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Oregon RTI Project

Oregon RTI Project. Before we begin. Before we begin. 45. 40. 30. 35. 0. 10. 20. 25. 15. 5. 1. 4. 2. 3. Please switch seats. The only person who likes change is a wet baby!!!. Targets. Develop your awareness around the phases for systems change

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Oregon RTI Project

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  1. Oregon RTI Project

  2. Before we begin

  3. Before we begin 45 40 30 35 0 10 20 25 15 5 1 4 2 3 Please switch seats

  4. The only person who likes change is a wet baby!!!

  5. Targets • Develop your awareness around the phases for systems change • Build conceptual understanding of some strategies and ways of thinking that can create effective change

  6. A scholar’s thoughts on change

  7. A scholar’s thoughts on change

  8. IMPLEMENTATION CONSENSUS INFRASTRUCTURE Three Phases Needed for Systems Change

  9. CONSENSUS INFRASTRUCTURE CONSENSUS IMPLEMENTATION CONSENSUS INFRASTRUCTURE Communication during implementation is MORE important than during consensus.

  10. Consensus to Infrastructure & Implementation • Consensus does not happen naturally, it is intentionally created • Consensus leads to ownership • Initial consensus is established when your staff moves from asking why questions to asking how and what questions?

  11. Ready-Fire-Aim “It is not rhetoric that persuades us, but evidence at a personal level.” - Doug Reeves Behavior Belief You will never be as “ready” as you would like to be

  12. Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + CHANGE

  13. Creating Effective Change

  14. Creating Real Change • Direct the Rider: The rational side • Motivate the Elephant: The emotional side • Shape the Path: Show them the way Taken from Switch: How to change things when change is hard by Chip Heath & Stan Heath, 2010

  15. Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + CONFUSION

  16. Point to the Destination What is the final goal? Where are you heading? Create a destination postcard:

  17. Point to the Destination Water the Bamboo, Greg Bell, 2009 • What is so crucial to your success that you are willing to work on it, possibly for years without seeing results? • A Vision is. . . • Visible • Vivid • Viable

  18. Vision = Change initiative VISION

  19. Vision = Change initiative VISION

  20. Find the feeling • Acknowledge that change is hard • Expect some difficult times • People want to hear the music

  21. RTI

  22. Find the feeling • School Culture can stop change in it’s tracks • People can be perceived as irrational • Decisions can be made poorly • Personalities can get in the way • Initiative fatigue

  23. Climate = Relationship • People will work harder for people who they like and trust • People will perceive you as an object until you get to know them. • Real change does not happen on the macro level, it happens over and over at the personal, micro, level.

  24. XYZ School District Vision Statement Our school district and community are committed to high expectations and high standards. We proactively work together to provide skills, knowledge, and resources thus ensuring a fully supportive environment for excellence in education for all students.

  25. Provide Clarity of the vision

  26. Talk Time • Share 1 thing you will do to make your district’s vision clear. • Consider how you will direct the rider, motivate the elephant or shape the path. • Taller partner share first.

  27. Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + ANXIETY

  28. Find the Bright Spots Much of the knowledge and skills you will need already exists within your district Your job is to locate it and cultivate it

  29. Staff Survey

  30. Paraprofessional Staff Survey

  31. Grow your people • Your task is not to create an RTIsystem in your district • Your task is to create people in your district who understand how to develop and implement an RTIsystem Learning is the work!

  32. It all comes down to people

  33. Grow your people • Professional development should always be in place. • There is a difference between won’t and don’t know how.

  34. Build Habits • “Almost everyone wants schools to be better, but almost no one wants them to be different” • Raymond McNulty • We have to build routines for teachers to make the differenteasier “First different, then better”

  35. Building Habits in Schools • Regular meetings with an agenda • Consistent decision rules • Daily schedules with instructional blocks • Expectations for core instruction • Fidelity

  36. Talk Time • Share 1 thing you will do to help develop the skills of the people in your district. • Consider how you will direct the rider, motivate the elephant or shape the path. • Shorter partner share first.

  37. Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + RESISTANCE

  38. Incentives • Show change will make their job more effective and efficient • Work smarter not harder • Show staff the pay off for the students • Staff will not be “compliant” unless they believe it good for them and their students.

  39. School Results

  40. Incentives Our professional work is our personal work

  41. Rally the Herd

  42. Doing good work “rallies” us “Everything we know about motivation tells us that deep excitement comes from doing something worthwhile, doing it well, and getting results.” ~Michael Fullan, Change Leader, 2011, p. 76

  43. Tweak the Environment What looks like a people problem, is often a situation problem

  44. Tweak the Environment • Build systems that help us support each other • Time to collaborate • Staffing supports & Materials • Professional development and ongoing coaching support Put your staff in situations where they can be successful together

  45. Tweak the environment: Prep for Data Meetings Option #1 for teachers Option #2 for teachers Pick up your Class List Report PDF from your box Come to Grade level meeting (Wednesday, 2:30 – 3:30) • Go to DIBELS database homepage • Log in using username and password • Click on Reports • Click on Class Reports • Click on Class List Report • Under Report, select PDF • Under School, make sure your school is selected • Under Grade, make sure your grade is selected • Under Year, select the current school year • Click on Continue • Under Assessment Period, click on Beginning • Under Assessment, click on DIBELS Next • Under Need for Support, click on Former Goals • Click on Continue • Under Class, make sure your class is selected • Click on Download PDF file • Print out Class List ReportPDFfile. • Come to grade level meeting (Wednesday 2:30 – 3:30) with Class List Report PDF file.

  46. Talk Time • Share 1 thing you will do to help develop the incentives for the people in your district. • Consider how you will direct the rider, motivate the elephant or shape the path. • Taller partner share first.

  47. Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + FRUSTRATION

  48. Avoiding the Shiny Objects • Focus on what you have and be sure that it is working before you get more.

  49. Script the Critical Moves • Avoid Analysis Paralysis • The more choices we have, the less likely we are to act • Continuing with current practice is easier because there are no decisions to be made

  50. Script the Critical Moves

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