Implementing the Common Core State Standards

1. Implementing the Common Core State Standards POLS Conference January 17, 2013 Valley Lutheran High School

2. Philosophical Change • Nationally Accepted • Move Toward 21st Century Skills • Transformational Common Core State Standards

3. Because the CCSS will require deep-level, organizational change, the leader is going to be a primary factor in the success or failure of this change.

4. “Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there.” John P. KotterLeading Change1995

5. Kotter’s Organizational Change Model

6. Behaving urgently to help create great twenty-first century organizations demands patience, too…The right attitude might be called “urgent patience”…It means acting each day with a sense of urgency but having a realistic view of time.” 1. Create a sense of urgency John Kotter (2008) A Sense of Urgency

7. To create a strong and lasting commitment to the CCSS, to ensure solid “buy in”, you must firmly establish the need for the CCSS.

8. 46 States have Adopted • Perceived (or real) educational crisis • Competitive global environment • Rapidly changing world What will establish that need??? So teachers, parents, students, church, community see the need to fully implement the CCSS.

9. New (and rapidly approcahing) assessments • Stronger demands from colleges and employers • Greater need for students to have 21st Century Skills What will establish the need??? So teachers, parents, students, church, community believe in the need to fully implement the CCSS.

10. In the end, I believe that you will get the strongest commitment from people if you can convince them that this change is simply good for kids.

11. Two are better than one, because they have a good return for their work. Though one may be overpowered, two can defend themselves. A cord of three strands is not quickly broken.” 2. Build a guiding team Ecclesiastes 4: 9, 12

12. Because the greatest impact on student achievement comes from direct interaction from teachers, this change must start at the classroom level.

13. “Get” the big picture • Instructional models • Respected by peers • Positive motivators • Strong enough to take risks and challenge the “status quo” Who are your teacher leaders???

14. Large team is important – the Professional Learning Community (PLC) culture lays a solid groundwork for the type of work that needs to be done with the CCSS. Small teams are also important – created to provide each other with support and encouragement within a comfortable, safe context.

15. A well-articulated, inspiring vision clears away distractions and aligns the resources… to the ultimate goal.” 3. Creating the vision John Kotter

16. What will your school (classroom, teacher, student) look like in 5 years as a result of your successful transition to the Common Core? Begin with the end in mind .Stephen Covey

17. We are a school that…..” • Our students are….” • We will keep working on implementing the CCSS until….” • In our classrooms….” Craft a vision statement.

18. In order to be successful in creating the vision that will effectively guide your teachers, you must have a deep understanding of the philosophical and instructional shifts that are being instituted by the CCSS (and others).

19. Comprehensive, integrated program of reading, writing, speaking and listening, and language • Intentional progression of text complexity • Move to informational text • Move to argument and explanatory writing English Language Arts (ELA) Shifts

20. Reduced number of standards • Concentrated focus in each grade • Multiple applications to varied contexts • Emphasis on deep-level conceptual understanding • 8 mathematical practices MathematicsShifts

21. Next Generation Science Standards • Inquiry, investigation, and development of skills • Crosscutting concepts across all domains • Disciplinary core ideas across all grade levels ScienceShifts

22. College, Career, and Civic Life (C3) • Developing questions and planning investigations • Applying disciplinary concepts and tools • Gathering, evaluating, and using evidence • Working collaboratively and communicating conclusions Social StudiesShifts

23. To… Active Skills Questions Application Learner-centered Cross-curricular learning Conceptual Understanding What is learned Move From… • Passive • Content • Answers • Knowledge • Teacher-centered • Compartmental-ized Learning • Memorized processes • What is taught Rigor

24. “Organizations whose leaders have no vision are doomed to work under the burden of mere tradition.” Snyder & Graves (1994)

25. “Good communication does not mean that you have to speak in perfectly formed sentences and paragraphs. It isn't about slickness. Simple and clear go a long way.” 4. Communicating the vision John Kotter

26. How will you communicate to teachers, students, parents, church, community?? • Communication occurs through words, actions, and images. Using every vehicle possible.

27. It may be a good use of time to develop “elevator statements” with your faculty. In 30 seconds or less, how would you describe the importance, the idea, the shifts of the Common Core State Standards to…. ….a student? ….a parent? ….a board member? ….a teacher? ….a community member?

28. So often, because we have worked so hard on the vision, we assume that our team knows and owns it just as much as we do – that is usually not the case at all! It is critical that leaders continually share the vision. A rule of thumb is just about the time you are sick of saying it, people are just then starting to get it. So hang in there and communicate, communicate, and communicate vision!! Communicate, communicate, communicate, repeat… Daniel Harkavy (2007) Becoming a Coaching Leader

29. “An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” 5. Empower others to act on vision

30. Encourage • Risk taking • Non-traditional ideas • Collaboration • Research • Activity and action Additions

31. Provide • Time to think • Time to plan • Time to share • Time to evaluate • Time to revise • Time to get feedback • Any/all needed resources Additions

32. Subtractions Change systems or structures that seriously undermine the vision.

33. Subtractions Get rid of obstacles. What might those obstacles to a full implementation of the CCSS be for your school? ….people? ….attitudes? ….time? ….money? ….focus?

34. Most obstacles melt away when we make up our minds to walk boldly through them.” Complete commitment by the leader. Orison SwettMarden

35. In successful change efforts, empowered people create short-term wins – victories that nourish faith in the change effort, emotionally reward the hard workers, keep the critics at bay, and build momentum. Without sufficient wins that are visible, timely, unambiguous and meaningful to others, change efforts inevitably run into serious problems.” 6. Create short-term wins John Kotter (2002) The Heart of Change

36. Plan for visible, noticeable improvements. Do whatever it takes to create those improvements. Intentionally look for improvements to occur. Recognize and reward those who achieve any improvements regardless of size. Don’t leave to chance.

37. Celebrate!!

38. It’s not so much that we’re afraid of change or so in love with the old ways, but it’s that place in between that we fear… It’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to. Why are short term wins so important??? Marilyn Ferguson The Aquarian Conspiracy

39. Resistance is always ready to rear its ugly head again.” 7. Don’t let up John Kotter

40. Create a rolling timeline (at least 2 – 3 years out) • Set deadlines for short term goals • Plan time to look at data • Plan PD time to meet current needs • Evidence walk throughs • Build your vision into the regular expectations Accountability

41. Don’t let go of the big picture. Continue to change systems and structures that do not support the vision Hire, promote, develop teachers who can continue to promote the vision Periodically reinvigorate the process by taking things to the next level

42. “After the first set of short-term wins, a change effort will have direction and momentum. In successful situations, people build on this momentum to make the vision a reality by keeping urgency up and a feeling of false pride down; by eliminating unnecessary, exhausting and demoralizing work; and by not declaring victory prematurely.” John Kotter (2002) The Heart of Change

43. People who are making an effort to embrace the future are a happier lot than those who are clinging to the past.” 8. Make it stick John Kotter

44. Rebuild your culture around the vision. “This is who we are….” Anchor the change to the culture.

45. It’s all about the culture…. “Tradition is a powerful force. Leaps into the future can slide back into the past. We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture. A supportive culture provides roots for the new ways of operating. It keeps the revolutionary technology, the globalized organization, the innovative strategy, or the more efficient processes working to make you a winner.” John Kotter

46. Tell the Good News to your children and let your children tell it to their children, and their children to the next generation.” Joel 1:3 It’s all about preparing your students in faith and skills to be the Christian leaders of the next generation.

47. Resources Harkavy, D. (2007). Becoming a coaching leader. Kotter, J. (2002). The heart of change. Kotter. J. (1995). Leading change. Kotter, J. (2008). A sense of urgency.

48. Lisa H. Meyers, Ed.D. Academic Dean Valley Lutheran High School 3560 McCarty Rd. Saginaw, MI 48603 989-790-1676 lmeyers@vlhs.com