Creating Professional Learning Communities by 5pu6vf

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									Alaska School Leadership Institute 2012
Rural Alaska Principal Preparation Project
June 1, 2012 – Institutionalizing New Approaches
Captain Cook Hotel
Anchorage, Alaska

Facilitated By
Al Bertani, Senior Design Consultant
RAPPS Program
Alaska Staff Development Network
          CREATING A VISION ROADMAP
COLLABORATING                                          CLARIFYING
Where do good ideas                                    What is the problem you
come from – How do you                                 are trying to solve?
involve others in creating
                             Creating a vision
the vision?
                             that serves as the
                             glue to hold things
                             together and
                             makes sense to the
                             mind and the heart.
STRATEGIZING
How do you build short                               IMAGINING
and long-term strategies                             What’s the vision or goal
to help catalyze the                                 that describes the new
vision?                      VISIONING               desired state in a compelling
                             How can the vision be   way?
                             communicated simply,
                             motivate people, and
                             coordinate actions?
  COMMUNICATING THE VISION ROADMAP
INFLUENCING                                         SIMPLIFYING
How can you engage                                  What makes for a
“other influencers” in                              simple yet compelling
communicating the vision                            vision?
                           Building buy-in
or goal?
                           requires multiple
                           communication
                           methods and a
                           commitment to
                           stay on message..
DIAGNOSING
How do you meet people                            PRACTICING
individually in the                               How can you turn your vision
change/improvement/tran                           or goal into a laser speech?
sformation?                MOTIVATING
                           How do great leaders
                           inspire action?
Institutionalizing New Approaches
June 1, 2012
Al Bertani, Session Leader

Real change, improvement, and
transformation should impact the culture of
the organization. Leaders have to develop
strategies to anchor new practices that
confront the norms of behavior and shared
values that already existed in the
organization. Institutionalizing new
approaches into the culture of the
organization can demonstrate the ultimate
impact of any change, improvement, or
transformation effort..
   INSITUTIONALIZING NEW APPROACHES ROADMAP

 PLANNING                                                     EVALUATING
 How do you continue to                                       How do you use data
 grow and hire new                                            to document that the
 leaders that can build on                                    new practices
                                    Developing strategies
 the new vision?                    to anchor new             produce better
                                    practices into the        results?
                                    norms, values, and
                                    culture of the
                                    organization.

RECOGNIZING
How can you acknowledge                                     REINFORCING
the contributions of change                                 How do you celebrate small
leaders and ensure their                                    and big changes,
legacy?                       RENORMING                     improvements, and
                              How can you use incentives    transformations?
                              and rewards to support new
                              norms and shared values?
WHAT LEADERS
 DO TO INSPIRE
    ACTION

   TED TALK
 SIMON SINEK
                  Stages of Concern
    Typical Expressions of Concern About an Innovation

                      Awareness
                      Informational
                      Personal
                      Management
                      Consequence
                      Collaboration
                      Refocusing
                              CBAM Project
           Research and Development Center for Teacher Education
                      The University of Texas at Austin
Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene
  E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL
                       Stages of Concern
         Typical Expressions of Concern About an Innovation



        Stages of Concern                  Expressions of                    Activities
                                             Concern
S    AWARENESS                        I am not concerned
                                      about it.
E
L
     INFORMATIONAL                    I would like to know
F                                     more about it.


                                   CBAM Project
                Research and Development Center for Teacher Education
                           The University of Texas at Austin
    Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene
      E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL
                       Stages of Concern
         Typical Expressions of Concern About an Innovation



     Stages of Concern                 Expressions of                     Activities
                                         Concern
T   PERSONAL                      How will using it
                                  affect me?
A
    MANAGEMENT                    I seem to be spending
S                                 all my time getting
K                                 materials ready.
    CONSEQUENCE                   How is my use
                                  affecting kids?
                                   CBAM Project
                Research and Development Center for Teacher Education
                           The University of Texas at Austin
    Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene
      E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL
                       Stages of Concern
         Typical Expressions of Concern About an Innovation



        Stages of Concern                  Expressions of                    Activities
I                                            Concern
M    COLLABORATION                    How can I relate what I
P                                     am doing to what
                                      others are doing?
A
C    REFOCUSING                       I have some ideas
                                      about something that
T                                     would work even
                                      better
                                  CBAM Project
               Research and Development Center for Teacher Education
                          The University of Texas at Austin
    Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene
      E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL
  Levels of Use of the
      Innovation
            Non-Use
            Orientation
            Preparation
            Mechanical
            Routine
            Refinement
            Integration
            Renewal
                   CBAM Project
Research and Development Center for Teacher Education
           The University of Texas at Austin
                Levels of Use of the
                    Innovation
                        Typical Behaviors
Levels of Use    Behavioral Indices of Level

Non Use          No action is being taken with respect to the
                 innovation.

Orientation The user is seeking out information about the
            innovation.



                              CBAM Project
           Research and Development Center for Teacher Education
                      The University of Texas at Austin
                 Levels of Use of the
                     Innovation
                           Typical Behaviors

Levels of Use     Behavioral Indices of Level
Preparation The user is preparing to use the innovation.


Mechanical The user is using the innovation in a poorly
           coordinated manner and is making user-oriented
           change.
Routine           The user is making few or no changes and has an
                  established pattern of use.
                                   CBAM Project
                Research and Development Center for Teacher Education
                           The University of Texas at Austin
                   Levels of Use of the
                       Innovation
                           Typical Behaviors

Levels of Use      Behavioral Indices of Level
Refinement The user is making changes to increase
           outcomes.
Integration The user is making deliberate efforts to
            coordinate with others in using the innovation.
Renewal            The user is seeking more effective alternatives to
                   the established use of the innovation.


                                   CBAM Project
                Research and Development Center for Teacher Education
                         The University of Texas at Austin
            Jigsaw Strategy
                   Winning Strategy
             Jody Spiro – JSD – Spring 2012


Person 1 Pages 10 – 12 (Essential Characteristics)

Person 2 Page 12 and 16

Person 3 Pages 14 – 15 (Early Win Wonder Tool)
Winning Strategy Advance Organizer
Trio Member   Notes…




Member 1




Member 2




Member 3
  Institutionalizing New Approaches
               Evaluating

How do you use data to document that the
new practices produce better results?
1.What data would you need to collect?

2.How would you use the data?

3.How could the data help advance your
efforts?
  Institutionalizing New Approaches
              Reinforcing

How do you celebrate small and big changes,
improvements, and transformations?
1.How can you identify small changes?

2.What can you do to recognize these
changes?

3.How might you celebrate small and big
changes?
  Institutionalizing New Approaches
              Renorming

How can you use incentives and rewards to
support new norms and shared values?
1.What incentives and rewards do you hold?
2.How could you use these incentives and
rewards?
3.How could you renorm practices and change
culture using incentives and rewards?
  Institutionalizing New Approaches
              Recognizing

How can you acknowledge the contributions
of change leaders and ensure their legacy?
1.What opportunities do you have to recognize
people?
2.How could you link acknowledgements with
building a legacy?
3.How could recognition activities help renorm
the culture?
  Institutionalizing New Approaches
                Planning

How do you continue to grow and hire new
leaders that can build on the new vision?
1.What leadership vacancies do you project?
2.What do you need in new leaders?
3.How could you build a search process that
would help identify “like-minded” leaders?
Our Learning Session…
                                … In Review
 What research says about the impact of
  leadership on student learning?


 How can you clarify and imagine your vision?


 How do you engage others in the vision through
  strategies and collaboration?

								
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