Reflections after reading Why is Fusong_Reflections after reading Why is Fusong

"Why Fusong?" Using such a tempting question as the title shows the author's ingenuity. The following is my review of Why is Fusong, I hope it can help you! Review of Why is Fusong Chapter 1

Some time ago, I carefully read the book Why Fusong published by Education Press ?The book "Rebuilding Rural Education in China" amazed me. If it hadn't been jointly recommended by Wei Shusheng and other education experts and scholars, it would have been unbelievable. Fusong is a remote small county in Jilin Province. More than 90% of its jurisdiction is mountainous. Its population of 300,000 is distributed among the vast mountains. More than 80% of the students are the children of mountain residents. In the compulsory education stage, the school has not recruited or introduced a new teacher in 10 years. The average age of full-time teachers is 40 years old, and 80 years old are private teachers who have become regular teachers. Most of them do not know how to use computers. However, in such a backward Fusong, an amazing scene has appeared. : 100 students recite classics and can recite dozens to hundreds of beautiful works. 100 classes have arts and sports activities. Students have appeared on CCTV’s Avenue of Stars. Students have appeared in Hong Kong’s concert halls. 100 schools have been established. It has established an extracurricular activity base, 100% of full-time teachers participate in teaching and scientific research, and 90% of principals have the experience of studying in big cities. Every year, the most influential education experts and top teachers in the country are invited in batches to enter the campus and classrooms to plan and provide guidance face-to-face with the principals and teachers, without interruption for ten consecutive years. However, Tsinghua University and Peking University have been admitted to the college entrance examination every year for eight consecutive years. The simple classrooms and simple facilities paint a beautiful picture of rural education in China.

Covering the paper and thinking deeply, the words "people, benevolence, and ability" kept flashing in my mind. Fusong's educator can throw off his arms and work like that. He is simply a god. God gives success to people who are dedicated. The brilliant achievements of Fusong Education rely on the fact that under the correct leadership of the competent bureau, teachers set goals, overcome difficulties, and work hard step by step, ultimately achieving a win-win situation for schools, students, and teachers. The construction of its teaching team gave me deep thinking.

It has cultivated a team of principals who keep pace with the times, are ideologically emancipated and enterprising. The principal is the leader and the one who carries the flag. Some people say, "A good principal is a good school." There is no doubt about it. Fusong's first move was to build the principal's iron army. To change students, we must first change the classroom. To change the classroom, we must first change teachers. To change teachers, we must first change the principal. In the early days of the reform, did the principal make outrageous evaluations of lessons, get red-faced when he was evasive, or was embarrassed that he could not remember the school motto? In order to change the principal, Fusong cultivated and shaped the principal's ability from four aspects: leadership, execution, learning, and thinking. Ability, as Director Lu Shide said, leadership and execution are the basic guarantees for the achievement of various educational goals. For a school to be lively, develop at a high level, and have stamina, it is obviously inseparable from the height of the principal. The improvement of the principal's leadership and execution is the key to a school's sustainable development and efficient teaching. Especially in the curriculum reform, it is urgent to improve the principal's classroom leadership and execution. In addition, the principal’s learning ability and thinking ability are essential qualities for an expert principal. With this concept in mind, he used some practical measures, requiring the principal to go deep into the classroom and study teaching, and launched a principal evaluation competition to make the principal feel pressured; in order to improve the theoretical level of the principal, he subscribed to newspapers for the principals , magazines, and required principals to continue to write reading notes; in order to broaden their horizons, since 2004, more than 30 principals have been sent for further study, temporary training, and study tours in Beijing, Shanghai, Shandong, Jiangsu and other places; and salon forums were held on weekends , and at the same time invited well-known experts and scholars to give lectures at the school to give guidance...-one by one, the principals experienced the baptism of their brains and made it clear that they need to be thoughtful and learn in their careers, so they started from passive thinking (learning) to active thinking (learning). After experiencing the baptism of the heart, I have become more clear about my role, responsibilities and responsibilities, and I must truly educate with my heart. They actively practiced it and changed. Their concepts, styles, abilities, and performance have all changed.

It has cultivated a team of teachers who are happy to teach and not seeking fame and fortune. Many pictures in the book let us feel the teacher's persistence and seriousness. The remote and difficult Xigang Village is the smallest, with one teacher, two students, two brothers and sisters in second and third grade, and three students from Wenquan Primary School... There are still flag-raising ceremonies and PK competitions, and pre-class previews can be completed in the classroom. The curriculum is implemented in an orderly manner, and although the number of students is small, the educational activities can truly be oriented to each student, develop and achieve each student, and bring a different kind of student-oriented classroom. In order to change the conditions for running schools, Principal Guo Xianjun and teachers of Xianrenqiao Middle School used iron catalpas to dig a 500-meter drinking water canal over the weekend and bring clear spring water from the mountain. In order to build a garden-style campus at Xingcan Primary School, the principal and The teachers set out at three o'clock every morning and spent three days in a row to pull more than 4,000 curbs and lay a brand new Yong Road ----- In today's highly materialistic world, when everything seems to be considered in terms of money, They use weekends and holidays with no orders, no overtime subsidies, no special commendations, and no complaints. This is selfless dedication. They just want the children to have a good reading environment.

Cultivated a support team that sincerely serves education. Bureau staff, logistics management personnel, these people who seem to have nothing to do with teaching can enter the classroom, and each person attends 50 lectures on average. This is extremely rare. It is precisely because these people enter the classroom and understand the front-line teachers and According to the needs of students, they can better serve teachers and students.

People who don’t know Fusong may still have some doubts about the county’s education reform. If you read this book, you will suddenly understand and no longer have doubts. The educational reform measures currently in full swing in our county are similar to those in Fusong, and the results are beginning to show. How to expand the results, I personally think that the key is to make our teachers better aware and realize that teachers’ bounden duty is to teach, educate and cultivate people. Talents, in order to produce good talents, we must deepen reforms and improve classroom efficiency. Only by carrying out classroom reforms can we tap students' maximum potential. Only with sincere participation can we gain a sense of professional fulfillment and happiness. . Second, we must have enough ideas, courage, patience and confidence in reform and innovation, and we must mobilize the efforts of the entire county. At present, we feel a lot of pressure, and the results have not been reflected in a large area. The reason is that the efforts are not widespread and the intention is not enough. If everyone can practice in their respective positions in accordance with the requirements of their superiors, we can completely go from being uncomfortable at the beginning to Gradually adapt and then gradually improve. The excitement of a classroom can touch a certain type of subject, and a type of subject can drive a school. If every school takes action seriously, wouldn't the reform vision be realized? As the saying goes, if everyone rows oars and sails a big boat, everyone gathers firewood and the flames are high. This is obviously the truth. Third, we must have an executive and exploratory mind. When ideas are reformed, people will have goals. How to achieve goals requires a practical process. In the process of practice, you will definitely encounter thorns and bumps, and you may be afraid of difficulties or even retreat. For example, considering the impact of various factors such as difficulty in achieving goals, gaps in inter-school evaluations, slackness of teachers within the school, talks about subsidies for cadres, etc., there are many concerns, especially the principal. At this time, you must adjust your mentality, find reasons, adjust strategies, and find The zone of proximal development, the breakthrough point, must not be retreated from. Fourth, we must actively explore and establish a certain long-term mechanism so that teachers can feel that they want to learn and take the initiative to learn, so that teachers can truly be attentive and proactive, and enjoy professional happiness at different times. It can be said a thousand times, but in the final analysis it is the human factor. As long as people are good, the world will be good. As long as principals and teachers work hard, students will be good and education will be good. As Director Lu Shide of the Fusong Education Bureau said: Education is the ignition of people, the enlightenment of life to life, and people are the most critical. Only a teacher who has rich knowledge and a love for children, who can grasp the child's psychological characteristics, understand the child's growth pattern, and respect the dignity of the child's life, can teach teachers no matter in a remote mountain or a prosperous city. A sound, high-quality, progressive and beautiful education for children. Good education does not necessarily have to be in developed countries or in cities. It can be anywhere.

It is true that stones from other mountains can be used to attack jade, and learning from others is a must. Those who learn to practice will die, and those who learn from gods will live. We must truly touch its inner heritage, and the only way to succeed in learning and learning is to do a good job in combination and creation. Why is Fusong Chapter 2

Fusong is a remote small county in Jilin Province. More than 90% of its jurisdiction is mountainous, and its population of 300,000 is distributed in the vast mountains. More than 80% of the students are mountain residents. child. In the compulsory education stage, the school has not recruited or introduced a new teacher in 10 years, and the average age of full-time teachers is 40 years old.

Just like this, the backward Fusong has an amazing scene: 100 students recite classics and can blurt out dozens to hundreds of beautiful works, and 100 classes have chorus activities. 100% of schools have established extracurricular activity bases, 100% of full-time teachers participate in teaching and scientific research, and 90% of principals have the experience of studying in big cities. Every year, the most influential education experts and top teachers in the country are invited in batches to enter the campus and classrooms to plan and provide guidance face-to-face with the principals and teachers, without interruption for ten consecutive years.

The magic weapon for Fusong’s success is hard work, and he will work hard for ten years if he sets his goal. The director led the principal to inspect prestigious schools and listen to and evaluate classes. The principal led teachers to carry out classroom reforms and transform the campus environment. Every work was done personally and personally. The glory of Fusong was achieved step by step through hard work.

At the beginning of the reform, in order to reverse the backward situation, overcome inertia, and change concepts, the Fusong Education Bureau first adopted the method of forcing, forcing teachers to change their styles and improve their thinking. , so that everyone can learn to learn and think. The second step is to lead. Recommending books and guiding reading is leading; sending people out to study, opening their horizons and improving ideas is leading; inviting famous teachers and experts to give reports is also leading. Fusong has taken multiple measures to improve the quality and capabilities of its teaching staff, and is willing to spend a lot of money for the professional development of its teaching staff. When talking about the quality of teachers, Director Lu Shide said: "A few famous teachers cannot solve the problem of education in Fusong, nor can they solve the problem of the majority of children in mountainous areas enjoying high-quality education. The role of a few famous teachers is not worth a large number of high-quality, diligent and dedicated rural people." Teachers, so we have spent our time and energy over the years on solidly improving the overall quality of rural teachers. In fact, when the overall level of teachers is improved, cultivating famous teachers will be a matter of course. ?This is very true. What rural areas need is not just one or two famous teachers, but also the overall improvement of the quality of all teachers. One or two famous teachers cannot solve the problems of rural education. This is the reality of rural education.

When the classroom reform was being carried out, not only teachers were resistant, parents’ letters of complaint were sent directly to the county government. Faced with pressure from all aspects, Director Lu Shide said: The parents’ feelings are completely understandable. , but after all, parents’ understanding of education and classroom is limited. We cannot retreat because of parents’ opposition. Here, I boldly use Zhu Rongji’s words to express the determination of the Education Bureau: No matter whether there is a minefield or an abyss ahead, we will move forward bravely, without hesitation, and do our best until death! This classroom reform can be regarded as a war. The enemy is old educational concepts, outdated teaching methods, and low teaching efficiency. We must declare war on them! We have no retreat, we cannot fail!?

After reading the book "Why Fusong", The following three aspects have left a deep impression on me:

1. As long as the people are good, the school will be good

The work of the school is the work of the people. As long as the people are good, the school will be good. , education is good. Specifically, if you want students to succeed, you must first make teachers successful. If you want teachers to succeed, principals must actively pursue success. A principal who runs a school solely based on instructions from his superiors will never be able to run an excellent school. The principal should become an educational expert who can proactively create and integrate various forces, rather than becoming a robot-like administrator who only knows how to upload and deliver.

Director Lu Shide often emphasizes: The principal’s first job is not to do, but to think.

Director Lu led the principals to visit nearly 200 prestigious schools across the country and learned from them. He believes that going out to study is a way to open up your mind. No matter how good other people's stuff is, you can't use it. Successful reforms cannot be made by using molds. Principals must think deeply, transplant experience from other places, and transform it locally to make it their own, so that it can be truly valuable.

Director Lu asked the principal to think about an educational issue every day and record it in the form of a diary. This initiative allows principals to move from passively following problems to proactively discovering problems, actively thinking about problems, and actively reading and writing. When no problems were found at the beginning, they would excerpt some content from educational publications. The process of excerpting was a learning process. Many principals formed the habit of reading and thinking. After developing the habit, the thinking about school management will shift from simple empirical thinking to holistic, systematic and scientific modern management thinking.