I’ve been writing about the Danielson Framework for Teacher Evaluation for a couple of years, and in fact my “Fatal Flaws of the Danielson Framework” has been my most read and most commented on post, with over 5,000 hits to date. I’ve also been outspoken about how administrators have been misusing the Framework, resulting in demoralized teachers and unimproved (if not diminished) performance in the classroom. (See in particular “Principals unwitting soldiers in Campbell Brown’s army” and “Lowered teacher evaluations require special training.”) At present, teachers are preparing — at great time and expense — to embark on the final leg of the revamped teacher evaluation method with the addition of student performance into the mix (see ISBE’s “Implementing the Student Growth Component in Teacher and Principal Evaluation”). I’ve also written about this wrongheaded development: “The fallacy of testing in education.”

Imagine my surprise when I discovered an unlikely ally in my criticism of Charlotte Danielson’s much lauded approach: Charlotte Danielson herself. The founder of the Danielson Framework published an article in Education Week (April 18 online) that called for the “Rethinking of Teacher Evaluation,” and I found myself agreeing with almost all of it — or, more accurately and more egocentrically, I found Charlotte Danielson agreeing with me, for she is the one who has changed her tune.

My sense is that Ms. Danielson is reacting to widespread dissatisfaction among teachers and principals with the evaluation process that has been put in place which is based on her Danielson Framework. Her article appeared concurrently with a report from The Network for Public Education based on a survey of nearly 3,000 educators in 48 states which is highly critical of changes in teacher evaluation and cites said changes as a primary reason for teachers exiting the profession in droves and for young people choosing not to go into education in the first place. For example, the report states, “Evaluations based on frameworks and rubrics, such as those created by Danielson and Marzano, have resulted in wasting far too much time. This is damaging the very work that evaluation is supposed to improve . . .” (p. 2).

Ms. Danielson does not, however, place blame in her Framework, at least not directly. She does state what practically all experienced teachers have known all along when she writes, “I’m deeply troubled by the transformation of teaching from a complex profession requiring nuanced judgment to the performance of certain behaviors that can be ticked off a checklist.” Her opinion is a change from earlier comments when she said that good teaching could be easily defined and identified. In a 2012 interview, Ms. Danielson said that her assessment techniques are “not like rocket science,” whereas “[t]eaching is rocket science. Teaching is really hard work. But doing that [describing what teaching “looks like in words”] isn’t that big a deal. Honestly, it’s not. But nobody had done it.”

Instead of her Framework, then, Ms. Danielson places the lion’s share of the blame with state legislators who oversimplified her techniques via their adoptions, and — especially — with administrators who are not capable of using the Framework as it was intended. She writes, “[F]ew jurisdictions require their evaluators to actually demonstrate skill in making accurate judgments. But since evaluators must assign a score, teaching is distilled to numbers, ratings, and rankings, conveying a reductive nature to educators’ worth and undermining their overall confidence in the system.”

Amen, Sister Charlotte! Testify, girlfriend!

Ms. Danielson’s critique of administrators is a valid one, especially considering that evaluators were programmed, during their Danielson training, to view virtually every teacher as less than excellent, which put even the best-intentioned evaluators in a nitpicking mode, looking for any reason, no matter how immaterial to effective teaching, to find a teacher lacking and score them “proficient” instead of “excellent.” In her criticism of administrators Ms. Danielson has touched upon what is, in fact, a major shortcoming of our education system: The road to becoming an administrator is not an especially rigorous one — especially when it comes to academic rigor — and once someone has achieved administrative status, there tends to be no apparatus in place to evaluate their performance, including (as Ms. Danielson points out) their performance in evaluating their teachers.

Provided that administrators can keep their immediate superior (if any) content, as well as the seven members of the school board (who are almost never educators themselves), they can appear to be effective. That is, as long as administrators do not violate the terms of the contract, and as long as they are not engaging in some form of obvious harassment, teachers have no way of lodging a complaint or even offering constructive criticism. Therefore, if administrators are using the Danielson Framework as a way of punishing teachers — giving them undeservedly reduced evaluations and thus exposing them to the harms that can befall them, including losing their job regardless of seniority — there is no way for teachers to protect themselves. They cannot appeal an evaluation. They can write a letter to be placed alongside the evaluation explaining why the evaluation is unfair or invalid, but their complaint does not trigger a review of the evaluation. The evaluator’s word is final.

According to the law of averages, not all administrators are excellent; and not all administrators use the evaluation instrument (Danielson or otherwise) excellently. Some administrators are average; some are poor. Some use the evaluation instrument in a mediocre way; some use it poorly. Hence you can quite easily have an entire staff of teachers whose value to the profession is completely distorted by a principal who is, to put it bluntly, bad at evaluating. And there’s not a thing anyone can do about it.

Another crucial point that Charlotte Danielson makes in her Education Week article is that experienced teachers should not be evaluated via the same method as teachers new to the field: “An evaluation policy must be differentiated according to whether teachers are new to the profession or the district, or teach under a continuing contract. . . . Once teachers acquire this status [i.e. tenure], they are full members of the professional community, and their principal professional work consists of ongoing professional learning.” In other words, experienced teachers, with advanced degrees in their content area and a long list of professional accomplishments, shouldn’t be subjected to the same evaluation procedure as someone who is only beginning their career and has much to learn.

In fact, using the same evaluation procedure creates a very odd dynamic: You oftentimes have an administrator who has had only a limited amount of classroom experience (frequently fewer than ten years, and perhaps only two or three) and whose only advanced degree is the one that allows them to be an administrator (whereby they mainly study things like school law and school finance), sitting in judgment of a teacher who has spent twenty or thirty years honing their teaching skills and who has an advanced degree in their subject area. What can the evaluator possibly say in their critique that is meaningful and appropriate? It is commonplace to find this sort of situation: A principal who was a physical education or drivers education teacher, for perhaps five years, is now sitting in an Advanced Placement Chemistry classroom evaluating a twenty-year veteran with a masters degree or perhaps even a Ph.D. in chemistry. The principal feels compelled to find something critical to say, so all they can do is nitpick. They can’t speak to anything of substance.

What merit can there be in a system that makes evaluators omnipotent judges of teachers in subject areas that the evaluators themselves literally are not qualified to teach? It isn’t that veteran teachers don’t have anything to learn. Far from it. Teaching is a highly dynamic, highly challenging occupation; and the successful teacher is constantly learning, growing, self-reflecting, and networking with professional peers. The successful principal makes space for the teacher to teach and for the student to learn, and they protect that space from encroachment by anyone whose design is to impede that critical exchange.

Ms. Danielson offers this alternative to the current approach to evaluation: “An essential step in the system should be the movement from probationary to continuing status. This is the most important contribution of evaluation to the quality of teaching. Beyond that, the emphasis should be on professional learning, within a culture of trust and inquiry. . . . Experienced teachers in good standing should be eligible to apply for teacher-leadership positions, such as mentor, instructional coach, or team leader.”

Ironically, what Ms. Danielson is advocating is a return to evaluation as most teachers knew it prior to adoption of the Danielson Framework.

(Grammar alert: I have opted to use the gender-neutral pronouns they and their etc. even when they don’t agree in number with their antecedents.)