Get Ready….

1. Get Ready…. • Values - Attitudes and beliefs that drive actions • Vision - Preferred Future that is desired • Mission - Our current reason for being

2. Principle 1:What are our Values? • Attitudes and behaviors an organization embraces • Shared, collective commitments to achieve the vision

3. Begin with the Core Individually respond to the following prompt: You are at your retirement party. What are people saying about: • You? • Your work? • The legacy you are leaving?

4. Begin with the Core • In your team, share your individual reflections. • Document similarities expressed across team members. • Based on these responses, generate a list of team values. • Share with whole group

5. What is Vision? • A picture of what we can become that guides decision-making and actions • Provides a sense of direction for a better future • Is clear, compelling, feasible and focused

6. One Common Voice - One Plan Gather:  Getting ReadyVision Statements Vision Statements:  What do we wish to become? Vision instills an organization with a sense of direction.  It asks, "If we are true to our purpose now, what might we become at some point in the future?“  An effective vision statement articulates a vivid picture of the organization's future so compelling that a school's members will be motivated to work together to make it a reality. Professional Learning Communities at Work, Richard DuFour & Robert Eaker, 1998

7. A shared vision...  motivates and energizes people.  creates a proactive orientation.  gives direction to people within the organization.  establishes specific standards of excellence.  creates a clear agenda for action. One Common Voice - One Plan Gather:  Getting ReadyVision Statements Professional Learning Communities at Work, Richard DuFour & Robert Eaker, 1998

8. Importance of Personal Vision “Shared visions emerge from personal visions. This is how they derive their energy and how they foster commitment… If people don’t have their own vision, all they can do is “sign up” for someone else’s. The result is compliance, never commitment.” ~ Peter Senge The Fifth Discipline

9. Importance of Personal Vision Identify your personal vision in response to the following prompt: If failure was truly not an option for any student, what would be different in your building 5 years from now?

10. Collective Vision and Values Going from personal to collective vision - • Look across individual visions and identify & chart commonalities or critical points • Whole group discussion

11. Gallery Walk • Review the various team posters. • What commonalities did you observe in the groups’ preferred future? • What new Ah-Ha’s did your team discover from observing others’ work?

12. One Common Voice - One PlanGather:  Getting ReadyVision Statements Vision Example A community of learners who use technology effectively, appreciate the multi-cultural society in which we live and are prepared for the challenges of the 21st Century.

13. There is a Holding a Shared Vision module that is available at: Mi Map Holding a Shared Vision (See Module 2-1) One Common Voice - One Plan Gather:  Getting ReadyVision Statements

14. Visioning “It’s not what the vision is that is important… it’s what the vision does.” -Robert Fritz Source: The Fifth Discipline, Peter Senge, 1992

15. Mission Statement:  Why do we exist? The mission question challenges members of the group to reflect on the fundamental purpose of the organization, the very reason for its existence to ask, "Why do we exist? What is our day-to-day purpose?" Your Mission/Purpose Statement describes your current reality. It needs to be crystal clear and only one line long. One Common Voice - One Plan Gather:  Getting Ready Mission Statement

16. One Common Voice - One Plan Gather:  Getting Ready Mission Statement One Example: It is the mission of our school to help each and every child to realize his or her full potential and become a responsible, productive citizen and life-long learner who is able to use technology effectively and appreciate the multi-cultural society in which we live as we prepare for the challenges of the twenty-first century.  Professional Learning Communities at Work, Richard DuFour & Robert Eaker, 1998

17. There is a Sharing Decision Making module that is available at: Mi Map Sharing Decision Making (See Modules 8-1, 8-2 and 8-4) One Common Voice - One Plan Gather: Getting Ready

18. One Common Voice - One Plan Gather: Getting ReadySchool Level Change First Order Changes Specific classroom and schoolwide practices: Changes in efficiency, organization, specific practices, “change without difference.” Second Order Changes Philosophy, focus, and ownership: Systemic change, fundamental ethos, philosophy, beliefs driving practice “restructuring.”

19. One Common Voice - One Plan Gather: Getting Ready First Order Change Second Order Change Changing relationships and teaching strategies Research shows that first order changes are NOT necessarily predictors of student achievement. Smaller classes Site-based councils Ninety-minute teaching blocks Schools within schools Collaboration and ownership Extended teaching and learning opportunities New interactions and relationships Teaching teams with common planning Coordinated focusedcurriculum

20. Pulse Check • Where is your building in terms of common values, vision & mission? • Do they exist? formally or informally? • Were they collectively created by current staff? • Do they reflect current educational initiatives & requirements?

21. Back to Unity of Purpose Refer back to your SLT values/beliefs: • How do our current vision and mission align with our beliefs related to student success? • What actions do we see on a day-to-day basis that tell us we are living these values and beliefs, and moving toward our vision?

22. Example –Mission, Vision, Values Vision: To be the leader in all markets in which we participate. Mission: To transform knowledge into exceptional products and services. We Value: • Continuous learning • Commitment to our customers • Data-based decision making • Honest and open communication • Highest quality products and services

23. Infusing Mission, Vision, Values and Goals Into School Culture • Use every conversation and meeting as an opportunity to discuss, clarify, and reinforce • Provide opportunities for stakeholders to articulate and discuss them • Celebrate success of implementation