Developing a Roadmap that Shows the Way

1. Developing a Roadmap that Shows the Way

2. Yesterday:The Moon

3. ~ Alfred North-Whitehead The art of progress is to preserve order amid changeand preserve change amid order.

4. Values and Beliefs

5. Airwalk Keeping an eye on the mainstream and then becoming it.

6. What does this place care most about? There should be a pervasive and consistent answer.

7. Values: Non-NegotiableThe glueReflect Intentions

8. Values underlie Action!

9. Johnson and Johnson: Tylenol

10. We put service to studentsabove all else. • We take responsibilityfor the success of all students. • Wecare passionatelyabout our work with children. • We build strong, positive relationshipswith students, staff, parents, and community. • We model and promote civilityand integrity. What Do We Value?

11. Take a Tour: Everyone is out of the building what are the symbols, the artifacts that convey what this place values?

12. Watch people and describe what is valued in your school. • What are the topics of conversation? • What is said about our professional practice? • How do we talk to our kids? • How do we describe our kids? • How do we work together or separately? • Do we share our practice? • Do we really value learning or just learning for kids?

13. Current State

14. Current State Beliefs Values Anthropologist

15. Stanford and prison experiments

16. The success of an organization is measured by how fervently it implements its values.

17. Cumulative Continuity = Sustainability

18. Absence of Leadership in Value Determination = Organizational Drift

19. Mission • Management of Attention • Management of Meaning • Management of Self

20. Mission • Mission creates defined priorities and these help create focus for the organization. • Missions build vertical and lateral capacity.

21. Constancy of Meaning

22. Mission Current State Quality of Organizational Life Beliefs Values Anthropologist

23. There is a subtle difference between mission and a promise. A mission is something you strive to accomplish-a promise is something you are compelled to keep. One is individual, the other is shared. When a mission and a promise are one and the same…that’s when mountains are moved and races are won.

24. Personal Purpose Alignment to Organizational Purpose

25. Johnny the Bagger http://www.stservicemovie.com/

26. Preferred Future Mission Current State

27. Values create commitment for the mission. Intensity is incomplete if you don’t know what you are intense about.

28. C&O Railroad Transportation IBM -- hardware /software Information processing

29. Constancy of Practice

30. President Kennedy Sputnik Mission Vision Promise and mission merged.

31. Balcony View

32. Vision A vision dramatizes new directions that others might not buy into otherwise. To inspire change, a vision needs to be concrete, not just motherhood statements.

33. Sony…..Akio Morita Made in Japan Vision: We are striving to become the Picasso’s and Beethovens of electronics. Values: Creativity Quality of product Will last Service returns our inventory People are valued

34. “If people don’t have their own personal vision…all they can do is sign up for someone else’s vision.” Peter Senge

35. Preferred Future Mission Transition State Quality of Organizational Life Current State

36. Absence of Organizational Vision = Detachment

37. “ A vision not consistent with values and the way people live each day by day will not only fail to inspire genuine enthusiasm, it will foster outright cynicism” Peter Senge The Fifth Discipline

38. Self Fulfilling Prophecy

39. Preferred Future Transition State Current State Quality of Organizational Life Beliefs Values Beliefs Values

40. Preferred Future Transition State Current State Quality of Organizational Life Beliefs Values Beliefs Values

41. “The Tipping Point” Malcolm Gladwell • Gonorrhea Epidemic • New York City Crime Rate

42. How do you know your organization has made progress? Data use is to effect improvement and to measure progress.

43. Yale University Tetanus Shots

44. How do you know when to celebrate? Goals? Objectives? Action Steps? Where are the small wins?

45. Getting Results Results Data Vision Skills Incentives Resources Action Plan Evaluation Perception Vision Skills Incentives Resources Action Plan Evaluation Data Confusion Skills Incentives Resources Action Plan Evaluation Anxiety Data Vision Incentives Resources Action Plan Evaluation Gradual Change Data Vision Skills Resources Action Plan Evaluation Frustration Data Vision Skills Incentives Action Plan Evaluation False Starts Data Vision Skills Incentives Resources Evaluation Assumptions Data Vision Skills Incentives Resources Action Plan

46. Routine work drives out non-routine work and smothers creative planning/thinking and in doing so stifles Fundamental change.

47. Planning can be a powerful tool of leadership… or a destructive waste of time.

48. The Plans We Love to Hate • Schmoker (2004) – “idle paperwork…little impact on classroom practices” • Pfeffer & Sutton (2000) – “ritualistic exercise disconnected from operations”

50. CAN’T • Create impact without action • Operate independent of leadership CAN • Focus attention on priorities • Define progress • Create accountability • Direct resource allocation • Enable learning • Align data collection What Plans Can and Can’t Do