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Systems That Learn

Dr. Timothy Mitchell Rapid City Area Schools Opening Message to Staff 8-21-13. Systems That Learn. What will she need?. Systems That Learn. “Leadership is about going somewhere. If you and your people don’t know where you are going, your leadership doesn’t matter.” Ken Blanchard.

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Systems That Learn

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  1. Dr. Timothy Mitchell Rapid City Area Schools Opening Message to Staff 8-21-13 Systems That Learn

  2. What will she need?

  3. Systems That Learn “Leadership is about going somewhere. If you and your people don’t know where you are going, your leadership doesn’t matter.” Ken Blanchard

  4. What Do I Want You to Know? • There is a Compelling Need for Transformation of our Current Public Schools • Learning Leads to Continuous Improvement • Continuous Improvement Ensures All Students Grow and Learn • It is Okay to Take Risks and Make Mistakes as Part of the Learning Process

  5. Systems That Learn Step 1-Recognize that schools were designed in a different era and for different goals Step 2-Start a dialogue on how to restructure schools in ways that will foster all students learning at high levels

  6. Systems That Learn Overarching Theory When a school systems learns, continuous improvement enables educators to close achievement gaps and ensures that all students grow and develop as learners.

  7. The Question How do we increase educator capacity in order to provide a more effective education for all students in all schools?

  8. Systems That Learn The Big Idea The learning dynamics that a teacher establishes in his/her classroom is similar to the learning dynamics a principal/instructional leader establishes in his/her school, and is similar to what a superintendent does to promote learning within the district leadership team.

  9. Systems That Learn Strengthening the adult learning will benefit students: *When School Boards learn *When Central Administrators learn *When Building Administrators learn *When Schools and departments learn *When individual teachers learn

  10. What Do I Want You to Feel? • Autonomy-the desire to direct your own life • This does not mean condoning and allowing people to do “whatever they want” • The “How” of the things we do-Supportive Limits • Mastery-the urge to get better and better at something that matters • Your ability is not finite • Purpose-the yearning to do what we do as a service of something larger than ourselves

  11. Systems That Learn “School leaders and teachers need to create schools and classroom environments in which error is welcomed as a learning opportunity, in which discarding incorrect knowledge and understanding is welcomed, and in which teachers feel safe to learn, re-learn, and explore knowledge and understanding” J. Hattie

  12. What do You Want Them to Do? • Breakdown the Walls of Isolation • Work Collaboratively • Be Willing to Participate in Learning Activities • Work Smarter, Not Harder • Focus on Changing Your Behavior to Change Student Behavior

  13. Systems That Learn In order to disagree, learn from mistakes, successfully manage conflict, and continually learn, the systems needs sufficient: Trust Capacity Building for ALL educators Collaboration in All directions Leadership at all levels

  14. Trust *Provide a safety net for taking risks *It is necessary for the system to achieve beyond capacity *Need to pay attention to the needs of all the stakeholders

  15. Capacity Building *Quality teaching has a positive impact on student learning *Teaching competencies can be taught *Professional learning can increase teacher competencies in ways that will result in increased student learning

  16. Collaboration The knowledge about effective practice becomes more widely available and accessible on a daily basis Working together generates commitment

  17. Leaders at ALL Levels “It is no longer sufficient to have one person learning for the organization. It’s just not possible any longer to figure it out from the top. The organizations that will truly excel in the future will be the organizations that discover how to tap people’s commitment and capacity to learn at all levels of the organization” Peter Senge

  18. Leaders at ALL Levels *Good ideas can come from anywhere *Include as many people as they can in key decisions

  19. My Commitment Model-The Behavior I Want to See Lead by Example-Set the Tone Connect-With the People I Lead Connect More—Learn More Involve-Them Where Ever I Can Makes people more responsible and committed

  20. What will she need?

  21. Systems That Learn Overarching Theory When a school systems learns, continuous improvement enables educators to close achievement gaps and ensures that all students grow and develop as learners.

  22. Why is CHANGE so Hard? “There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new order of things…Whenever his enemies have the ability to attack the innovator they do so with the passion of partisans, while the others defend him sluggishly, so that the innovator and his party alike are vulnerable” Niccolo Machiavelli

  23. Systems That Learn My Sentence: I provide the leadership to create a purposeful learning community that establishes high quality learning experiences for all community members Each Night: Was I better today than yesterday?

  24. Systems That Learn “Isn’t time to make more good things happen?”

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