Education, Training, and Development: Fundamentals and Foundations for Court Leaders

1. Education, Training, and Development:Fundamentals and Foundationsfor Court Leaders National Association For Court Management

2. Learning Objectives By the end of the program participants will: • Understand how ET&D supports the purposes and responsibilities of courts • Be able to align ET&D activities to the courts strategic vision and mission • Be familiar with the Education, Training, And Development Core Competency Guideline, AND • Know of various judicial branch education resources

3. Context and Vision “The greatest issue for court leaders is how to prepare ourselves—and our courts — for the future.” Supreme Court Justice Sandra Day O’Connor

4. Exercise: The Highly Effective Judge/Court Administrator • Generate a list of attributes of ‘A Highly Effective Judge/Administrator in the following areas: • Knowledge • Skills • Abilities • Values • Be prepared to report back to the full group.

6. To contribute to the development of individuals, courts, and the court management profession, judicial branch education must: • Span the career of individuals, and not be limited to orientation or training to perform specific tasks; • Provide for significant interaction among program participants; • Include experienced professionals as faculty, and in the planning and a valuation process to ensure really and perceived problems are addressed in every program; • Address a wide variety of topics, both practical and theoretical. NACM Core Competencies Education, Training, And Development Curriculum Guidelines

7. Education, Training & DevelopmentCurriculum Guidelines: • Context and Vision • Resource Development • Adult Education Fundamentals • Program Management • Evaluation

8. Seven Characteristics of Effective Education, Training andDevelopment Programs

9. 1st Characteristic of Effective Education Programs • Commitment and Support of Leadership The only people who can provide genuine leadership in judicial education are those who have a kind of dual vision—vision that sees the intertwining nature of change in organizations and change in people.

10. 2nd Characteristic of Effective Education Programs • A Clear and Compelling Purpose • What is it we are really trying to achieve? • The goal of Judicial Branch Education is to maintain and improve the professional competency of all persons within the judiciary, thereby enhancing the performance of the judicial system as a whole.

11. 3rd Characteristic of Effective Education Programs • Helping Professionals Think in Qualitatively Richer Ways • Professor Paul Wangerin of Tulane Law School says that law schools do a good job of helping students think in analytical, objective ways, they do not foster development of the abilities required to see a case in its context and then take action consistent with the multilayered nature of so many legal situations.

12. 4th Characteristic of Effective Education Programs • Helping Professionals become more Competent • What is it we are really trying to achieve?

13. 5th Characteristic of Effective Education Programs • Active Learning Students do not learn much just sitting in classes listening to teachers, memorizing prepackaged assignments, and spitting out answers. They must talk about what they are learning, write reflectively about it, relate it to past experiences, and apply it to their daily lives. They must make what they learn part of themselves. - Arthur W. Chickering and Stephen C. Ehrmann

14. 6th Characteristic of Effective Education Programs • Adequate Resources • Faculty • Planning Committees • Funding

15. 7th Characteristic of Effective Education Programs • A Sound Integrated Curriculum • Curriculum is defined as all the experiences provided by the institution or agency which are designed to foster student learning.

16. Courts as Learning Organizations “Courts will change only when the people within them change.” Charles ClaxtonFormer Director, Leadership Institute in Judicial Education

17. A learning organization is where: • Every Individual in the organization is growing or enhancing their capacities to create and contribute. • People feel they are doing something that matters – to them personally and to the world. • Learning is an ongoing and creative process for its members. • The organization continually becomes aware of its underlying knowledge base-particularly the store of tacit, unarticulated knowledge of employees

18. A learning organization is where: • Employees at all levels, individually and collectively, continually increase their capacity to produce results they really care about. • Employees are invited to learn what is going on at every level of the organization, so they can understand how their actions influence others. • People treat each other as colleagues. There’s mutual respect and trust in the way they talk to each other, and work together, no matter what their positions may be.

19. A Learning Organization and Individual Learning “Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs.” Peter Senge The Fifth Discipline, The Art & Practice of The Learning Organization

20. Five Disciplines Of The Learning Organization • Personal Mastery • Commitment to lifelong learning • Mental Models • How we understand problems and interact with others • Shared Vision building • Identify future goals and directions

21. Five Disciplines Of The Learning Organization • Team Learning • Capitalize on strengths of all members • Systems Thinking • Relationships between function, people, company, environment

22. Judicial Branch EducationResources • JERITT • National Judicial Branch Education Providers • Monographs • State Justice Institute

23. “Continuing Professional Education is, in my view, the single most important tool we have in the judiciary to help us cope with the constant change and challenges that are inherent in our jobs.” Justice Christine Durham Chief Justice, Utah Supreme Court