Visible thinking is a research-based approach to teaching thinking, begun at Harvard's Project Zero, that develops students' thinking dispositions while at the same time deepening their understanding of the topics they study. Rather than a set of fixed lessons, visible thinking is a varied collection of practices, including thinking routines, small sets of questions, or a short sequence of steps as well as the documentation of student thinking. 

Ron Ritchhart's new book, Cultures of Thinking in Action, takes the next step in helping listeners not only understand how a culture of thinking looks and feels, but also how to create it for themselves and their learners. Arguing that no set of practices or techniques alone is sufficient to create a culture of thinking in and of itself, Ritchhart explores the underlying beliefs that motivate the creation of cultures of thinking, presenting key mindsets every educator and leader needs to embrace.

We differentiate instruction to honor the reality of the students we teach. They are energetic and outgoing. They are quiet and curious. They are confident and self-doubting. More of them than ever speak a different language at home. They learn at different rates and in different ways. And they all come together in our academically diverse classrooms. Written as a practical guide for teachers, this audio edition of Carol Ann Tomlinson’s groundbreaking work covers the fundamentals of differentiation and provides additional guidelines and new strategies for how to go about it.

The original Visible Learning research concluded that one of the most important influencers of student achievement is how teachers think about learning and their own role. In Ten Mindframes for Visible Learning, John Hattie and Klaus Zierer define the 10 behaviors or mindframes that teachers need to adopt in order to maximize student success.
 

 At the best of times, leadership is messy. It's about a way of being, not doing. It's nebulous, nuanced, and elusive, as much to do with feeling and energy as thinking and planning. It's contextual and responsive and can never be one size fits all. When great leaders are in balance, they are both ferocious about the moral purpose and courageously making a stand, while warmly building strong and enduring relationships.