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July 16, 2013 Chuck Schwahn Schwahn Leadership Associates chuckschwahn@yahoo.com PowerPoint Presentation
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July 16, 2013 Chuck Schwahn Schwahn Leadership Associates chuckschwahn@yahoo.com

July 16, 2013 Chuck Schwahn Schwahn Leadership Associates chuckschwahn@yahoo.com

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July 16, 2013 Chuck Schwahn Schwahn Leadership Associates chuckschwahn@yahoo.com

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  1. SDSSALeadership and Mass Customized LearningInevitable TOO!The total leader embraces the inevitable July 16, 2013 Chuck Schwahn Schwahn Leadership Associates chuckschwahn@yahoo.com www.masscustomizedlearning.com

  2. Inevitable TOO!

  3. Inevitable TOO! The Total Leader Embraces the Inevitable Chuck Schwahn and Bea McGarvey Significant contributions: Pat Crawford, Duff Rearick, and Jay Scott

  4. the meeting was, . . . Inevitable

  5. What if every learner, came to school every day, was met at their learning level, was challenged, was successful, and looked forward to coming back to school tomorrow.

  6. What if every learner, every hour of every day, was: • Met at his/her learning level • Learned through their most effective learning styles • Learned concepts through content of interest to him/her • Saw relevance in what he/her was learning.

  7. Well, today it’s possible. We need vision and courage, but, it’s doable!

  8. Leadership 101 Strategic Design • Strategic Direction • Beliefs/Values • Mission • Exit Outcomes • Vision • Strategic Alignment • People • Practices • Processes • Structures

  9. STRATEGIC DESIGN Requires STRATEGIC DIRECTION Requires STRATEGIC ALIGNMENT Requires + AUTHENTIC LEADERS Who DEFINE PURPOSE VISIONARY LEADERS Who FRAME VISION RELATIONAL LEADERS Who DEVELOP OWNERSHIP QUALITY LEADERS Who BUILD CAPACITY SERVICE LEADERS Who ENSURE SUPPORT + + + + TOTAL LEADERS Creating PRODUCTIVE CHANGE

  10. Key Domains of Total Leaders VISIONARY Vision SERVICE Support AUTHENTIC Purpose QUALITY Capacity RELATIONAL Ownership

  11. The TOTAL LEADER for Productive Change The TOTAL LEADER for the MCL Vision The Service Leader The Authentic Leader The Visionary Leader The Cultural Leader The Quality Leader

  12. The TOTAL LEADER for the MCL Vision The Service Leader The Authentic Leader The Visionary Leader The Cultural Leader The Quality Leader DEFINES the REASON for MCL FRAMES the PICTURE of MCL DEVELOPS OWNERSHIP for MCL BUILDS CAPACITY for MCL ENSURES SUPPORT for MCL

  13. The TOTAL LEADER for Productive Change Service Leadership Authentic Leadership Visionary Leadership Cultural Leadership Quality Leadership “MCL has meaning for me!” “MCL is clear, exciting, doable, INEVITABLE!” “I want to be part of making MCL a reality!” “I (we) can Make MCL a reality!” “Our leaders are really helping!”

  14. Who Total Leaders ARE as they Manage the Mass Customized Learning Vision.

  15. Leadership INTEGRITY COURAGE VISION OPENNESS HONESTY TRUSTWORTHINESS

  16. Without TRUST there can be no real EMPOWERMENT and effective, efficient, and healthy organizations empower everyone . . . INTENTIONALLY!

  17. From TRUST to EMPOWERMENT: • When you have personally accepted the MCL Vision . . . • I will TRUST you to use your best instincts and strategies to make MCL a reality for learners . . . • I will support what you do . . . tell me what you need . . . • I will understand and accept “good shot failures” . . . • Count on me to “have your back!”

  18. What Total Leaders DO when they Manage the Mass Customized Learning Vision.

  19. STRATEGIC DESIGN Requires STRATEGIC DIRECTION Requires STRATEGIC ALIGNMENT Requires + AUTHENTIC LEADERS Who DEFINE PURPOSE VISIONARY LEADERS Who FRAME VISION RELATIONAL LEADERS Who DEVELOP OWNERSHIP QUALITY LEADERS Who BUILD CAPACITY SERVICE LEADERS Who ENSURE SUPPORT + + + + TOTAL LEADERS Creating PRODUCTIVE CHANGE

  20. Essential Elements of Mass Customized Learning • What differentiates MCL from other change efforts • or, You are not doing MCL unless . . .

  21. If you study the research of the best practices of the most effective out-of-date schools, And then combine that research into a meta-analysis of the most effective practices of out-of-date schools, You will end with a convincing list of best practices of the best out-of-date schools. Schwahn and McGarvey

  22. How the Inevitable: MCL Visionis Unique • NO Industrial Age, Assembly Line • How is the Learner Outcome Best Learned • Intrinsic Learner Motivation • Learner and Professional Role Changes • Accepting of Cross-Industry Learning • Technology as Transformer of School Structure • ePortfollio Management System

  23. You have replaced the Bureaucratic, Industrial Age, Assembly Line delivery of instruction with a “MCL compatible” system

  24. You BEGIN with the learner in mind . . . at center . . . That is: You ask the questions: Who is walking through our doors? What “future” will our learners encounter when they leave our system? How is this “Learner Outcome” best learned? And therefore, how do we structure our learning system?

  25. Your extrinsic “learner reward” system has been replaced by natural intrinsic learner motivators. • Meeting the individual learner at his/her learning level • Allowing for individual learning styles • Learning through content of high interest • Learning that is clearly relevantto life

  26. Role/Mindset Changes From Students to Learners From Teachers to Learning Facilitators From Lone Ranger to Team Member From Worker to Professional From Principal as Manager to Principal as Leader

  27. You, and your system, are open to, accepting of, and searching for Cross-Industry Learning opportunities Who is customizing their products and services to individual customers and clients? “How do they do that?” What implications might this technique, strategy, or system have for education, for Mass Customizing Learning?

  28. You and your system embrace TECHNOLOGY as TRANSFORMER That is, you see technology as serving two important functions: Technology as Teacher . . . for those learner outcomes best learned via technology Technology as Transformer . . . allowing school systems to be restructured and transformed into modern learning communities

  29. ePortfoliosserve as the learning community’s Management System • Assessment of Learner Outcomes for Individuals • Learner Permanent Achievement Record • Learner Attendance Records • Grouping Learners with Similar Needs • Reporting and Communicating with Parents • System Accountability to Community • State Reporting Data???