2021下半年教师资格《高中英语学科知识与教学能力》黑钻押题1

The situational approach is a grammar-based language teaching method which focuses on ________.

Which of the following practices aims at skill training and pronunciation knowledge?

When a teacher helps students deal with the information gap of real discourse, he/sheprobably aims at developing students′__________.

How should the teacher deal with students′writing errors?

Which of the following terms best describes the pair of words"kill"and"drill"?

Passage 1

Recently,Congressional Democrats introduced legislation to make it easier for older workers to win age?discrimination lawsuits.Age discrimination remains a significant workplace issue.

In recent ten years,15.79 percent of cases brought to the Equal Employment Opportunity Commission,were described as successful claims.While this number is small given the number of workers covered by the?Age Discrimination in Employment Act,many,if not most,instances of age discrimination are never sued,and?cases hiring discrimination often go undetected.

Most of those who do sue are white,male middle-managers who are likely to have lost a sizeable salary?and pension.For the most part,other groups do not sue because the costs of a lawsuit outweigh the potential?benefits.Age discrimination remains a significant workplace issue.

There is strong experimental evidence for age discrimination in hiring,at least for entry-level jobs.Recently,I performed a labor market experiment in Boston in which I sent out thousands of resumes for fictitious?entry-level female candidates and measured response rate based on date of high school graduation.Among?this group,younger applicants,whose date of high school graduation indicated that they were less than 50?years old,were 40 percent more likely to be called back for an interview than were older applicants.

It is difficult to tell whether employment problems are worse for older workers than for other workers?when times are bad.The number of discrimination lawsuits increases during times of high unemployment,but?this finding by itself does not indicate an increased level of age discrimination.In times of higher unemployment,the opportunity cost to a lawsuit is lower than it is when times are good.

From the employer′s perspective,mass layoffs may seem like a good chance to remove a higher proportion of generally more expensive older workers without the worry of being sued.On the other hand,employers?may be

Passage 1

Recently,Congressional Democrats introduced legislation to make it easier for older workers to win age?discrimination lawsuits.Age discrimination remains a significant workplace issue.

In recent ten years,15.79 percent of cases brought to the Equal Employment Opportunity Commission,were described as successful claims.While this number is small given the number of workers covered by the?Age Discrimination in Employment Act,many,if not most,instances of age discrimination are never sued,and?cases hiring discrimination often go undetected.

Most of those who do sue are white,male middle-managers who are likely to have lost a sizeable salary?and pension.For the most part,other groups do not sue because the costs of a lawsuit outweigh the potential?benefits.Age discrimination remains a significant workplace issue.

There is strong experimental evidence for age discrimination in hiring,at least for entry-level jobs.Recently,I performed a labor market experiment in Boston in which I sent out thousands of resumes for fictitious?entry-level female candidates and measured response rate based on date of high school graduation.Among?this group,younger applicants,whose date of high school graduation indicated that they were less than 50?years old,were 40 percent more likely to be called back for an interview than were older applicants.

It is difficult to tell whether employment problems are worse for older workers than for other workers?when times are bad.The number of discrimination lawsuits increases during times of high unemployment,but?this finding by itself does not indicate an increased level of age discrimination.In times of higher unemployment,the opportunity cost to a lawsuit is lower than it is when times are good.

From the employer′s perspective,mass layoffs may seem like a good chance to remove a higher proportion of generally more expensive older workers without the worry of being sued.On the other hand,employers?may be

Passage 1

In the 2006 film version of The Devil Wears Prada,Miranda Priestly,played by Meryl Streep,scolds her unattractive assistant for imagining that high fashion doesn′t affect her,Priestly explains?how the deep blue color of the assistant′s sweater descended over the years from fashion shows to?departments stores and to the bargain bin in which the poor girl doubtless found her garment.

This top-down conception of the fashion business couldn′t be more out of date or at odds with?the feverish world described in Overdressed,Elizabeth Cline′s three-year indictment of"fast?fashion".In the last decade or so,advances in technology have allowed mass-market labels such as?Zara,H&M,and Uniqlo to react to trends more quickly and anticipate demand more precisely.

Quicker turnarounds mean less wasted inventory,more frequent release,and more profit.These?labels encourage style-conscious consumers to see clothes as disposable--meant to last only a wash?or two,although they don′t advertise that--and to renew their wardrobe every few weeks.By?offering on-trend items at dirt-cheap prices,Cline argues,these brands have hijacked fashion cycles,shaking an industry long accustomed to a seasonal pace.

The victims of this revolution,of course,are not limited to designers.For H&M to offer a$5.95?knit miniskirt in all its 2,300-plus stores around the world,it must rely on low-wage overseas labor,order in volumes that strain natural resources,and use massive amounts of harmful chemicals.

Overdressed is the fashion world′s answer to consumer-activist bestsellers like Michael Pollan′s?The Omnivore′s Dilemma."Mass-produced clothing,like fast food,fills a hunger and need,yet is?non-durable and wasteful,"Cline argues.Americans,she finds,buy roughly 20 billion garments a?year--about 64 items per person--and no matter how much they give away,this excess leads to?waste.

Towards the end of Overdressed,Cline introduced her ideal,a Brooklyn woman named Sarah?

Passage 1

In the 2006 film version of The Devil Wears Prada,Miranda Priestly,played by Meryl Streep,scolds her unattractive assistant for imagining that high fashion doesn′t affect her,Priestly explains?how the deep blue color of the assistant′s sweater descended over the years from fashion shows to?departments stores and to the bargain bin in which the poor girl doubtless found her garment.

This top-down conception of the fashion business couldn′t be more out of date or at odds with?the feverish world described in Overdressed,Elizabeth Cline′s three-year indictment of"fast?fashion".In the last decade or so,advances in technology have allowed mass-market labels such as?Zara,H&M,and Uniqlo to react to trends more quickly and anticipate demand more precisely.

Quicker turnarounds mean less wasted inventory,more frequent release,and more profit.These?labels encourage style-conscious consumers to see clothes as disposable--meant to last only a wash?or two,although they don′t advertise that--and to renew their wardrobe every few weeks.By?offering on-trend items at dirt-cheap prices,Cline argues,these brands have hijacked fashion cycles,shaking an industry long accustomed to a seasonal pace.

The victims of this revolution,of course,are not limited to designers.For H&M to offer a$5.95?knit miniskirt in all its 2,300-plus stores around the world,it must rely on low-wage overseas labor,order in volumes that strain natural resources,and use massive amounts of harmful chemicals.

Overdressed is the fashion world′s answer to consumer-activist bestsellers like Michael Pollan′s?The Omnivore′s Dilemma."Mass-produced clothing,like fast food,fills a hunger and need,yet is?non-durable and wasteful,"Cline argues.Americans,she finds,buy roughly 20 billion garments a?year--about 64 items per person--and no matter how much they give away,this excess leads to?waste.

Towards the end of Overdressed,Cline introduced her ideal,a Brooklyn woman named Sarah?

Passage 1

Recently,Congressional Democrats introduced legislation to make it easier for older workers to win age?discrimination lawsuits.Age discrimination remains a significant workplace issue.

In recent ten years,15.79 percent of cases brought to the Equal Employment Opportunity Commission,were described as successful claims.While this number is small given the number of workers covered by the?Age Discrimination in Employment Act,many,if not most,instances of age discrimination are never sued,and?cases hiring discrimination often go undetected.

Most of those who do sue are white,male middle-managers who are likely to have lost a sizeable salary?and pension.For the most part,other groups do not sue because the costs of a lawsuit outweigh the potential?benefits.Age discrimination remains a significant workplace issue.

There is strong experimental evidence for age discrimination in hiring,at least for entry-level jobs.Recently,I performed a labor market experiment in Boston in which I sent out thousands of resumes for fictitious?entry-level female candidates and measured response rate based on date of high school graduation.Among?this group,younger applicants,whose date of high school graduation indicated that they were less than 50?years old,were 40 percent more likely to be called back for an interview than were older applicants.

It is difficult to tell whether employment problems are worse for older workers than for other workers?when times are bad.The number of discrimination lawsuits increases during times of high unemployment,but?this finding by itself does not indicate an increased level of age discrimination.In times of higher unemployment,the opportunity cost to a lawsuit is lower than it is when times are good.

From the employer′s perspective,mass layoffs may seem like a good chance to remove a higher proportion of generally more expensive older workers without the worry of being sued.On the other hand,employers?may be

Passage 1

Recently,Congressional Democrats introduced legislation to make it easier for older workers to win age?discrimination lawsuits.Age discrimination remains a significant workplace issue.

In recent ten years,15.79 percent of cases brought to the Equal Employment Opportunity Commission,were described as successful claims.While this number is small given the number of workers covered by the?Age Discrimination in Employment Act,many,if not most,instances of age discrimination are never sued,and?cases hiring discrimination often go undetected.

Most of those who do sue are white,male middle-managers who are likely to have lost a sizeable salary?and pension.For the most part,other groups do not sue because the costs of a lawsuit outweigh the potential?benefits.Age discrimination remains a significant workplace issue.

There is strong experimental evidence for age discrimination in hiring,at least for entry-level jobs.Recently,I performed a labor market experiment in Boston in which I sent out thousands of resumes for fictitious?entry-level female candidates and measured response rate based on date of high school graduation.Among?this group,younger applicants,whose date of high school graduation indicated that they were less than 50?years old,were 40 percent more likely to be called back for an interview than were older applicants.

It is difficult to tell whether employment problems are worse for older workers than for other workers?when times are bad.The number of discrimination lawsuits increases during times of high unemployment,but?this finding by itself does not indicate an increased level of age discrimination.In times of higher unemployment,the opportunity cost to a lawsuit is lower than it is when times are good.

From the employer′s perspective,mass layoffs may seem like a good chance to remove a higher proportion of generally more expensive older workers without the worry of being sued.On the other hand,employers?may be

Passage 1

Recently,Congressional Democrats introduced legislation to make it easier for older workers to win age?discrimination lawsuits.Age discrimination remains a significant workplace issue.

In recent ten years,15.79 percent of cases brought to the Equal Employment Opportunity Commission,were described as successful claims.While this number is small given the number of workers covered by the?Age Discrimination in Employment Act,many,if not most,instances of age discrimination are never sued,and?cases hiring discrimination often go undetected.

Most of those who do sue are white,male middle-managers who are likely to have lost a sizeable salary?and pension.For the most part,other groups do not sue because the costs of a lawsuit outweigh the potential?benefits.Age discrimination remains a significant workplace issue.

There is strong experimental evidence for age discrimination in hiring,at least for entry-level jobs.Recently,I performed a labor market experiment in Boston in which I sent out thousands of resumes for fictitious?entry-level female candidates and measured response rate based on date of high school graduation.Among?this group,younger applicants,whose date of high school graduation indicated that they were less than 50?years old,were 40 percent more likely to be called back for an interview than were older applicants.

It is difficult to tell whether employment problems are worse for older workers than for other workers?when times are bad.The number of discrimination lawsuits increases during times of high unemployment,but?this finding by itself does not indicate an increased level of age discrimination.In times of higher unemployment,the opportunity cost to a lawsuit is lower than it is when times are good.

From the employer′s perspective,mass layoffs may seem like a good chance to remove a higher proportion of generally more expensive older workers without the worry of being sued.On the other hand,employers?may be

Passage 1

In the 2006 film version of The Devil Wears Prada,Miranda Priestly,played by Meryl Streep,scolds her unattractive assistant for imagining that high fashion doesn′t affect her,Priestly explains?how the deep blue color of the assistant′s sweater descended over the years from fashion shows to?departments stores and to the bargain bin in which the poor girl doubtless found her garment.

This top-down conception of the fashion business couldn′t be more out of date or at odds with?the feverish world described in Overdressed,Elizabeth Cline′s three-year indictment of"fast?fashion".In the last decade or so,advances in technology have allowed mass-market labels such as?Zara,H&M,and Uniqlo to react to trends more quickly and anticipate demand more precisely.

Quicker turnarounds mean less wasted inventory,more frequent release,and more profit.These?labels encourage style-conscious consumers to see clothes as disposable--meant to last only a wash?or two,although they don′t advertise that--and to renew their wardrobe every few weeks.By?offering on-trend items at dirt-cheap prices,Cline argues,these brands have hijacked fashion cycles,shaking an industry long accustomed to a seasonal pace.

The victims of this revolution,of course,are not limited to designers.For H&M to offer a$5.95?knit miniskirt in all its 2,300-plus stores around the world,it must rely on low-wage overseas labor,order in volumes that strain natural resources,and use massive amounts of harmful chemicals.

Overdressed is the fashion world′s answer to consumer-activist bestsellers like Michael Pollan′s?The Omnivore′s Dilemma."Mass-produced clothing,like fast food,fills a hunger and need,yet is?non-durable and wasteful,"Cline argues.Americans,she finds,buy roughly 20 billion garments a?year--about 64 items per person--and no matter how much they give away,this excess leads to?waste.

Towards the end of Overdressed,Cline introduced her ideal,a Brooklyn woman named Sarah?

Passage 1

In the 2006 film version of The Devil Wears Prada,Miranda Priestly,played by Meryl Streep,scolds her unattractive assistant for imagining that high fashion doesn′t affect her,Priestly explains?how the deep blue color of the assistant′s sweater descended over the years from fashion shows to?departments stores and to the bargain bin in which the poor girl doubtless found her garment.

This top-down conception of the fashion business couldn′t be more out of date or at odds with?the feverish world described in Overdressed,Elizabeth Cline′s three-year indictment of"fast?fashion".In the last decade or so,advances in technology have allowed mass-market labels such as?Zara,H&M,and Uniqlo to react to trends more quickly and anticipate demand more precisely.

Quicker turnarounds mean less wasted inventory,more frequent release,and more profit.These?labels encourage style-conscious consumers to see clothes as disposable--meant to last only a wash?or two,although they don′t advertise that--and to renew their wardrobe every few weeks.By?offering on-trend items at dirt-cheap prices,Cline argues,these brands have hijacked fashion cycles,shaking an industry long accustomed to a seasonal pace.

The victims of this revolution,of course,are not limited to designers.For H&M to offer a$5.95?knit miniskirt in all its 2,300-plus stores around the world,it must rely on low-wage overseas labor,order in volumes that strain natural resources,and use massive amounts of harmful chemicals.

Overdressed is the fashion world′s answer to consumer-activist bestsellers like Michael Pollan′s?The Omnivore′s Dilemma."Mass-produced clothing,like fast food,fills a hunger and need,yet is?non-durable and wasteful,"Cline argues.Americans,she finds,buy roughly 20 billion garments a?year--about 64 items per person--and no matter how much they give away,this excess leads to?waste.

Towards the end of Overdressed,Cline introduced her ideal,a Brooklyn woman named Sarah?

Passage 1

In the 2006 film version of The Devil Wears Prada,Miranda Priestly,played by Meryl Streep,scolds her unattractive assistant for imagining that high fashion doesn′t affect her,Priestly explains?how the deep blue color of the assistant′s sweater descended over the years from fashion shows to?departments stores and to the bargain bin in which the poor girl doubtless found her garment.

This top-down conception of the fashion business couldn′t be more out of date or at odds with?the feverish world described in Overdressed,Elizabeth Cline′s three-year indictment of"fast?fashion".In the last decade or so,advances in technology have allowed mass-market labels such as?Zara,H&M,and Uniqlo to react to trends more quickly and anticipate demand more precisely.

Quicker turnarounds mean less wasted inventory,more frequent release,and more profit.These?labels encourage style-conscious consumers to see clothes as disposable--meant to last only a wash?or two,although they don′t advertise that--and to renew their wardrobe every few weeks.By?offering on-trend items at dirt-cheap prices,Cline argues,these brands have hijacked fashion cycles,shaking an industry long accustomed to a seasonal pace.

The victims of this revolution,of course,are not limited to designers.For H&M to offer a$5.95?knit miniskirt in all its 2,300-plus stores around the world,it must rely on low-wage overseas labor,order in volumes that strain natural resources,and use massive amounts of harmful chemicals.

Overdressed is the fashion world′s answer to consumer-activist bestsellers like Michael Pollan′s?The Omnivore′s Dilemma."Mass-produced clothing,like fast food,fills a hunger and need,yet is?non-durable and wasteful,"Cline argues.Americans,she finds,buy roughly 20 billion garments a?year--about 64 items per person--and no matter how much they give away,this excess leads to?waste.

Towards the end of Overdressed,Cline introduced her ideal,a Brooklyn woman named Sarah?

As we have known from the map of the world,this is_________.

Passage 2

Even in traditional offices,"the lingua franca of corporate America has gotten much more emotional and?much more right-brained than it was 20 years ago,"said Harvard Business School professor Nancy Koehn.

She started spinning off examples."If you and I parachuted back to Fortune 500 companies in 1990,we?would see much less frequent use of terms like journey,mission,passion.There were goals,there were strategies,there were objectives,but we didn′t talk about energy;we didn′t talk about passion."

Koehn pointed out that this new era of corporate vocabulary is very"team"-oriented--and not by coinci-dence."Let′s not forget sports--in male-dominated corporate America,it′s still a big deal.It′s not explicitly?conscious;it′s the idea that I′m a coach,and you′re my team,and we′re in this together.There are lots and?lots of CEOs in very different companies,but most think of themselves as coaches and this is their team and?they want to win."

These terms are also intended to infuse work with meaning--and,as Khurana points out,increase allegiance to the firm."You have the importation of terminology that historically used to be associated with non-profit organizations and religious organizations:Terms like vision,values,passion,and purpose,"said?Khurana.

This new focus on personal fulfillment can help keep employees motivated amid increasingly loud debates over work-life balance.The"mommy wars"of the 1990s are still going on today,prompting arguments?about why women still can′t have it all and books like Sheryl Sandberg′s Lean In,whose title has become a?buzzword in its own right.Terms like unplug,offline,lifehack,bandwidth,and capacity are all about setting?boundaries between the office and the home.But if your work is your"passion,"you′ll be more likely to devote yourself to it,even if that means going home for dinner and then working long after the kids are in bed.

But this seems to be the irony of office speak:Everyone makes fu

Passage 2

Even in traditional offices,"the lingua franca of corporate America has gotten much more emotional and?much more right-brained than it was 20 years ago,"said Harvard Business School professor Nancy Koehn.

She started spinning off examples."If you and I parachuted back to Fortune 500 companies in 1990,we?would see much less frequent use of terms like journey,mission,passion.There were goals,there were strategies,there were objectives,but we didn′t talk about energy;we didn′t talk about passion."

Koehn pointed out that this new era of corporate vocabulary is very"team"-oriented--and not by coinci-dence."Let′s not forget sports--in male-dominated corporate America,it′s still a big deal.It′s not explicitly?conscious;it′s the idea that I′m a coach,and you′re my team,and we′re in this together.There are lots and?lots of CEOs in very different companies,but most think of themselves as coaches and this is their team and?they want to win."

These terms are also intended to infuse work with meaning--and,as Khurana points out,increase allegiance to the firm."You have the importation of terminology that historically used to be associated with non-profit organizations and religious organizations:Terms like vision,values,passion,and purpose,"said?Khurana.

This new focus on personal fulfillment can help keep employees motivated amid increasingly loud debates over work-life balance.The"mommy wars"of the 1990s are still going on today,prompting arguments?about why women still can′t have it all and books like Sheryl Sandberg′s Lean In,whose title has become a?buzzword in its own right.Terms like unplug,offline,lifehack,bandwidth,and capacity are all about setting?boundaries between the office and the home.But if your work is your"passion,"you′ll be more likely to devote yourself to it,even if that means going home for dinner and then working long after the kids are in bed.

But this seems to be the irony of office speak:Everyone makes fu

Passage 2

Even in traditional offices,"the lingua franca of corporate America has gotten much more emotional and?much more right-brained than it was 20 years ago,"said Harvard Business School professor Nancy Koehn.

She started spinning off examples."If you and I parachuted back to Fortune 500 companies in 1990,we?would see much less frequent use of terms like journey,mission,passion.There were goals,there were strategies,there were objectives,but we didn′t talk about energy;we didn′t talk about passion."

Koehn pointed out that this new era of corporate vocabulary is very"team"-oriented--and not by coinci-dence."Let′s not forget sports--in male-dominated corporate America,it′s still a big deal.It′s not explicitly?conscious;it′s the idea that I′m a coach,and you′re my team,and we′re in this together.There are lots and?lots of CEOs in very different companies,but most think of themselves as coaches and this is their team and?they want to win."

These terms are also intended to infuse work with meaning--and,as Khurana points out,increase allegiance to the firm."You have the importation of terminology that historically used to be associated with non-profit organizations and religious organizations:Terms like vision,values,passion,and purpose,"said?Khurana.

This new focus on personal fulfillment can help keep employees motivated amid increasingly loud debates over work-life balance.The"mommy wars"of the 1990s are still going on today,prompting arguments?about why women still can′t have it all and books like Sheryl Sandberg′s Lean In,whose title has become a?buzzword in its own right.Terms like unplug,offline,lifehack,bandwidth,and capacity are all about setting?boundaries between the office and the home.But if your work is your"passion,"you′ll be more likely to devote yourself to it,even if that means going home for dinner and then working long after the kids are in bed.

But this seems to be the irony of office speak:Everyone makes fu

Passage 2

Even in traditional offices,"the lingua franca of corporate America has gotten much more emotional and?much more right-brained than it was 20 years ago,"said Harvard Business School professor Nancy Koehn.

She started spinning off examples."If you and I parachuted back to Fortune 500 companies in 1990,we?would see much less frequent use of terms like journey,mission,passion.There were goals,there were strategies,there were objectives,but we didn′t talk about energy;we didn′t talk about passion."

Koehn pointed out that this new era of corporate vocabulary is very"team"-oriented--and not by coinci-dence."Let′s not forget sports--in male-dominated corporate America,it′s still a big deal.It′s not explicitly?conscious;it′s the idea that I′m a coach,and you′re my team,and we′re in this together.There are lots and?lots of CEOs in very different companies,but most think of themselves as coaches and this is their team and?they want to win."

These terms are also intended to infuse work with meaning--and,as Khurana points out,increase allegiance to the firm."You have the importation of terminology that historically used to be associated with non-profit organizations and religious organizations:Terms like vision,values,passion,and purpose,"said?Khurana.

This new focus on personal fulfillment can help keep employees motivated amid increasingly loud debates over work-life balance.The"mommy wars"of the 1990s are still going on today,prompting arguments?about why women still can′t have it all and books like Sheryl Sandberg′s Lean In,whose title has become a?buzzword in its own right.Terms like unplug,offline,lifehack,bandwidth,and capacity are all about setting?boundaries between the office and the home.But if your work is your"passion,"you′ll be more likely to devote yourself to it,even if that means going home for dinner and then working long after the kids are in bed.

But this seems to be the irony of office speak:Everyone makes fu

Passage 2

Even in traditional offices,"the lingua franca of corporate America has gotten much more emotional and?much more right-brained than it was 20 years ago,"said Harvard Business School professor Nancy Koehn.

She started spinning off examples."If you and I parachuted back to Fortune 500 companies in 1990,we?would see much less frequent use of terms like journey,mission,passion.There were goals,there were strategies,there were objectives,but we didn′t talk about energy;we didn′t talk about passion."

Koehn pointed out that this new era of corporate vocabulary is very"team"-oriented--and not by coinci-dence."Let′s not forget sports--in male-dominated corporate America,it′s still a big deal.It′s not explicitly?conscious;it′s the idea that I′m a coach,and you′re my team,and we′re in this together.There are lots and?lots of CEOs in very different companies,but most think of themselves as coaches and this is their team and?they want to win."

These terms are also intended to infuse work with meaning--and,as Khurana points out,increase allegiance to the firm."You have the importation of terminology that historically used to be associated with non-profit organizations and religious organizations:Terms like vision,values,passion,and purpose,"said?Khurana.

This new focus on personal fulfillment can help keep employees motivated amid increasingly loud debates over work-life balance.The"mommy wars"of the 1990s are still going on today,prompting arguments?about why women still can′t have it all and books like Sheryl Sandberg′s Lean In,whose title has become a?buzzword in its own right.Terms like unplug,offline,lifehack,bandwidth,and capacity are all about setting?boundaries between the office and the home.But if your work is your"passion,"you′ll be more likely to devote yourself to it,even if that means going home for dinner and then working long after the kids are in bed.

But this seems to be the irony of office speak:Everyone makes fu

If you think they are__________,you′re totally wrong.They quarreled now and then.

The study of language development over a period of time is generally called__________linguistics.

If two phonetically similar sounds are two distinctive phonemes,they are said to form?a__________.

Table tennis has wide appeal,and I hope thousands of sports lovers will__________these?outdoor tables.

Passage 1

Donna′s fourth-grade classroom looked typically traditional.My job was to make classroom visits and encourage implementing of a training program focusing on language arts ideas that would empower students to?feel good about them and take charge of their lives.Donna was one of the volunteer teachers in this project.

I sat in the back of the room and watched.All the students were working on the task,filling their notebook paper with thoughts and ideas.A student next to me was filling her page with"I can′t kick the soccer?ball.""I can′t do long division with more than three numerals."Her page was half full and she showed no?signs of letting up.I walked down the row glancing at students′papers.Everyone was writing down things they?couldn′t do.

By this time,the activity engaged my curiosity.I decided to check with the teacher to see what was going?on but I noticed she too was busy writing."I can′t get John′s mother to come in for a teacher conference.""I?can′t get my daughter to put gas in the car.""I can′t..."

Curious and puzzled about what they were doing,I returned to my seat and continued my observations.

Students wrote for another ten minutes.They were then instructed to fold their papers in half and bring them to the front.They placed their"I can′t"statements into an empty shoe box.Then Donna added hers.

She put the lid on the box,tucked it under her arm and headed out the door and down the hall.

Students followed her.I followed the students.Halfway down the hall,Donna entered the custodian′s room,came out with a shovel,and marched the students out to the farthest corner of the playground.There they began to dig.They were going to bury their"I Can′ts"!

The digging took over ten minutes with dirt.Students stood around the freshly dug grave.At this point Donna announced,"Boys and girls,please join hands and bow your heads."They quickly formed a circle a-round the grave.

They lowered their heads and wa

Passage 1

Donna′s fourth-grade classroom looked typically traditional.My job was to make classroom visits and encourage implementing of a training program focusing on language arts ideas that would empower students to?feel good about them and take charge of their lives.Donna was one of the volunteer teachers in this project.

I sat in the back of the room and watched.All the students were working on the task,filling their notebook paper with thoughts and ideas.A student next to me was filling her page with"I can′t kick the soccer?ball.""I can′t do long division with more than three numerals."Her page was half full and she showed no?signs of letting up.I walked down the row glancing at students′papers.Everyone was writing down things they?couldn′t do.

By this time,the activity engaged my curiosity.I decided to check with the teacher to see what was going?on but I noticed she too was busy writing."I can′t get John′s mother to come in for a teacher conference.""I?can′t get my daughter to put gas in the car.""I can′t..."

Curious and puzzled about what they were doing,I returned to my seat and continued my observations.

Students wrote for another ten minutes.They were then instructed to fold their papers in half and bring them to the front.They placed their"I can′t"statements into an empty shoe box.Then Donna added hers.

She put the lid on the box,tucked it under her arm and headed out the door and down the hall.

Students followed her.I followed the students.Halfway down the hall,Donna entered the custodian′s room,came out with a shovel,and marched the students out to the farthest corner of the playground.There they began to dig.They were going to bury their"I Can′ts"!

The digging took over ten minutes with dirt.Students stood around the freshly dug grave.At this point Donna announced,"Boys and girls,please join hands and bow your heads."They quickly formed a circle a-round the grave.

They lowered their heads and wa

Passage 1

Donna′s fourth-grade classroom looked typically traditional.My job was to make classroom visits and encourage implementing of a training program focusing on language arts ideas that would empower students to?feel good about them and take charge of their lives.Donna was one of the volunteer teachers in this project.

I sat in the back of the room and watched.All the students were working on the task,filling their notebook paper with thoughts and ideas.A student next to me was filling her page with"I can′t kick the soccer?ball.""I can′t do long division with more than three numerals."Her page was half full and she showed no?signs of letting up.I walked down the row glancing at students′papers.Everyone was writing down things they?couldn′t do.

By this time,the activity engaged my curiosity.I decided to check with the teacher to see what was going?on but I noticed she too was busy writing."I can′t get John′s mother to come in for a teacher conference.""I?can′t get my daughter to put gas in the car.""I can′t..."

Curious and puzzled about what they were doing,I returned to my seat and continued my observations.

Students wrote for another ten minutes.They were then instructed to fold their papers in half and bring them to the front.They placed their"I can′t"statements into an empty shoe box.Then Donna added hers.

She put the lid on the box,tucked it under her arm and headed out the door and down the hall.

Students followed her.I followed the students.Halfway down the hall,Donna entered the custodian′s room,came out with a shovel,and marched the students out to the farthest corner of the playground.There they began to dig.They were going to bury their"I Can′ts"!

The digging took over ten minutes with dirt.Students stood around the freshly dug grave.At this point Donna announced,"Boys and girls,please join hands and bow your heads."They quickly formed a circle a-round the grave.

They lowered their heads and wa

Passage 1

Donna′s fourth-grade classroom looked typically traditional.My job was to make classroom visits and encourage implementing of a training program focusing on language arts ideas that would empower students to?feel good about them and take charge of their lives.Donna was one of the volunteer teachers in this project.

I sat in the back of the room and watched.All the students were working on the task,filling their notebook paper with thoughts and ideas.A student next to me was filling her page with"I can′t kick the soccer?ball.""I can′t do long division with more than three numerals."Her page was half full and she showed no?signs of letting up.I walked down the row glancing at students′papers.Everyone was writing down things they?couldn′t do.

By this time,the activity engaged my curiosity.I decided to check with the teacher to see what was going?on but I noticed she too was busy writing."I can′t get John′s mother to come in for a teacher conference.""I?can′t get my daughter to put gas in the car.""I can′t..."

Curious and puzzled about what they were doing,I returned to my seat and continued my observations.

Students wrote for another ten minutes.They were then instructed to fold their papers in half and bring them to the front.They placed their"I can′t"statements into an empty shoe box.Then Donna added hers.

She put the lid on the box,tucked it under her arm and headed out the door and down the hall.

Students followed her.I followed the students.Halfway down the hall,Donna entered the custodian′s room,came out with a shovel,and marched the students out to the farthest corner of the playground.There they began to dig.They were going to bury their"I Can′ts"!

The digging took over ten minutes with dirt.Students stood around the freshly dug grave.At this point Donna announced,"Boys and girls,please join hands and bow your heads."They quickly formed a circle a-round the grave.

They lowered their heads and wa

Passage 1

Donna′s fourth-grade classroom looked typically traditional.My job was to make classroom visits and encourage implementing of a training program focusing on language arts ideas that would empower students to?feel good about them and take charge of their lives.Donna was one of the volunteer teachers in this project.

I sat in the back of the room and watched.All the students were working on the task,filling their notebook paper with thoughts and ideas.A student next to me was filling her page with"I can′t kick the soccer?ball.""I can′t do long division with more than three numerals."Her page was half full and she showed no?signs of letting up.I walked down the row glancing at students′papers.Everyone was writing down things they?couldn′t do.

By this time,the activity engaged my curiosity.I decided to check with the teacher to see what was going?on but I noticed she too was busy writing."I can′t get John′s mother to come in for a teacher conference.""I?can′t get my daughter to put gas in the car.""I can′t..."

Curious and puzzled about what they were doing,I returned to my seat and continued my observations.

Students wrote for another ten minutes.They were then instructed to fold their papers in half and bring them to the front.They placed their"I can′t"statements into an empty shoe box.Then Donna added hers.

She put the lid on the box,tucked it under her arm and headed out the door and down the hall.

Students followed her.I followed the students.Halfway down the hall,Donna entered the custodian′s room,came out with a shovel,and marched the students out to the farthest corner of the playground.There they began to dig.They were going to bury their"I Can′ts"!

The digging took over ten minutes with dirt.Students stood around the freshly dug grave.At this point Donna announced,"Boys and girls,please join hands and bow your heads."They quickly formed a circle a-round the grave.

They lowered their heads and wa