Learning Centers Management and Leadership through Action Research By Tem Fuller

1. Learning CentersManagement and Leadership through Action ResearchBy Tem Fuller 8th ATP Conference Seattle 2012

2. The anatomy of innovation • Action Research, Total Quality Management, PDSA and Critical Thinking • Double Loop Learning • Research in action Agenda

3. Action Research & Climate and Culture of Innovation 1. Define Indicators of Performance & Metrics • The space remembers • Write the flow of ideas down. • Write down everything. (Kelley and Littman, 2001, p. 56) 2. Collect Data from the Population • Innovation begins with an eye 3. Localize Problematic Area/s of Tutoring • A Cool Company Needs Hot Groups 4. Define Variables & Measurement Instruments 5. Select Intervention or Innovation 6. Develop a Plan {Set of Executable Actions} • Live the Future 7. Act • The first prototype will be … 8. Collect & Analyze Data 9. Continue • Have fun • Kelley and Littman, 2001 T E A M W O R K My Way or … :=)

4. This is taking too much time Brass Band & Fireworks We don’t have time to work THE DARK NIGHT OF THE INNOVATOR Institutionalization Optimism Let’s try it Pessimism Skeptical START 2003 2005 2007 2009 Years The Anatomy of InnovationAdopted by (Thor, p. 20 1993) Innovation: a process of inventing or introducing something new

5. The Anatomy of Innovation (1)

6. The Anatomy of Innovation (2)

7. The Anatomy of Innovation (3)

8. The Anatomy of Innovation (4)

9. Cross-Functional Efforts(Fuller & Georgieva, 2007)

10. Critical Thinking • Plan Do Study Act • Action Research • Total Quality Management Levels of Simplification

11. “Total quality is a process that recognizes the total organization as a system including all internal and external parties.” (Capezio & Morehouse, p. 81, 1993) • Dr. W. Edwards Deming: (1900-1993) is considered to be the Father of Modern Quality. Total Quality

12. Action Research and Total Quality Management for Educators • The key component in both methods for quality improvement is change of decision making process • Both methods are depersonalizing the reasons for the problems in education. • Both methods work to involve front-line employees in a process in which the institutional “silos” are eroding. • Action Research and Critical Thinking • Both, critical thinking and action research are ways of reasoning and managing Action Research

13. Double loop learning in organizations • By uncovering their own hidden theories of action, managers can detect and correct errors. Chris Argyris

14. Uncovering the Theory of Action Innovative Tutoring You would like to implement a new innovative workshop. However, you know that only few tutors have the skills to perform fluently.

15. Personal Success Governing variables of Model I: • (1) Actors would like to define in their own terms the purpose of the situation in which they find themselves. • (2) Winning and minimizing loses is a goal bigger than the effectiveness of the institution. • (3) No feelings should be visible even if they exists. • (4) Emphasize intellectual and deemphasize the emotional aspects of problems. Hidden Nonverbal Clues Model I(p. 119)

16. Espoused Theory of Action • Theory of Action in Use We use words to justify our actions

17. Action Research and TQM are: • cyclical activities • use both – deductive and inductive reasoning • involve examination of existing processes • create cross-functional teams as neded • involve participation of the front-runners (Critical Thinking or PDSA) • involve statistics – translate statistical results into simple scorecards or graphics Action Research and Total Quality Management

18. Team Building + Benchmarking Kurt Lewin Input Data Gathering Feedback Measurement Actions Plan for a change Steps of executable actions Output Change in behavior & performance Focus on Management and Leadership Measures of Institutional Effectiveness Gap-analysis

19. (1) Use valid and reliable information • (2) Use free and informed choices • (3) Internal commitment Model II

20. Share control • Let the group plan the execution (monitor for misconceptions) • Let the group select measurement instruments (assist with validity and reliability) • Let the group execute the plan (monitor performance) • Let the informal leader emerged (help with sharing executive power) Actions Plan for a change Develop a set of executable actions Model II

21. Internal commitment to the choice and constant monitoring of the implementation • Train your employees to collect and analyze data (but check for accuracy and timeliness) • Meet with all employees and point out strength and weaknesses (be tactful and focus on data) • Help the informal leader with ideas (but keep equal distance with all actors) • Encourage public testing Model II

22. Engage all tutors in the process of action research

23. Uncover assumptions, norms and objectives under the surface inspection of values and behaviors. • Allow confrontation • Work together with your employees on measurement instruments of productivity • Show the data to all employees • People do what you inspect not what you expect Double Loop Learning

24. Start with asking the end users

25. What is the most difficult and sensitive problem in your department? • Think about informal leader(s) in your department. As a formal leader, I have four measures for informal leaders that I monitor. • The informal leader should be knowledgeable in the area of tutoring. (weight 0.7) • The informal leader should be able to help students with technologies. (weight 0.1) • The informal leader should work with instructors as a team. (weight 0.1) • The informal leader should have a clear vision for tutoring. (weight 0.1) The advantage of team-building

26. Local loop (informal): • Form a team • Plan together • Prepare a form to test the plan • Collect data • The loop in the system (formal): • Test the plan in the system (?) • We will need a formal cross-functional process • The formal leader needs informal leaders to help with the process of institutionalization Final Touches

27. This is taking too much time Brass Band & Fireworks We don’t have time to work THE DARK NIGHT OF THE INNOVATOR Institutionalization Optimism Let’s try it Pessimism Skeptical START 2003 2005 2007 2009 Years The Anatomy of InnovationAdopted by (Thor, p. 20 1993)

28. 2009Institutionalization

29. 2012The Innovation is Institutionalized

30. References Argyris, C. (1982). Reasoning, Learning and Action. Individual and Organizational. San Francisco: Jossey-Bass. Capezio, P., & Morehouse, D. (1993). Taking the mystery out of TQM: Apracticalguid to Total Quality Management. Hawthorne, NJ: Career Pres Inc. Ferrance, E. (N/A). Action Research. Retrieved March 01 2011, from Themes in Education: http://www.alliance.brown.edu/pubs/themes_ed/act_research.pdf Fuller, T., & Georgieva, O. (2007). A Workshop on Learning with Technologies. Retrieved January 31, 2011, from Learning Demand: http://www.learningdemand.com/P2/TushiDea.htm Infed. (2012, March 25). Retrieved from LurtLewin: groups, experiential learning and action research: http://www.infed.org/thinkers/et-lewin.htm Kelley, T., & Littman, J. (2001). The Art of Innovation. New York: Random House, Inc. Lilford, R., Warren, R., & Braunholtz, D. (2003). Journal of Health Services Research & Policy. Retrieved 03 17, 2012, from Action research: a way of readearching or a way of managing?: http://jhsrp.rsmjournals.com/content/8/2/100.short Ronchetto, J., & Buckles, T. (2011). Journal of Marketing Education., Developing Critical Thinking and Interpersonal Skills in a Services Marketing Course Employing Total Quality Management Concepts and Techniques: Retrieved doi: 10.1177/027347539401600304 http://jmd.sagepub.com/content/16/3/20.short Stringer, E. T. (1999). Action Research. Thousand Oaks: SAGE Publication The Critical Thinking Community. (2012, January 1). The State of Critical Thinking Today. Retrieved from The Critical Thinking Community: http://www.criticalthinking.org/pages/the-state-of-critical-thinking-today/523 Thor, L. (1993) The human side of quality: Employee care and empowerment: (Paper presented at League for Innovation in the Community College's Conference in Irvine, CA). ERIC JC 930 084. http://www.eric.ed.gov/PDFS/ED354044.pdf