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COMMUNITY

d. d. COLLABORATIVE CULTURE AND CHANGE Ada p ted from Missouri Professional Learning Communities Project Leadership Training 2004. COMMUNITY.

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COMMUNITY

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  1. d d COLLABORATIVE CULTURE AND CHANGEAdapted from Missouri Professional Learning Communities Project Leadership Training 2004

  2. COMMUNITY • The concept of community speaks of a shared philosophy, networks of relationships, and synergy. It is a living, breathing context for organizing….a context where people, not tasks, occupy center stage. • The concept of community offers a new place to start when creating a culture that supports the growth of educators.

  3. COLLABORATIVE CULTURE COLLABORATION CULTURE CHANGE

  4. CHANGE

  5. Change DESIRED OUTCOMES: • Extend your understanding of personal changes • Extend your understanding of educational changes • Begin building your awareness of change principles

  6. Change “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 onto.” -Marilyn Ferguson The Aquarian Conspiracy, 1988

  7. Change Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever does.”

  8. Change EXTENDED NAME TAG • Change is … • (One word or phrase) • The most significant • change in my life • has been… Name • One action that helps me deal • with change • What is one positive point I’ve learned or had confirmed about the process of change

  9. Seven Basic Themes of Successful Change • Change is Learning (loaded with uncertainty) • Change is a Journey, Not a Blueprint • Problems are Our Friends • Change is Resource – Hungry • Change Requires the Power to Manage It • Change is Systematic • All Large-Scale Change is Implemented Locally

  10. Change CHANGE IS LEARNING (loaded with uncertainty) • Change is a process of coming to grips with new personal meaning • Absence of difficulty equals little effort • More complex reforms equal greater uncertainty • Ownership comes through learning

  11. Change IMPLEMENTATION DIP

  12. CHANGE IS AJOURNEY, NOT ABLUEPRINT Look at your name tent and discuss: Most significant change in my life has been… • How many of us have had the same significant change in our lives? • (marriage, divorce, birth of a child, job change, etc.) • How many of us had the exact same experience with this change?

  13. PROBLEMS ARE OUR FRIENDS What are the coping mechanisms that you use when a problem arises? ENEMIES OF GOOD COPING GOOD COPING IS Passivity Active Denial Assertive Avoidance Inventive Fear of Being too Radical Clear Shared Vision

  14. CHANGE IS RESOURCE HUNGRY • Time • Money • Energy • Assistance • Psychosocial

  15. CHANGE REQUIRES THE POWER TO MANAGE IT ESSENTIAL INGREDIENTS: • Cross-Role Groups • Legitimacy • Cooperation • Few Bureaucratic Restrictions

  16. Change Look at your name tent and share with the participants at your table one action that helps you deal with change. e f

  17. CHANGE IS SYSTEMATIC A system is a collection of parts that interact to function purposefully as a whole. A collection of auto parts is NOT a system. A working car IS a system.

  18. Change REFLECTION During Witness, think about how the barn-raising scene reflects a working system.

  19. Change UNDERSANDING SYSTEMS • In what ways did the barn-raising scene reflect a working system? • What are the parts? • In what ways did the parts interact to function purposefully as a whole?

  20. SYSTEMIC CHANGE • Create a vision of what you want the system to look like • and accomplish. • Take stock of the current situation. • Identify strengths and weaknesses of the current system in light of the vision. • Target several priority items for improvement. • Establish a plan for addressing these priority items and for measuring success. • Assess progress regularly and revise actions as needed. • Take stock again and use feedback to revisit vision and begin cycle again when the action cycle is completed.

  21. ALL LARGE-SCALE CHANGE IS IMPLEMENTED LOCALLY

  22. Change “Living out the seven propositions for successful change means not only making the change process more explicit within our own minds and actions, but also contributing to the knowledge of change on the part of those with whom we interact. Being knowledgeable about the change process may be both the best defense and the best offense we have in achieving substantial education reform.” Fullan, M. & Miles, M. Getting Reform Right: What Works and What Doesn’t, Phi Delta Kappan, June 1992

  23. Change ROLLER COASTER OF CHANGE Vision or Idea Hope Results Constraints Dialogue Getting Aboard Action Despair

  24. d d CULTURE

  25. CULTURE But the most important element in a professional development program that promotes the creation of a learning community is the context of the school’s culture….the attitudes, behaviors, expectations, and beliefs that constitute the group norm.

  26. FREE WRITE • What aspects of the culture do we find positive and supportive of our shared mission? • What aspects do we feel are negative and hinder the accomplishment of our mission?

  27. CULTURE The question facing educational leaders is not, “Will our school have a culture?” but “Will we make a conscious effort to shape our culture?” The culture of a school…the assumptions, habits, expectations and beliefs of the school staff….exists as clearly as the school building itself. Rick and Becky DuFour

  28. Collegiality Experimentation High Expectations Trust and Confidence Tangible Support Reaching out to the Knowledge Base Appreciation and Recognition Caring, Celebration and Humor Involvement in Decision-making Protection of What’s Important Traditions Honest and Open Communication 12 NORMS OF A HEALTHY SCHOOL CULTURE

  29. STRATEGIES TO BUILD OR STRENGTHEN SCHOOL CULTURE • Divide the participants into 12 groups and assign one norm per group. Each group will be responsible for explaining the assigned norm and providing an example of how it operates in the school today. • The group should move to the flip chart that corresponds to their assigned norm. • List suggestions for strengthening that norm in the school.

  30. STRATEGIES TO BUILD OR STRENGTHEN SCHOOL CULTURE • Using carousel brainstorming, each group will be given 2-3 minutes to list suggestions for each norm. • Create an action plan for strengthening each norm this year. • Evaluate the school’s culture at the end of the year using the format provided in the handouts.

  31. d d COLLABORATIVE CULTURE

  32. BUILDING A COLLABORATIVE CULTURE • COLLABORATIVE TEAMS • COLLECTIVE INQUIRY • CONTINUOUS IMPROVEMENT

  33. COLLABORATION Let’s view collaboration through the metaphor of a journey, that is, a destination toward which travelers move together on a road they build.

  34. COLLABORATION • DESTINATION: Achieving Results • TRAVELERS: Collaborating Groups • ROAD: Building well-defined relationships and accomplishing mutually beneficial work

  35. COLLABORATION “We must do things we think we cannot do. The future belongs to those who believe in the beauty of their dreams.” Eleanor Roosevelt

  36. COLLABORATIVE CULTURE RESULTS FROM SYSTEMATIC EFFORT Effort which: • Cultivates effective teams • Provides time for collaboration • Asks each team to develop operational protocols • Monitors and celebrates the work of teams

  37. Learn about change Commit to change and reculturing Establish a safe, caring environment Be open to possibilities and take risks Choose a meaningful focus Encourage professional discussion Model collaborative work Build capacity for shared leadership Have high expectations and take responsibility for colleagues’ learning. CULTIVATE EFFECTIVE TEAMSTEAMWORK STRATEGIES:

  38. COLLABORATE • “The basic structure for fostering collaboration is the team, ‘the basic building block of the intelligent organization, and the essence of a learning organization.’ • Senge et al (1994) contend that history has brought us to a moment where teams are recognized as a critical component of every enterprise….the predominant unit for decision making and getting things done.”

  39. REFLECTION

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