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Personal Advisors ("Honech")
At each democratic school we visit in Israel,
one of the first school features the students and staff describe to us is the
"Honech." They start off saying that the school has a mentor system, but then
they start to think a bit more and follow-up saying that the word "mentor"
does not work. They try to think of other English words to describe this
feature, but find nothing that fits. It began to get comical, as people at
each school would go through the same process of searching for the right
word. Gradually we began to understand that there is no English word that has
the full meaning of Honech. The best we can do is to say that the role of
the Honech combines many English words: mentor/personal advisor/tutor/guidance
counselor/teacher/friend/guide. Put that all together and you have a Honech.
Students and staff tell us that this practice gives each student a strong connection to a staff member, making sure that no student slips through the cracks. Perhaps it is also a factor in creating the strong relationships and connections evident at many of the schools we have visited. The Institute for Democratic Education has suggested the practice of the Honech to many of the traditional schools it works with throughout Israel, many of which have already instituted the practice.
Israeli schools do not
follow the principle of separating church and state, and as a result
they’ve developed quite differently from the American school system. There
are very few “private” schools in Israel. Even religious or specialty
academies, schools which would be considered private in the US, receive
official recognition and government funding.
This leaves democratic schools in an unusual position. Many began fully private, operating in murky legal waters without government recognition. Only through a series of court cases have many of them won recognition and with it, partial or full funding. Thanks to these cases they have won funding without curricular control, making them one of the very few alternatives to the public system. For many parents this reason alone makes democratic schools attractive. The current Israeli administration is conservative politically, and like the US, is moving towards greater standardized testing in education. For many years the “bagrut,” or matriculation exam, has dominated the last two years of high school for those wanting to enter a university. It seems that nearly all Israeli universities require it for entrance. This year the ministry began requiring reading and writing tests for all young children in Israeli schools. Democratic schools have so far complied by making the tests optional for students, but this approach may come under fire from the government in the near future. We’ve seen several public schools and talked to many students and staff, and on the whole the problems seem similar to those in US public schools. Class sizes are often very large, with forty students not uncommon. Teaching positions often attract unmotivated teachers looking for a secure job and short days. Like the US, there is a striking disparity in funding and atmosphere between inner-city and suburban schools. The public school curriculum is particularly focused on mathematics, with English, Hebrew and bible studies also receiving central emphasis. It’s also worth mentioning that high school students do not go directly to college – for men there is a mandatory three years of Army service, and two years for women.
Some schools, like Hadera, make Parliament a central part of the administration. A simple test is whether they have a law book, and how often it is used. Others, such as the Tefan school, have a Parliament that meets only every few months, and no one seems to be aware of an actual book recording decisions. The Adam School runs without any Parliament at all, because they focus on elementary age children and believe (as our experience has also shown) that formal Parliament meetings are too slow and bureaucratic for very young children. For most schools, the Parliament runs much like its namesakes in western democracies. Committees control most of the actual decisions and meet more regularly than the full body. Executive and committee positions are filled by election each semester or each year. Some schools also use elections to fill the Judicial Committee, while others have rotating, mandatory service. Parliament can be a key tool for students to test their abilities of persuasion, attempt to fashion the school according to their own visions, or to voice complaints. At the same time, it can become a popularity contest, and it must be checked by other institutions to avoid domination by the majority. For most schools, checks exist in the committee system, parental participation, and in the ability to appeal laws on the basis of fairness and human rights.
One school, Kedem School in Arad, has what is called a "discussion table." This is a place that people can go to solve their problems in a calm setting and without a mediator or judge. Another school, The Democratic School of Hod Hasharon, has a tradition of informal mediation, in which those having a problem can go find another person, perhaps an older child or staff member, to help them solve the issue. Several other schools had similar informal ways in which to resolve conflicts. When these approaches do not work, or if someone prefers to use a formal system to solve the issue, the two choices present at most schools are a formal Mediation and the Judicial Committee (Court). The details of how the Mediations and Courts work are created by the committees of those names, which are composed of both students and staff. At most schools, both systems require the school member to describe the problem on paper and submit it to the proper committee. At some schools the Meditation and Judicial Committee meet every day, while at other schools it is less often. The goal of a Mediation is to help the two parties to agree or to together decide on a plan of action. When that does not happen, the problem can go to the Judicial Committee. The Court usually involves a judge and/or a panel of students and staff who decide on the case and the consequence. In general, Mediations are for problems that are not violations of any school laws, while the Judicial Committee is used when someone believes there has been a violation of school law. This is flexible and only used as a guide. The final layer of conflict resolution, present at some of the democratic schools in Israel, is an Appeals System. If someone does not like the decision of the Judicial Committee, the case can be brought to the Appeals Court. This court is composed of a completely different group of people from the Judicial Committee and can affirm or change the decisions of the Judicial Committee.
> Ideas for Traditional Schools
1. Mentorship. We have seen numerous levels of mentoring, which also goes under the name "honech." Children choose a mentor (it could be from staff, from the community, older children, a local university, etc), parents can choose mentor families to help them get used to a democratic school, teachers and staff can choose mentors, etc. On a less formal level, there can also be a skills database, perhaps online, so that children can share the skills they've gained with peers
2. "Action Research": At some progressive public schools we've seen, teachers are given the time and resources teachers to do a personal in-depth research project each year. They are encouraged to deepen their knowledge of their existing specialty, or to develop skills in a new area that fascinates them. 3. "Free Thinking Time": Set aside some time each week where teachers meet with the principal, perhaps in small groups, for open, non-critical brainstorming on school issues. 4. Divide the class into small groups and allow them to decide, perhaps once per week, how to move through the curriculum. 5. Elect a moderator for class discussions to take over the teacher's role on occasion. 6. Create community passage times, such as a class trip, imagined, fundraised and implemented by the students. 7. Provide free daycare for a weekly or monthly teacher meeting, including socializing and workshop time. 8. Develop teacher workshops which involve visiting other schools in various areas of the spectrum. Groups of teachers can each visit a school nearby, then return to the full workshop group to discuss what they saw, what they liked and did not like, how they reflected on their own school, etc. 8. Give each child a certain amount of daily independent time on the computer. Schedule it throughout the day, even during lessons. This reinforces the notions that the lessons are not the ultimate end, that they can be missed and still caught up with, and it gives the child personal time to pursue whatever interest they choose. 10. In a school with tracking, add a "Democratic Track," in which students have a less formal, less exam-intensive and more discussion-based class which does not follow the curriculum precisely. 11. Make the school library into a community library, and institute a co-buy program to pay for a portion of community member's book purchases, in exchange for owning the book after a certain period of usage. 12. Require an independent thesis paper for graduation, on a topic unrelated to any class, chosen by each student with the help of his or her mentor.
As IDE consultant Yael Schwartzberg says, how often do you walk into a school and hear “I’m concerned about x becoming a problem in 15 years?” As educators, we know we have the power to change the future. But first we must understand its trends. We must consider our visions, extending them forward into the long-term and then drawing them back to the present. Future Centers are designed to facilitate this blend of long-term thinking, discussion and learning. They invite the whole community to join in the process, though they are particularly focused on teacher development. IDE sees the concept as an antidote – an attempt to change the short-term, reactionary thinking of school systems driven by crises and political fluctuations. IDE developed the Future Center idea as a means of fueling the process of ongoing change. As consultants, IDE staff faced the challenge of making sure that their suggestions, or the changes they inspired, did not simply become a new dogma. Change must continue without their ongoing help. Thus the goal for each Future Center is to permanently open the process of change to the public, in the hope of fostering a proactive attitude toward education and social change. We visited the first Future Center site (shown in the picture to the left) in the southern city of Be’er Sheva. The building was conceived as a new Teacher’s Center, and planning is now underway to re-launch it as a Future Center, pending government approval and feedback from a local community panel. Its focus on teachers will continue, with seminar rooms, an education library, and daily courses offered below cost.
IDE consults with schools, cities and regions to “democratize” their communities. The meaning of this is hard to define, partially because the answer depends on the community and its environment. Essentially, it is a long-term process in which the community maps its resources and internal systems, discusses and defines a vision, creates a strategic plan for implementing the vision, and then enacts the plan. As Yaacov describes, IDE's first consulting projects had a different tone. Each community was seen as needing certain tools, and these tools were delivered and put into use. Often this worked well for a year, and then fell apart. The community itself had not recognized the need, nor had it gone through the time-consuming process of visualizing the future it desired and a route toward it. The older approach, which General Director Yael Schwartzberg describes as the “doctor model,” had the consultants drawing the map and crafting the vision for the community. With the new approach, IDE begins top-down, meeting with the local leaders who initiated the project. The first goal is to understand what needs these leaders are trying to fill. Though these needs may only be surface problems, all future work will be reconnected to these initial troubles. After these discussions, the consultants help the community create a council representing the various constituencies. This council discusses local issues and deepens their understanding of the community’s needs. Members should eventually reach the point where they can visualize their dream of the community. As we’ve seen time and again, the Institute thrives on an idealistic spirit, and in many ways it succeeds most when it inspires this spirit in other communities. Throughout the process, the consultants are there not to hand out tools or answers, but to foster productive dialogue. Even if a school receiving the consultations arrives at a traditional educational model, they have moved through a democratic process. But Yaacov and the other leaders of the Institute are confident that when a community examines its own needs through productive dialogue, a more democratic future is likely to be envisioned. As this dialogue continues and moves into defining a vision, the consultants also act like counselors. They may point out contradictions or hypocrisies in the developing plan, or offer examples on various sides of the spectrum to provide perspective. IDE tries to adopt the view that all the answers are already within the organization – the consultant is there simply as an intelligent outsider with different questions. |