laurent Philonenko, SVP and GM, options and technology, Avaya

To examine case reviews of corporations of every sizes around the world that believe Avaya to back them convey an exquisite customer event, proceed here.

About AvayaAvaya allows the mission vital, true-time conversation functions of the area's most essential operations. because the international leader in providing advanced communications experiences, Avaya gives the most finished portfolio of application and services for contact middle and unified communications -- provided on premises, in the cloud, or a hybrid. today's digital world requires some variety of communications enablement, and no other company is more suitable placed to attain that than Avaya. For extra counsel, please hunt counsel from www.avaya.com.

observe Avaya on Twitter, facebook, YouTube, LinkedIn, Flickr and the Avaya linked blog.

source: Avaya Newsroom


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In a robust and frank conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.

In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a distinguished deal.

He served his country as Part of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from unusual York Law School.

Now he was ready to obtain his charge on the industry world.

Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not acquire imagined what a charge it would be.

Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its position as the largest insurance and financial services company in history.

This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.

In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology development and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.

R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the consequence and longevity of that relationship. Can you bid us more about C.V. Starr’s history with China?

Hank Greenberg: We acquire a long history in China. I first went there in 1975. There was shrimp there, but I had industry throughout Asia, and I stopped there every the time. I’d stop there a couple of times a year and build relationships.

When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. They helped them to grow.

I too received the first exotic life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other exotic life insurance company in China. It took me 20 years of difficult work to congregate that license.

We too introduced an agency system in China. They had none. Their life company employees would congregate a salary whether they sold something or not. With the agency system of course you congregate paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.

R&I: So Starr’s success has meant success for the Chinese insurance industry as well.

Hank Greenberg: That’s partly why we’re going to exist celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International industry Leaders’ Advisory Council), an international industry advisory group that was establish together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract exotic companies to invest in Shanghai.

“It turns out that it is harder [for China] to change, because they acquire one leader. My guess is that we’ll work it out sooner or later. Trump and Xi acquire to meet. That will result in some agreement that will congregate to them and they will acquire to finish the rest of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

Shanghai and China in universal were just coming out of the doldrums then; there was a want of exotic investment. Zhu asked me to chair IBLAC and to succor congregate it started, which I did. I served as chairman of that group for a couple of terms. I am silent a Part of that board, and it will exist celebrating its 30th anniversary along with their 100th anniversary.

We acquire a apt relationship with China, and we’re candid as you can bid from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and exotic companies doing industry there.

On August 29, Mr. Greenberg published an feeling piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders win pragmatic steps to ease trade tensions with the U.S.

R&I: What’s your outlook on current trade relations between the U.S. and China?

Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.

President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, universal Secretary of the Communist Party of China) made himself the emperor. every the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.

R&I: positive does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.

Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to exist treated relish the second largest economy in the world, which it is. And it will exist the number one economy in the world in not too many years. That means that you can’t expend the very terms of trade that you did 25 or 30 years ago.

They want to acquire access to their market and other markets. Fine, but you acquire to acquire reciprocity, and they acquire not been very apt at that.

R&I: What stands in the way of that happening?

Hank Greenberg: I assume there are several substantial challenges. One, their structure makes it very difficult. They acquire a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not exist positive what they want him to do.

For example, the president made a speech many months ago aphorism they are going to open up banking, insurance and a couple of additional sectors to exotic investment; nothing happened.

The judgement was that the head of that division got changed. A unusual administrator came in who was not positive what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to attain that and you didn’t attain that.”

So the structure is such that it is very difficult. China can’t react as rapidly as it should. That will change, but it is going to win time.

R&I: That’s interesting, because during the financial juncture in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.

Hank Greenberg: It turns out that it is harder to change, because they acquire one leader. My guess is that we’ll work it out sooner or later. Trump and Xi acquire to meet. That will result in some agreement that will congregate to them and they will acquire to finish the rest of the negotiations. I believe that will happen.

R&I: Obviously, you acquire a very unique perspective and experience in China. For American companies coming to China, what are some of the current challenges?

Hank Greenberg: Well, they very much want to attain industry in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very colossal market and not just for insurance companies. It’s a entire achieve of companies that would relish to acquire access to China as easily as Chinese companies acquire access to the United States. As I said previously, that has to exist resolved.

It’s not going to exist easy, because China has a history of not being treated well by other countries. The U.S. has been pretty apt in that way. They haven’t taken advantage of China.

R&I: Your op-ed was very enlightening on that topic.

Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a distinguished country. Part of that was his takeover of the South China Sea rock islands during the Obama Administration; they did nothing. It’s a shrimp late now to try and attain something. They promised they would never militarize those islands. Then they did. That’s a actual problem in Southern Asia. The other countries in that region are not gratified about that.

R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. They assume you’re the only big insurance company with that structure at that scale. What advantages does that give you?

Hank Greenberg: Two things. First of all, we’re more than an insurance company. They acquire the traditional investment unit with the insurance company. Then they acquire a divide investment unit that they started, which is very successful. So they acquire a source of income that is diverse. They don’t acquire to underwrite industry that is going to lose a lot of money. Not knowingly anyway.

R&I: And that’s because you are a private company?

Hank Greenberg: Yes. They attract a different nature of person in a private company.

R&I: attain you assume that enables you to react more quickly?

Hank Greenberg: Absolutely. When they left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to speed the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. They started with three people and now they acquire 3,500 and growing.

“I assume technology can play a role in reducing operating expenses. In the last 70 years, you acquire seen the expense ratio of the industry rise, and I’m not positive the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will too exist required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

R&I:  You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t acquire been in the position it was in 2008 if you had silent been there.

Hank Greenberg: Absolutely not. They had every the perquisite things in place. They met with the financial services division once a day every day to obtain positive they stuck to what they were suppositious to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my ordeal and said that if I’d been at the company, it would not acquire imploded the way it did.

R&I: And that fateful conclusion the AIG board made really affected the course of the country.

Hank Greenberg: So many people lost every of their net worth. The unusual management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the financial juncture blew up was grossly unfair.

From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a Gross misuse of the Martin Act. It gives the Attorney universal the power to investigate without probable cause and bring fraud charges without having to prove intent. Only in unusual York does the law grant the AG that much power.

R&I: It’s especially frustrating when you reckon the character of his own character, and the scandal he was involved in.

In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.

Hank Greenberg: Yes. And it’s been successive. witness at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the very thing. To me it demonstrates hypocrisy and ill-treat of power.

Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.

R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and silent growing. As you continue to expand, how attain you deal with the challenge of attracting talent?

Hank Greenberg: They did something last week.

On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.

Hank Greenberg: They acquire recruited from St. John’s for many, many years. These are young people who want to exist in the insurance industry. They don’t congregate into it by accident. They study to become skilled in this and they acquire recruited some very qualified individuals from that school. But they too recruit from many other universities. On the investment side, outside of the insurance industry, they too recruit from Wall Street.

R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to expend it.

Hank Greenberg: I assume technology can play a role in reducing operating expenses. In the last 70 years, you acquire seen the expense ratio of the industry rise, and I’m not positive the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will too exist required.

R&I: So as the pre-eminent leader of the insurance industry, what attain you notice in terms of where insurance is now an where it’s going?

Hank Greenberg: The country and the world will always exigency insurance. That doesn’t add up to that what they acquire today is what we’re going to acquire 25 years from now.

How quickly the change comes and how far it will proceed will depend on individual companies and individual countries. Some will exist more mettlesome than others. But change will win place, there is no doubt about it.

More will proceed on in space, there is no question about that. We’re involved in it perquisite now as an insurance company, and it will congregate broader.

One of the things you acquire to worry about is it’s now a nuclear world. It’s a more unsafe world. And again, they acquire to find some way to deal with that.

So, change is inevitable. You exigency people who can deal with change.

R&I:  Is there anything else, Mr. Greenberg, you want to comment on?

Hank Greenberg: I assume I’ve covered it. &


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  • Next Prev Analysis Analysis — The Uncertain Future of Teaching: How Personalization, Specialization, Soft Skills, and a Talent Shortage Could Reshape the Profession

    By Michael DeArmond and Christine Campbell and Paul Hill | February 4, 2019

    TALKING POINTS
  • Analysis — The uncertain future of teaching: How personalization, specialization, soft skills, and a talent shortage could reshape the profession
  • This essay too appeared in CRPE’s 25th anniversary collection, Thinking Forward: unusual Ideas for a unusual Era of Public Education

    Platitudes about lifelong learning are hardly unusual in education, but they appear especially urgent today. As Thomas Friedman writes, “When the pace of change gets this fast, the only way to retain a lifelong working capacity is to engage in lifelong learning.” A rapidly changing future has implications not just for learners. What might it add up to for who teaches what and how?

    We won’t fully know the retort to this question until schools, districts, professional networks, colleges of education, and other institutions develop and test unusual approaches to training, instruction, and employment. But in the meantime, emerging ideas and clues from today’s innovators suggest that major changes are in the offing for teachers — particularly when it comes to what teachers exigency to know, and how they work together.

    New areas of teacher expertise: Soft skills and personalization

    The authors of CRPE’s 25th anniversary collection of essays and other futurists bicker that teachers must attain more than prepare students academically in the coming decades. This essay highlights two additional areas of teacher expertise (beyond academics) that may become increasingly important. First, insights into the future suggest that teachers will exigency to understand how to build “soft skills” that prepare students to continually learn and collaborate with others (as suggested by Friedman). Second, their essays suggest teachers will exigency to understand how to provide students with more personalized instruction, a direction that reflects both broader social trends toward customization and developments in the science of learning.

    Like “lifelong learning,” soft skills and personalization are not unusual ideas in education, but anticipated changes in the future establish a finer point on their importance. Soft skills associated with independent, self-directed learning now appear particularly apropos for students to drive their own learning both in and out of school. Accordingly, teachers will exigency to know more about helping students learn to track and manage their own thinking (metacognition) and more about helping students develop, as Linda Nilson writes, an “awareness of and control over one’s emotions, motivations, behavior, and environment as related to learning.” In other words, a future that values lifelong learning demands that teachers know more about helping students assume about their thinking but too develop better self-discipline, time management skills, and the like. Of course, many teachers already attain both of these things; but it is too the case that teaching self-directed learners is not central to the training many teachers currently receive.

    Besides self-directed learning, their essays highlight personalization as an notable characteristic of learning in the future. As they acquire argued elsewhere, personalized learning is silent a vaguely defined concept in education, an umbrella term that means different things to different people. But regardless of the details, the colossal ideas associated with personalization — the propel to give students more license and control over their learning, to allow them to stagger at their own pace, and to let their interests and talents drive what they learn — will clearly multiply and amplify the most tangled parts of a teacher’s job: diagnosing student needs and interests, curating coherent learning activities, and assessing student learning. Many teachers may attain these things well today, but injecting them with personalization is rare.

    Soft skills and personalization are just a sampling of the types of skills teachers may exigency in the future. Teachers and school leaders must too let proceed of the mindset that “good teaching” means being in control and commanding students’ attention for an entire class period. But even if they just focus on learning how to back self-directed learning (how students learn, socio-emotional development, etc.) and personalization, the unusual demands on teachers are daunting. Few people would acquire enough capacity to attain it all. And so, to obtain the job more feasible, the teaching profession must find unusual ways of working as well.

    New ways of working: Specialization, teams, and unusual sources of talent

    Above all, emerging ideas from the realm about how to obtain teaching more doable challenge the one-teacher, one-classroom model that dominates most schools today.

    KnowledgeWorks, a nonprofit organization that advocates for personalized learning, has suggested making personalization more doable by creating a unusual role called a “learning pathway designer.” Rather than provide any instruction themselves, the pathway designer would act as a curator, dedicated to planning and designing individual student learning experiences. Examples of teachers-as-instructional-curators are too cropping up in schools. Public repercussion and the Christensen Institute recently profiled real-world staffing innovations to back personalization. The profiles include coordinators who work with teams of teachers to develop learning goals with students, assess student learning, ensure coherence across learning activities, and manage other adults —  without providing any instruction themselves.

    The key point of these examples is that making teaching more doable may require creating unusual roles with specialized skills, rather than layering unusual responsibilities on top of regular teaching positions.

    Beyond unusual roles, the career path for teachers might too exigency to change. Today, only people willing to attend traditional training programs, drill complete time, and enter a relatively flat career tarry in teaching. Expanding who works with students and in what ways might obtain the teaching profession more inviting. Of course, alternative routes to teaching have, with mixed results, existed for a long time. But beyond those alternative routes, schools might attain more to enlist people in communities and minuscule industry to back student learning in nontraditional ways. Through mentorships, internships, and other out-of-school activities, community members could contribute not only expertise but too diverse experiences that resonate with students in ways that the experiences of the traditional teacher workforce attain not.

    To win another example, teachers might work Part time in many schools or present virtual courses in technical subjects, relish physics or genetics. Other possibilities include enlisting community college faculty to provide up-to-date training in career pathways, or teachers joining together in a collaborative to design and provide a achieve of courses to students.

    New arrangements would not, of course, simply exist a matter of making teaching easier in a tangled world. These changes would too exist a response to the inevitable unusual learning experiences that proceed beyond conventional schools: for example, schools that provide some instruction directly but curate other learning experiences, and organizations or individuals who provide supplementary experiences (such as a moot court or musical events) or specialized instruction (such as a graduate student who offers physics classes or paid tutoring).

    Viewed either way — making the job more doable or embracing unusual learning experiences — more adults who attain not acquire a conventional teaching career may exist involved in teaching in the future. Regardless of the details, the institutions surrounding teaching and teacher training must change to maintain up.

    Encouraging experimentation

    What types of training will succor teachers develop unusual areas of expertise? What job arrangements will back unusual roles or tap unusual sources of talent? What kinds of back will non-teachers exigency to provide advantageous educational experiences? Finding answers to these questions will require attentive experimentation. Existing practices, however, suggest some feasible paths forward as well as the challenges they may present.

    For example, advocates of teacher preparation reform acquire long called for unusual teachers to congregate more clinical practice and “learn by doing.” edifice from that spirit, training institutions might develop unusual expertise and roles by partnering with innovative schools on residency-based training experiences. Focused on experimentation and adult learning, these innovation residencies could, relish current residency models, expose unusual teachers to practice, mentorship, and theory by combining a year-long “residency” in an innovative school with university-based training. Infusing residency models with practical approaches to experimentation and learning (for example, Plan-Do-Study-Act cycles and other inquisition ideas championed by the Carnegie Foundation for the Advancement of Teaching and others) could succor schools and their partners identify and develop promising unusual teaching approaches.

    A residency model would not, however, work for people providing an educational experience outside of school based on some other profession or skill (e.g., a repair shop for self-driving cars). At this point, it is not pellucid what kinds of supports these types of people will need, suggesting the exigency for a robust research and development agenda on how to develop complementary teaching skills for providers of real-world learning experiences.

    Rethinking training or developing a research and development agenda would create tangled change and coordination challenges. Residency models challenge traditional financial arrangements and interject cross-organizational coordination problems. Improvement-focused processes, at their most ambitious, require remissioning district central offices or partnering with external organizations. The R&D function in public education almost needs to exist built from scratch. Each change would require collaborative mindsets that are far from traditional practice and call for a host of complementary cultural and organizational changes.

    Rethinking teacher roles too challenges status quo employment arrangements, which often constrain flexibility and role differentiation. The concept of creating a “learning pathway designer” or some other case management function (or a specialist who can work across schools), for example, would require unusual job descriptions, shifts in credentialing requirements, and more resources. Connecting outside expertise to schools raises similar, but more complicated, issues. It’s unclear what types of incentives would bring outside experts into schools (or encourage them to welcome students in external organizations), let lonesome what nature of training outside experts might exigency (How much is too little? Too much?), or how to manage character control. In addition to navigating these challenges, the profession may visage a more fundamental problem of how to simultaneously homage lifetime commitments to teaching (whether as a classroom teacher or “learning pathway designer”) while not excluding the nurse, machinist, lawyer, or scientist who wants to drill via mentoring and reflection.

    Rethinking the profession

    Many of these ideas sound a long way off from the profession’s current agenda. In the winter and spring of 2018, teachers in five states made headlines by walking off their jobs to protest low salaries and school budget cuts. In response, Oklahoma passed the state’s first tax increase since 1992 to increase teacher salaries, and Arizona and West Virginia announced plans to boost teacher salaries.

    Getting more funding should exist an encouraging token for teachers. But funding lonesome won’t change the characteristics that obtain the job so difficult. Given the caution and universal suspicion surrounding the future, the most pressing imperative for the teaching profession might exist the question of who sets its direction and how change happens. The future of teaching may exist less about knowing the retort and more about rethinking who asks the questions and works to resolve emerging problems.

    Teachers must exist engaged not only in advocating for more resources and better working conditions — they too must exist engaged in defining the pith of their work. What are the perquisite training experiences? On-the-job learning experiences? Accountability systems? As Jal Mehta argues, bureaucratic approaches to these questions won’t produce the results they need. In an era of uncertainty, a top-down policy solution will not work everywhere for everyone. For teachers, the most promising future might exist one where they acquire a renewed professional voice, stake, and influence over what happens.

    Related

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    Submit a note to the Editor February 4, 2019 Michael DeArmond and Christine Campbell and Paul Hill

    Michael DeArmond is a senior research analyst at the seat on Reinventing Public Education, specializing in educational governance, bureaucratic reform, and policy implementation.

  • contributors@the74million.org
  • Christine Campbell is policy director and senior research analyst at the seat on Reinventing Public Education at the University of Washington.

  • contributors@the74million.org
  • Paul Hill’s research focuses on reform of public elementary and secondary education. A former federal policy adviser on education, he founded the seat on Reinventing Public Education at the University of Washington Bothell.

  • contributors@the74million.org
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