School Culture and Student Achievement Collaborative Conference for Student Achievement

1. School Culture and Student Achievement Collaborative Conference for Student Achievement March 26, 2013 http://tinyurl.com/bseetlz

2. Wiki http://region3pd.ncdpi.wikispaces.net

3. NC State Board of Education Mission “Every public school student will graduate from high school, globally competitive for work and postsecondary education and prepared for life in the 21st Century.” http://tinyurl.com/bseetlz

4. Outcomes: • Common understanding of Change Style Indicator; • Identify your leadership style; • Understand the relationship between change and your leadership style; and • Use a change process and coaching to enhance school culture

5. Can We Agree? • To be actively involved • Value differences • Agree to disagree • Listen

6. Standard l: Strategic Leadership Summary: School executives will create conditions that result in strategically re-imaging the school’s vision, mission, and goals in the 21st century. Understanding that schools ideally prepare students for an unseen but not altogether unpredictable future. The leader creates a climate of inquiry that challenges the school community to continually repurpose itself by building on its core values and beliefs about its preferred future and then developing a pathway to reach it.

7. Standard 1: Teacher Leadership Teachers lead the teaching profession. • Teachers strive to improve the teaching profession. • They contribute to the establishment of positive working conditions in their school. • They actively participate in and advocate for decision-making structures in education and government that take advantage of the expertise of teachers. • Teachers promote professional growth for all educators and collaborate with their colleagues to improve the profession. • Teachers strive to improve the profession, contribute to the establishment of positive working conditions participate in decision-making structures and promote professional growth. Image: http://tinyurl.com/c34wb45

8. Why address change? http://tinyurl.com/cosevcu

9. Change Style Indicator (CSI) • Assessment Instrument designed to measure your preferred style in approaching change and dealing with situations involving change

10. CSI Does and Does not

11. Change Style Preference ConserversPragmatistsOriginators

12. Characteristics When facing Change, Conservers: • Deliberate, disciplined, and organized • Maintains current structure • Conventional assumptions • Enjoy predictability • Cautious and inflexible • Details and the routine • Tradition and established practice

13. Characteristics When facing change, Originators: • Unorganized, undisciplined, unconventional and spontaneous • Challenges current structure • Challenge accepted assumptions • Risk and uncertainty • Impractical and miss important details • Visionary and systems in their thinking • Policies and procedures with little regard

14. Characteristics When facing changes, Pragmatists: • Practical, agreeable, flexible • Emphasizes workable outcomes; • Focused on results than structure • Mediators and catalysts for understanding • Open to both sides of an argument • Middle-of-the-road approach • Team-oriented

15. Find your Change Style Indicator • Which characteristics made you come to that conclusion? • Discuss the characteristics with your colleagues.

16. Perception, Collaboration, Creativity Think about how others see you, your collaboration preferences, and in what ways must you be creative to enhance collaboration with the other styles

17. Perceptions Originators see Conservers as: • Dogmatic • Bureaucratic • Yielding to authority • Having their “head in the sand” • Preferring the status quo • Lacking new ideas

18. Perceptions Conservers see Originators as: Divisive Impulsive Lacking appreciation of tested ways of getting things done Starting but not finishing projects Not interested in follow-through Wanting change for the sake of change Not understanding how things get done

19. Perceptions Pragmatists can be perceived by strong Conservers and Originators as: • Compromising • Mediating • Indecisive • Early influenced • Noncommittal • Hiding behind team needs

20. Collaboration • Conservers – Prefer to keep current structure operating smoothly; Focus on relationships; Encourage building on what is already working • Originators – Prefer to challenge accepted structure; Focus on the task; Encourage exploring new possibilities • Pragmatists- Prefer balanced inquiry; Focus on shared objectives; Encourage looking at the current circumstances

21. Creativity • Originators- Inspiration; Conceptualize; Initiate • Pragmatists – Perspiration; Concretize; Implement • Conservers - Verification; Refine, Follow through

22. Reflection Time Which impacts you most about change? • Perceptions • Collaboration • Creativity

23. Whole Group Presentation

24. Leadership Styles CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching Adaptive from Goleman 2000, p. 82-83 (as presented by Fullan)

25. Leadership Style and Climate

26. Table Conversations • Discuss a situation currently dealing with- identify style most appropriate for the situation and will provide the desired outcome

27. Leadership Style • How does your leadership style hinder change in your organization? • How does it serve as a bridge for change in your organization?

28. “…[W]hen you change the culture, you have to go slow, you have to educate, and you have to explain what you’re doing and for what reasons. We started slow, and it became a cultural norm.” Clark Hults

29. A Change Process How can a climate be cultivated that is based on genuine relationships that focus on authenticity and care? What is needed to understand change and help others understand change? How do we develop a culture that focuses on development and use of knowledge to enhance instruction and learning? How can I make a difference in the lives of all students? How can internal commitment be obtained? How can the team be guided through their differences?

30. Scenarios Activity • Identify what you want to change and use coaching questions and tools for a positive change.

31. Practical Applications that Impacts Ability to Lead Cultural Change Recognizing that there is a change style indicatorLeadership style dictates how situations are approachedRecognition of a change process that leads to cultural norms and improvements

32. Resources • 8 Forces for Leaders of Change • http://tinyurl.com/cx7nvug • Leadership That Gets Results • http://tinyurl.com/d66lhyn • Coaching Strategies Handout

33. Contact Information • Mary Russell, PD Lead Region 3 • Mary.russell@dpi.nc.gov • Frances Harris-Burke, Regional Lead Region 5 • Frances.harrisburke@dpi.nc.gov