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McREL Leadership Initiative

McREL Leadership Initiative. North Rockland Administrator’s Summer ALF Retreat June 30, 2010 Overlook Lodge. Some Definitions. Change: First- or Second-Order Do stakeholders perceive change as… A n extension of the past? A break from the past?

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McREL Leadership Initiative

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  1. McREL LeadershipInitiative North Rockland Administrator’s Summer ALF Retreat June 30, 2010 Overlook Lodge

  2. Some Definitions Change: First- or Second-Order Do stakeholders perceive change as… An extension of the past?A break from the past? consistent with prevailing inconsistent with prevailing organizational norms? organizational norms? congruent with personal inconsistent with personal values? values? easily learned using requiring new knowledge and existing knowledge and skills? skills? First-Order Implications Second-Order Implications

  3. Definitions High-Reliability Organizations • HROs operate in a context where failures are simply too significant to be tolerated. • They are resilient, refusing to be discouraged by errors and mistakes. • They seek an ideal of perfection but never expect to achieve it…They deliver reliability but never take it for granted. • They live by the book but refuse to die by it.

  4. Examples of HROs • Air traffic control centers • Nuclear power plants • The electric power grid • US Navy aircraft carriers

  5. Think-pair-share Let’s start by asking some tough questions – Question #1 Is North Rockland a high-reliability organization? Be specific and share examples to support your position.

  6. Think-pair-share Question #2 We looked at the instructional implications of SmartBoards throughout the past year. As a District (or at the building level), did this constitute first- or second- order change? Why and how?

  7. Leadership Responsibilities McREL research has identified 21 characteristics of leadership that impact high-reliability organizations. All 21 were associated with first-order change. They are:

  8. Leadership Responsibilities Monitor/Evaluate Relationships Culture Optimize Ideals and Beliefs Flexibility Knowledge of CIA Resources (Curriculum, Instruction, Assessment) Involvement in CIA Contingent rewards Focus Situational awareness Order Outreach Affirmation Visibility Intellectual stimulation Discipline Communication Change agent Input

  9. Table discussion Identify the 7 characteristics your group agrees are the most important for second-order change, and come to agreement on their definition.

  10. Leadership Responsibilities Monitor/Evaluate Relationships Culture Optimize Ideals and Beliefs Flexibility Knowledge of CIA Resources (Curriculum, Instruction, Assessment) Involvement in CIA Contingent rewards Focus Situational awareness Order Outreach Affirmation Visibility Intellectual stimulation Discipline Communication Change agent Input

  11. The “Top 7”(ranked order) Second-Order Change Positively Correlated Responsibilities • Knowledge of CIA • Optimize • Intellectual stimulation • Change agent • Monitor/evaluate • Flexibility • Ideals/beliefs

  12. Second-Order ChangeNegatively Correlated Responsibilities • Culture • Communication • Order • Input

  13. Leadership in North Rockland • There are identifiable characteristics for building- and District-level staff. • In order for NRCSD to become a high-reliability organization, we need to define and reach consensus on these characteristics, and we must put in place procedures to allow for second-order change to happen.

  14. Leadership in North Rockland • The Adminstrator Leadership Caucus will work to assist all building-level leaders to promote change and reliability in their assignments, and will also work with District-level leaders to identify their roles to promote second-order change in our District.

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