1 / 24

Indiana Student Achievement Institute InSAI

Indiana Student Achievement Institute InSAI. PREPARING FOR CHANGE (Document R.1). InSAI’s beliefs and assumptions. Bottom-Up School Improvement. Decision-Makers - All educators - Community - All students Assumptions about educators, community, students

avalbane
Download Presentation

Indiana Student Achievement Institute InSAI

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Indiana Student Achievement Institute InSAI PREPARING FOR CHANGE (Document R.1)

  2. InSAI’s beliefs and assumptions

  3. Bottom-Up School Improvement Decision-Makers - All educators - Community - All students Assumptions about educators, community, students - Good people – care about kids - Capable of being thought-leaders - Capable of being change-makers - Will put kids first - Will adopt a “no excuses” approach - Will make good decisions

  4. InSAI Beliefs About Leadership • Teams have the POWER TO CHANGE • I MUST CHANGE if I expect the system to change • Change involves DISCOVERING ANSWERS, • not applying formulas. • REAL CHANGE IS REAL HARD,but not impossible!

  5. InSAI Beliefs About Planning Good planning includes: • Common BELIEF SYSTEM • Shared DECISION MAKING • Data-driven CHANGE PROCESS • Clearly defined ACTION PLANS • A plan for PROFESSIONAL DEVELOPMENT

  6. Parker Palmer MOVEMENT APPROACH

  7. DIVIDED NO MORE A MOVEMENT APPROACH TO EDUCATIONAL REFORM Parker Palmer MUTUAL SUPPORT PUBLIC ISSUES CULTURAL CHANGE ISOLATED INDIVIDUALS

  8. Peter Senge FIFTH DISCIPLINE

  9. E VISION DATA F CURRENT DATA Peter Senge – The Balance of Tension TENSION Source: Peter Senge, The Fifth Discipline

  10. Peter Senge – Points of Leverage ORGAN-IZATION VALUES BELIEFS Source: Peter Senge, The Fifth Discipline

  11. Administrators + faculty and community have knowledge of the world and every aspect of the school ORGANIZATIONAL LEARNING SYSTEMIC CHANGE Peter Senge – Learning Organizations • Administrators have knowledge about the world and every aspect of the school LEADERSHIP LEARNING RESULTS IN: New Ideas Shared decision making Eagerness for change Systemic implementation Source: Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.

  12. Asa Hilliard DO WE HAVE THE WILL TO EDUCATE ALL CHILDREN?

  13. Asa Hilliard – Deep Restructuring Current educational reforms are nothing more than “rearranging the technical and logistical chairs on the educational Titanic.” Source: Hilliard, A. (1991). Do we have the will to educate all children?, Educational Leadership, 49(1), 31-36.

  14. Asa Hilliard – Deep Restructuring Fundamental change will occur in an environment supportive of change • Everyone at the table • Trust • Honest discussions • Data analysis Source: Hilliard, A. (1991). Do we have the will to educate all children?, Educational Leadership, 49(1), 31-36.

  15. Collegiality VS Congeniality Norm of Congeniality • Would like everyone to be happy • Avoid conflict • Isolation • Little team learning Norm of Collegiality • Spirit of inquiry • Talk about tough topics • Observe each other • talk about practice • Teach one another

  16. CHANGE LEADERS

  17. CHANGE LEADERS VISION LEADER TRANSITION COMMITMENT

  18. Vision

  19. VISION A lofty, bold picture of the way our school will be if all of our dreams for kids come true.

  20. Commitment

  21. BUILDING COMMITMENT • Trust • Passion / Excitement • Clear Communications • High Expectations

  22. Manage Transition

  23. MANAGING TRANSITION • OTHERS • Systemic Change • Rate of Change • Resistance • YOU • Value All People • Low ego / High results • Don’t take it personally / Be tough • TRUST THE PROCESS

  24. Indiana Student Achievement Institute InSAI PREPARING FOR CHANGE (Document R.1)

More Related