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42 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Four standards of evaluation |
Propriety- ethical and legal Accuracy- evidence Utility- does it evaluate what is needed? Feasibility- frugal, time -Senge |
Propriety Accuracy Utility Feasibility |
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Evaluation Cycle |
Planning Implementation Monitoring -Activate |
PIM |
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Rear-view Mirror Effect |
Anticipate challenge Elicit feedback from stakeholders Understand antecedents -Senge |
anticipate, elicit, antecedents |
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The Fifth Discipline |
Systems Thinking- A management model that examines the whole as a system that functions as a result of interactions and interrelationships -Senge |
Systems Thinking |
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Two components of creative solutions |
Advocacy Inquiry -Senge |
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Triangulation |
1. Antecedent Data 2. Collaboration 3. Accountability |
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7 Steps for Analyzing Data |
1. Treasure Hunt, 2. Analyze and prioritize data 3. Develop SMART goals 4. Focus antecedent for each SMART goal 5. Determine results indicators 6. Develop pre- and post- indicators 7. Lessons learned |
Start with treasure hunt |
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Four Disciplines that lead to the Fifth Discipline |
1. Personal Mastery 2. Mental Models 3. Shared Vision 4. Team Learning -Senge |
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Components of Personal Mastery |
1. Personal Vision 2. Creative Tension 3. Emotional Tension 4. Structural Conflict 5. Commitment to the truth -Senge |
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Components of Mental Models |
1. Difference between what we do and say 2. jump from observation to generalization 3. articulating what is normally left unsaid 4. Balancing inquiry and advocacy 5. Reflective practice -Senge |
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7 Attitudes Toward Vision |
1. Commitment, 2. Enrollment, 3. Genuine Compliance, 4. Formal Compliance, 5. Grudging Compliance, 6. Noncompliance, 7. Apathy |
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Reflection vs. Inquiry |
Reflection- slows us down and helps to become aware of mental models Inquiry- how we deal with conflict -Senge |
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Components of Shared Vision |
1. Acts as rudder 2. Combine multiple visions 3. Enrollment, commitment, compliance -Senge |
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Types of compliance to Vision |
genuine- because I want to do what's right formal- because I should grudging- because I have to -Senge |
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Governing Ideas of Organization |
1. Vision (what) 2. Mission (why) 3. Core Values (how) -Senge |
what, why, how |
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Reasons Visions Die |
Polarization- not allowing diversity to be expressed Discouragement- holding onto creative tension -Senge |
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Characteristics of Team Learning |
1. Insightful thought about complex issues 2. Innovative and coordinated actions, operational trust 3. Team members work in a variety of roles -Senge |
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Dialogue vs. Discussion |
Dialogue- individuals gain insights they wouldn't have gained otherwise Discussion- focused on the back and forth, winning -Senge |
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Bolman and Deal Frames |
1. Structural 2. Human Resource 3. Political 4. Symbolic |
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Human Resource Frame |
Symbol: Family Focus: Feelings, relationships, needs of individuals |
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Structural Frame |
Symbol: Machine/Factory Focus: Organization, needs, roles, goals |
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Political Frame |
Symbol: Jungle Focus: power, agenda, conflict |
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Symbolic Frame |
Symbol: Carnival/Temple Focus: making sense of the world, culture, belief |
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Reeves' High Leverage Change |
1. Teacher Assignment 2. Professional Development 3. Collaboration 4. Time- Structure 5. Meetings focused on student learning -Personal mastery |
Ties to personal mastery and HR frame |
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Reeves' Myths |
1. Plan your way to greatness, 2. Just a little bit better is enough, 3. We want you to change us 4. People love to collaborate, 5. Hierarchy changes systems, 6. Volume = VOLUME, 7. Leader is the perfect composite of every trait |
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Hargreaves and Shirley's Distractors |
1. Autocracy- I can do it all 2. Technocracy- Data can do it all 3. Effervescence- Rose colored glasses |
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Hargreaves and Shirley's First Way |
Innovation and Inconsistency WWII-1970's Teacher autonomy Little accountability |
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Hargreaves and Shirley's 6 Pillars of Change |
1. Vision 2. Public Engagement 3. Investment 4. Corporate Responsibility 5. Students as Partners 6. Mindful learning and teaching |
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Kotter's Errors/fixes |
1. create sense of urgency, 2. strong guiding coalition, 3. creating a vision, 4. under communicating vision, 5. removing obstacles to vision, 6. create short-term wins, 7. declaring victory too soon, 8. anchor change in culture |
urgency, guiding coalition, vision, under communicating, obstacles, short-term wins, victory too soon, anchor in culture |
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Fullan's Methodology for Change |
1. Relationships first, 2. Beware of fat plans, 3. Behavior before beliefs, 4. Honor the Implementation Dip, 5. Communication during implementation, 6. Learn about implementation during implementation, 7. Excitement prior to implementation is fragile 8. Take risks and learn, 9. It is OK to be assertive |
relationships, fat plans, behavior, implementation dip, communication, learn, excitement is fragile, take risks, be assertive |
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Fullan's Secrets of Change |
1. Love your employees- develop them 2. Connect peers and purpose 3. Capacity building prevails 4. Learning is the work 5. Transparency rules- share 6. Systems learn |
develop, connect, invest, learning, share, learn |
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Ethics Process |
1. Turbulence 2. Paradigms 3. Impact |
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Components of Ethical Turbulance |
Contextual Factors: Stability, Cascading, Relationships Positionality |
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Ethical Paradigms |
Care- mom Professional- boss Justice- dad Critique- look at law and decide if it should be used |
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Ethical Impact Questions to Consider |
1. How might this work? 2. How might this escalate things 3. How can this be used as a learning experience 4. How can we use this energy to move forward |
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3 P's of Human Resource Frame |
1. Participation 2. Professional Development 3. Psychological Support |
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Hargreaves and Shirley's Interregnum |
Complexity and Contradictory 70's-late 80's Nation at Risk Principals were not trained to lead change Teachers weren't ready for collab |
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Hargreaves and Shirley's Second Way |
Markets and Standardization Late 80's-late 90's Standardized Testing Increased accountability resulted in mistrust US still shows signs of this |
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Hargreaves and Shirley's Third Way |
Performance and Partnerships Late 90's-today (other countries) Balance between top down, bottom up Brought about three distractors Transparency |
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Turbulence Levels |
Low- does not threaten day-to-day Moderate- one source Severe- multiple sources, starting collapse Extreme- crisis |
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Three Components of Systems Results |
1. Vision 2. Data 3. Relationships -Intersection of all |
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Educational Turmoil |
can't shut doors, more diversity requires more flexibility, Tech is breaking down walls, school is last hope, stakeholders NEED help, education essential to democracy, redefining what schools are, the jobs we are training for don't exist, pressures are relentless, schools exhausted |
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