The idea of using market principles to formulate education policy is the core assumption behind NCLB, testing, accountability, and competitiveness. The idea is that if we “raise the bar,” and set expectations high enough, teachers and students will endeavor to excel. Achievement gains will naturally follow, and our society will continue on it’s path of progress. The taxpayers, or shareholders, are happy because they realize a return on their investment. On the other hand, if schools don’t meet performance targets, teachers and students are designated failures, and “corrective measures” are indicated. Just like business, I hear. But not exactly, it seems.

I ran - or stumbled - across a connection between bar-raising and profits today that has me wondering why this carrot and stick notion about school competitiveness has been so uncritically embraced by policy makers, politicians, and public school critics when it seems to be the antithesis of corporate boardroom strategy. My Sunday paper featured this WSJ article in the Business section with the headline:

Profit Strategy: Set the Bar Low, Leap Over
By Joanna L. Ossinger
July 8, 2007

Set expectations low, then exceed them and make people happy. That classic strategy has been practiced time and again in the world of corporate earnings announcements — and investors are hoping that the second-quarter earnings season, which picks up steam this week, will bring such positive surprises.

If this is a “classic strategy” that’s been “practiced time and again,” how is it also a “positive surprise” unless everyone involved is delusional? These are all smart, hard-headed, bottom-line driven, rational people who don’t mess around. Right? Oh, and another question…if high expectations and business metaphors apply to school, why shouldn’t they also apply to business?

The WSJ calls it “seeing the bright side,” and Ossinger quotes Brian Rauscher, director of portfolio strategy at Brown Brothers Harriman, who explains how earnings estimates are developed:

Mr. Rauscher says “there is very little motivation for management to give positive forward guidance” — that is, to nudge earnings expectations upward — “unless they’re 100% sure it’s going to happen.”

Companies instead often aim for “safe” guidance, which reduces the risk of negative publicity or a big drop in the stock price if actual earnings prove disappointing.

That makes sense, and it’s how we try to manage our household budget, lowballing our estimates for income, and trying to account for unexpected expenses so if we ever have a little money at the end of the month, we can be “surprised.”

I am truly surprised, though, that this article doesn’t treat this “lower the bar and leap over” strategy as morally questionable, because that’s what public school critics do when teachers adjust their instruction to meet the needs of kids in their classes. And why is it that we don’t hear anyone claiming that doing this will “dumb down” the economy, and make us less competitive? Ossinger notes that when actual earnings are disappointing, stock prices drop, indicating that public opinion does indeed have an effect on performance. Applying that principle, wouldn’t we want to boost public support for schools by recognizing the need for flexibility in goal setting, accounting for multiple influences on performance targets? To me it looks like education policy is aimed at reducing support for public schools. That is, if we want to use market principles.

The principle at work here is that when we set our own goals, we can feel free to revise our estimates, but when we have our goals set for us by someone else, the inflexibility of the situation forces us into a win-or-lose position that exposes us to criticism for being weak or ineffective. One person’s “bar” is the next one’s stumbling block. There’s a lesson here for teachers with respect to assessment, too, I believe.

This article by Kevin Carey, writing for Education Sector, Hot Air: How States Inflate Their Educational Progress is a good example of what I mean. The title says it all, but I’ll spend a moment on a couple of points. Carey says that even though the law gives state departments of ED wide discretion in defining the test score cut levels that will constitute “proficiency,” he says that states “have taken advantage of this autonomy to make their educational performance look much better than it really is.” He wants it both ways. States may have flexibility, but they shouldn’t use it to make a school look good. Instead schools have to “be honest” and take their lumps because he assumes that the news has got to be bad.

The result is a system of perverse incentives that rewards state education officials who misrepresent reality. Their performance looks better in the eyes of the public and they’re able to avoid conflict with organized political interests. By contrast, officials who keep expectations high and report honest data have more hard choices to make and are penalized because their states look worse than others by comparison.

How does Carey know what “reality” is? He uses the NAEP tests, which consistently report lower scores than the state tests, and have problems of their own. (see also, A Test Everyone Will Fail.) In Carey’s world, “high expectations” and “honest data” are paired and linked to “hard choices,” which assumes that if we are honest the tests will show that we’re miserable failures. When schools report higher test scores, though, it’s to “avoid conflict,” and not a sign of success, or reasonable goal setting.

In the WSJ article we’re told that expectations are managed to avoid “negative publicity” and protect weak growth. In the economy, therefore, it’s all about looking on the bright side, but in education, it’s hard choices, and glass-half-empty thinking. I’m not defending the status quo, or investing in rose-colored glasses stock (which would be taking a beating right now in the US). What I’m saying is that the way the market principle metaphor is being applied to education doesn’t really reflect real world conditions. Corporations are not required to set high targets and risk disappointing investors, who might then be taking their money somewhere else - which is the rationale for school vouchers. Instead, companies do set lower targets to keep people happy and make themselves look good.

And while I’m on this topic, I’ll note that the White House is using market psychology in its assessment of our achievements in Iraq, as in: Administration Shaving Yardstick for Iraq Gains. We might join Kevin Carey in saying that “Their performance looks better in the eyes of the public and they’re able to avoid conflict with organized political interests.” We call it spin, which is how the real world seems to function now.

This is all politics, isn’t it?