Presentation on theme: "Professional Learning Communities"— Presentation transcript:
1 Professional Learning Communities A Comprehensive Guide to PLC Start-Up to SustainabilityAdapted from the work of Dr. Richard DufourMark Cerutti – Director of Secondary EducationElk Grove Unified School District
2 Assumption: Teachers Matter Regardless of the research basis, it is clear that effective teachers have a profound impact on student achievement and ineffective teachers do not. In fact, ineffective teachers might actually impede learning of their studentsMarzano (2003), p. 75
3 Assumption: Schools Matter An analysis of research conducted over a thirty-five year period demonstrates that schools that are highly effective produce results that almost entirely overcome the effects of student backgrounds.Marzano (2003)
4 Assumption: Effective Schools Require More than Competent Individual Teachers Student achievement gains and other benefits are influenced by organizational characteristics beyond the skills of individual staff. We saw schools with competent teachers that lacked the organizational capacity to be effective with many students. The task for schools is to organize human resources into an effective collective effortNewmann and Wehlage (1995), p
5 Assumption:We know how to create schools that help more kids learn at higher levels. In fact, there has never been greater consensus regarding the schools it will take to raise student achievementDuFour (2010)
6 The Power of Professional Learning Communities The most promising strategy for sustained, substantive school improvement is building the capacity of school personnel to function as a professional learning community. The path to change in the classroom lies within and through professional learning communities.
7 Professional Learning Community Defined Educators are committed to working collaboratively in ongoing processes of collective inquiry and action research in order to achieve better results for students they serve.PLCs operate under the assumption that the key to improved learning for students is continuous, job-embedded learning for educators.DuFour, DuFour, Eaker, and Many (2006)
8 Professional Learning Community Defined A cohesive school organized into interdependent collaborative teams united by the PLC foundationShared Purpose – Ensuring high levels of learning for all studentsShared Vision – Creating the structure and culture that ensures all students learnCollective Commitments – Clarifying how each individual will contribute to achieving the visionShared Goal – Identifying indicators to monitor our progress
9 The Pervasive Impact of the PLC Process A Professional Learning Community is an ethos that infuses every single aspect of a school’s operation. When a school becomes a Professional Learning Community, everything in the school looks different than it did before.Hargreaves (2004)
10 Is the Professional Learning Community Concept Based on . . . Adherence to core practices or individual teacher autonomy?Strong administrative leadership or teacher empowerment?Recognition and celebration of current efforts and achievements or discontent with the status quo?Approaching school improvement with a sense of urgency or demonstrating the patience to sustain an improvement initiative long-term?
12 Simultaneous Looses and Tight School Cultures Simultaneous loose and tight cultures establish clear parameters and priorities that enable the individuals to work within established boundaries in a creative and autonomous way. They are characterized by directed empowerment or what Marzano and Waters refer to as “defined autonomy” – freedom to act and to lead within clearly articulated boundaries.
13 The Big Ideas of a PLCWe accept learning as the fundamental purpose of our school and therefore are willing to examine all practices in light of their impact on learning.We are committed to working together to achieve our collective purpose. We cultivate a collaborative culture through development of high-performing teams.We assess our effectiveness on the basis of results rather than intentions. Individuals, teams, and schools seek relevant data and information and use that information to promote continuous improvement.
14 If the purpose of a school is to truly ensure high levels of learning for all students, schools will:Clarify what each student is expected to learn:Identifying skills, knowledge and dispositionsStandards (content)Curriculum Maps (sequencing)
15 The 1st Step in Decision Making in a PLC: Building Shared Knowledge Professional Learning Communities always attempt to answer critical questions by building shared knowledge by engaging in collective inquiry – Learning Together.If people make decision based upon the collective study of the same pool of information, they increase the likelihood that they will arrive at the same conclusion.
16 Resources to Help Teams Build Shared Knowledge and Clarify the “What” National Standards FrameworkState Standards FrameworkInternal Assessment FrameworkData on past student performanceExamples of student workTextbook Curriculum OutlinesCurriculum Frameworks from high performing schools
17 Criteria for Identifying Essential Common Outcomes To separate the essential from the peripheral, apply these 3 criteria to each standard:Endurance – are students expected to retain the skills/knowledge long after the test is completedLeverage – Is this skill/knowledge applicable to many academic disciplinesReadiness for the Next Level of Learning – is this skill/knowledge preparing students for success in the next grade/courseReeves
18 Advantages of Team Discussion of Essential Learning Greater clarity regarding interpretation of standardsGreater consistency regarding importance of different standardsGreater consistency in amount of time devoted to different standards (common pacing)Common outcomes and common pacing are essential for a team to create common assessments and team interventionsGreater ownership of and commitment to standards
19 Levels of Curricula at Work Intended – What we want them to learnImplemented – What actually gets taughtAttained – What actually is learnedTo impact the attained curriculum in the most powerful way, make certain the implemented curriculum is guaranteed and viable.Marzano
20 To Improve Student Achievement Create a guaranteed and viable curriculum (Marzano)Establish a limited number of power standards (Reeves)Pursue clear and focused essential academic goals (Lezotte)Identify learning intentions and success criteria (Hattie)Develop a compact list of learning expectations and tangible exemplars of student proficiency (Saphier)
21 If the purpose of school is truly to ensure high levels of learning for all students, schools will: Clarify what each student is expected to learnMonitor each student’s learning on a timely basis
22 If the purpose of school is truly to ensure high levels of learning for all students, schools will: Clarify what each student is expected to learnMonitor each student’s learning on a timely basisDevelop multiple common assessments for each course/content area
23 What are Common Formative Assessments Formative assessments are the lynchpin of the collaborative team process in a PLCYou must define common – How closely to all teachers adhere to the collaboratively designed assessment tool?You must define formative – What is the necessary frequency to ensure adequate assessment of learning?
24 Keys to Formative Assessments To determine if an assessment is formative ask:Is it used to identify students who are experiencing difficulty in their learning?Are students who are having difficulty provided additional time and support for learning?Are students given an additional opportunity to demonstrate their learning?
25 Resources to Help Build Valid Common Assessments List of essential outcomes/pacing guides for each course/subject areaReleased items from State/District assessmentsData from past indicators of achievementExamples of rubricsAssessments from high performing teamsFAST
26 Two Essentials of Performance Based Assessment Can we agree on the criteria by which we will judge the quality of student work?Can we apply those criteria consistently (inter-rater reliability)?
27 If the purpose of school is truly to ensure high levels of learning for all students, schools will: Clarify what each student is expected to learningMonitor each student’s learning on a timely basisEstablish specific targets/benchmarks rigorous enough it will lead to success on high stakes assessmentsAnalyze resultsIdentify and implement improvement strategies
28 Assessing the Current Reality Consider progress regarding:Clarity on what students must know and be able to doAssessing student learning on the essential curriculumWhat are areas of strength?What gaps exist
29 Assessing the Current Reality Share among members of your team the outcome of your self-assessment of strengths and gapsWhat are areas of agreement?What are areas of disagreement?Where is the greatest progress?Where are the most significant gaps?
30 Closing the Gap between the current reality and the desired level of performance What specific actions steps can be taken to make the progress that is necessary to move the school toward the desired level of performance?Conduct a comprehensive task analysis to include essential action steps, timeline, person/s responsible and defined outcomes for each action stepA task analysis is a basic Project Management Tool and discipline designed to ensure planning moves to measured action.
31 The Big Ideas of a PLCWe accept learning as the fundamental purpose of our school and therefore are willing to examine all practices in light of their impact on learning.We are committed to working together to achieve our collective purpose. We cultivate a collaborative culture through development of high-performing teams.
32 Barriers to a Learning Community A professional norm of teacher isolationThis has been the standard for 150 yearsThere are many current organizational structures that reinforce an isolationist professional environmentHow isolated and isolating are we?
33 Why Collaboration? Gains in student achievement Higher quality solutions to problemsIncreased confidence among staffTeachers able to support one another’s strengths and accommodate weaknessesAbility to take risks and test new ideasIncreased support for new teachersCollective intelligence is more robust in terms of ideas, methods, resources and solutions.
34 Group IQThere is such a thing as group IQ. While a group can be no smarter than the sum total knowledge and skills of its members, it can be much “dumber” if its internal workings don’t allow people to share their talents.Robert Stemberg (1988)
35 What is Collaboration?A systematic process in which we work together, interdependently, to analyze and impact professional practice in order to improve our individual and collective results.Dufour, DuFOur and Eaker (2002)
36 The Focus of Collaboration Collaborative cultures, which by definition have close relationships, are indeed powerful, but unless they are focusing on the right things they may end up being powerfully wrong.Michael Fullan
37 A Key Question in PLCsA critical question in a PLC is not, “do we collaborate,” but rather, “what do we collaborate about?”
38 Critical Corollary Questions: If We Believe All Students Can Learn: What is it we expect them to learn?How will we know when they have learned it?How will we respond when they don’t know it?How will we respond when they already know it?
39 Seven Keys to Effective Teams Embed collaboration in routine practices of the school with a focus on learning.
40 The Criterion for Creating Teams The fundamental question in organizing teams is:“Do the people on this team have a shared responsibility for responding to the critical questions in ways that enhance the learning of their students?”
41 Possible Team Structures: Provided the focus is on LEARNING All teachers teaching the same grade level or courseVertical teamsInterdisciplinary teamsSimilar responsibility teamsContent, assessment, best-practice research
42 Seven Keys to Effective Teams Embed collaboration in routine practices of the school with a focus on learning.Schedule time for collaboration into the school day and school calendar
43 Parameters for Collaborative Time Can not increase costsCan not significantly impact instructional timeFor additional ideas go to:“Evidence of Effectiveness” Schools
44 Seven Keys to Effective Teams Embed collaboration in routine practices of the school with a focus on learning.Schedule time for collaboration into the school day and school calendarFocus teams on critical questionsMake products of collaboration explicit
45 Example of Timeline for Team Products By the end of the:2nd week – Team Norms4th week – Team SMART Goals6th week – Common Essential Questions8th week – First Common Assessment10th week – Analysis of student performance on first common formative assessment
46 Reciprocal Accountability Accountability must be a reciprocal process. For every expectation I have of you to perform, I have an equal responsibility to provide you with the capacity to meet that expectation.Richard Elmore, (2006)
47 To Help Build the Capacity of Teams, Address . . . Why – RationaleHow – ProcessWhat – Common Language, Tools, Resources, Templates, Materials, Resources, ExamplesWhen – TimelineGuiding QuestionsCriteria for clarifying the quality of each product
48 To Help Build the Capacity of Teams, Address . . . The PLC Seven Step Planning GuideCulture ShiftDefining PLCsPLC Leadership CharacteristicsPLC Purpose and Goal SettingPLC ImplementationPLC Monitoring/AssessmentPLC Sustainability
49 Seven Keys to Effective Teams Embed collaboration in routine practices of the school with a focus on learning.Schedule time for collaboration into the school day and school calendarFocus teams on critical questionsMake products of collaboration explicitEstablish team norms to guide collaboration
50 The Significance of Team Norms When all is said and done, the norms of a groups help determine whether it functions as a high-performing team or becomes simply a loose collection of people working together.Positive norms will stick only if the group puts them into practice over and over again. Being explicit about norms raises the level of effectiveness, maximizes emotional intelligence, produces a positive experience for group members and helps to socialize newcomers into the group quickly.Daniel Goleman
51 Importance of Team Norms Social psychologists learned long ago that if you make a commitment and then share it with others, you are far more likely to follow through than if you simply make the commitment to yourself.Kerry Patterson et. Al. Influencers, p. 152
52 The importance of Team Norms One thing is clear: having clear norms gives teams a huge advantage. A key to effective teams is involving all members in establishing norms, and then holding everyone accountable to what they have agreed upon.Patrick Lencioni, Overcoming the Five Dysfunctions of a Team
53 The importance of Team Norms At the heart of team interaction lies a commitment-building process. The team establishes a social contract among its members that relates to their purpose, and guides and obligates how they must work together. At its core, team accountability is about the promises we make to ourselves and others, promises that underpin two critical aspects of teams: commitment and trust.Katzenbach and Smith, The Wisdom of Teams
54 Norms of High Performing Teams In addition to arriving on time, being prepared, actively participating, ensuring there is an agenda and meeting minutes are taken communicated and archived, effective team norms also should include such things as
55 Norms of High Performing Teams Willingness to consider matters from another’s perspectiveAccurate understanding of spoken and unspoken feelings and concerns of team membersWillingness to address/confront a team member who violates team normsCommunicating positive regard, caring and respectWillingness and ability to evaluate the team’s own effectivenessSeeking feedback about and evidence of team effectiveness from internal and external sourcesMaintaining a positive outlook and attitudePro-active problem solvingAwareness of how the group contributes to the purpose and goals of the larger organizationDaniel Goleman
56 Criteria for Team Norms The norms have clarified our expectations of one anotherAll members of the team participated in creating the normsAll voices were heard in norm preparationThe norms are stated as commitments to act in specific waysAll members have committed to honoring the norms
57 Tips for Team Norms Each team establishes its own norms Norms are stated as commitments to desired team behaviorNorms are reviewed at the beginning and end of each team meeting until internalizedOne norm requires the team to “regularly” assess team effectiveness which includes review of and adherence to team norms (there may come a time a new norm must be established and another is no longer needed)Less is more – a few key norms is preferred vs. a lengthy listViolations of norms MUST be addressed
58 Culture and ChangeProfessional Learning Communities typically require a significant change in organizational culture as well as changing attitudes and minds of individuals.This is not easy and takes strategic and thoughtful planning and execution
59 Resisters Understand there will be some and at times many Seek to understand why the resistance is present (The Elephant and the Rider)Chip Heath and Dan Heath, Switch, 2010Assume resisters have good intentions without being naiveUse strategies of persuasionDaniel Pink, Drive – The Surprising Truth About What Motivates Us, 2010)
60 Seven Ways to Change Someone’s Mind 1. Reason – Appealing to rational thinking and decision making2. Research – Building shared knowledge of the research base supporting a position3. Resonance – Connecting to the person’s intuition so that the proposal feels right4. Representational Re-Descriptions – Changing the way the information is presented (for example, using stories or analogies vs. data)
61 Seven Ways to Change Someone’s Mind Continued 5. Resources and Rewards – Providing people with incentives to embrace the new idea (understanding how intrinsic and extrinsic motivation “really” works!)6. Real-World Events – Presenting real-world examples where the idea has been applied successfully.7. Confirmation – Just do it (sometimes you just have to move)Howard Gardner
62 The Sequence of Changing Attitudes (Including Your Own) Is shaped byExperienceIs a result ofBehaviorIs guided by . . .To change attitudes, focus on behavior
63 Keys to Responding to a Resister Assume good intentionsSee to understandUse strategies of persuasionIdentify specific behaviors essential to the success of the initiativeFocus on behavior not attitude.
64 We Can Behave our Way to New Attitudes There is considerable research and literature demonstrating that attitudes follow behavior. People accept new beliefs as a result of changing their behavior.Pfeffer and SuttonIt can often be thought that changing adult attitudes is a daunting task – and it is. Don’t start with attitude – start with behavior which is easier (although no easy) to change.
65 Assessing The Current Reality Consider progress regardingBuilding a collaborative cultureReflect individually and then reflect collectivelyWhere are areas of agreement?Where are the areas of disagreement?What areas of strength exist?Where are the gaps
66 Closing the GapWhat steps can immediately be taken to close the gap inhibiting the establishment of a school culture that is necessary for the school wide implementation of Professional Learning Communities?
67 Closing the Gap between the current reality and the desired level of performance What specific actions steps can be taken to make the progress that is necessary to move the school toward the desired level of performance?Conduct a comprehensive task analysis to include essential action steps, timeline, person/s responsible and defined outcomes for each action stepA task analysis is a basic Project Management Tool and discipline designed to ensure planning moves to measured action.
68 The Big Ideas of a PLCWe accept learning as the fundamental purpose of our school and therefore are willing to examine all practices in light of their impact on learning.We are committed to working together to achieve our collective purpose. We cultivate a collaborative culture through development of high-performing teams.We assess our effectiveness on the basis of results rather than intentions. Individuals, teams, and schools seek relevant data and information and use that information to promote continuous improvement.
69 Professional Learning Communities Focus on Results in Two Ways To identify students who need more time and support for learningTo indentify strategies to improve upon both our individual and collective ability to teach each essential skill and concept
70 Seven Keys to Effective Teams Embed collaboration in routine practices of the school with a focus on learning.Schedule time for collaboration into the school day and school calendarFocus teams on critical questionsMake products of collaboration explicitEstablish team norms to guide collaborationPursue specific and measurable team performance goals
71 Results-Oriented Goals: Keys to Effective Teams Leaders foster effective teams when they help establish specific, measurable results-oriented performance goals. Promoting teams for the sake of teams or focusing on team-building exercises does little to improve the effectiveness of the organization. There is nothing more important than each member’s commitment to common purpose and a related performance goal to which the group holds itself jointly accountable.Katzenbach and Smith (1993)
72 SMART GoalsEstablish Team SMART Goals that are aligned to District and School-Wide GoalsStrategic and specificMeasurableAttainableResults-OrientedTime-BoundConzemius and O’Neill (2000)
73 The Importance of Short-Term SMART Goals People can become caught up in big dreams that don’t manage the current reality. Short term gains are needed to establish credibility for a change initiative over the long haul. Major change takes time. Most of us want to see some convincing evidence that all the effort is paying off. We want clear data indicating changes are working.John P. Kotter, (1996), pp
74 Seven Keys to Effective Teams Embed collaboration in routine practices of the school with a focus on learning.Schedule time for collaboration into the school day and school calendarFocus teams on critical questionsMake products of collaboration explicitEstablish team norms to guide collaborationPursue specific and measurable team performance goalsProvide teams with frequent access to relevant information
75 Interpreting Data What data should be used? What data is relevant to the critical questions facing student achievement?What specific data points are essential to determine a course of action to improve student achievement in specific courses, subject areas, etc?
76 Schools Suffer from the DRIP Syndrome Schools are often:DataRich butInformationPoorData are not information; translating fact to understanding means relating data to something you know and can visualize. This typically requires comparison.Robert Waterman
77 To Inform and Impact Professional Practice, Ensure all Teachers Receive Timely and frequent information on the achievement of their students . . .In meeting an agreed upon standardOn a valid assessmentIn comparison to others
78 Sharing of Data Beginning of a Community Collecting data is only the first step toward wisdom, but sharing data is the first step toward community.Henry Louis Gates, Jr.
79 The Case for Formative Assessments Developed through teacher learning communities promises the largest potential gains in student achievementFew initiatives in education have had such a strong body of evidence to support a claim to raise standardsOne of the most powerful, high leverage strategies for improving student learning that we know of.One of the most powerful weapons in a teacher’s arsenal
80 The Case for Formative Assessments Consistently used by schools with the greatest achievementRepresent a powerful, proven structure for improved resultsEnable educators to diagnose student learning needs in time to make instructional modificationsForm the basis of professional dialogue in schools that double student achievement
81 Linking Formative and Common Assessments Two strategies seem especially promising for schools. One is to expand the quality and variety of formative assessments; a second is to promote and organize collective inquiry into a discussion of student progress and achievement based on a range of assessments.Judith Warren Little, (2006) p. 9
82 The Most Powerful Strategy for Improving Student Learning Teachers work in collaborative teams to:Clarify what students must learnGather evidence of student learningAnalyze evidenceIdentify the most powerful teaching strategiesReflective teaching must be based on evidence of student learning and reflection is most powerful when it is collaborative.John Hattie, 2009
83 Transparency RulesThere is no way continuous improvement can occur without constant transparency fueled by good information. Effective organizations create systems to ensure clear and continuous display of results and clear and continuous access to practice that is, what is being done to get the results.Michael Fullen (2008)
84 Why Common Assessments Efficiency – by sharing the load, teachers save timeFairness – promotes common goals, similar pacing, and consistent standards for assessing student proficiencyEffective Monitoring – Provides timely evidence of whether the guaranteed and viable curriculum is being taught and learnedInforms Individual Teacher Practice – Provides teachers with a basis of comparison regarding the achievement of their students so they can see strengths and weaknesses of their teachingTeam Capacity – collaborative teacher teams are able to identify and address problem areas in their programCollective Response – helps teams and the school create timely, systematic interventions for students
85 Example Essential Writing Skills for Students Students will write descriptive paragraphs by:Developing a plan for writingFocusing on a central ideaGrouping related ideasIncluding descriptive details that elaborate on the central ideaRevising writing for clarityEditing final copies for grammar, capitalization, punctuation, and spelling
86 Another Example Implementing Common Assessments Develop four common writing promptsAgree on the criteria by which they would judge the quality of student writingPractice applying these criteria consistently to establish inter-rater reliabilityIdentify anchor papers for each rubric stageEstablish the proficiency targetShare standards, rubric and anchors with students, and teach them how to apply the rubric to their writing
87 Assessing the Current Reality Consider progress regarding:A focus on results through providing teams with relevant information
88 Assessing the Current Reality Share among members of your team the outcome of your self-assessment of strengths and gapsWhat are areas of agreement?What are areas of disagreement?Where is the greatest progress?Where are the most significant gaps?
89 Closing the Gap between the current reality and the desired level of performance What specific actions steps can be taken to make the progress that is necessary to move the school toward the desired level of performance?Conduct a comprehensive task analysis to include essential action steps, timeline, person/s responsible and defined outcomes for each action stepA task analysis is a basic Project Management Tool and discipline designed to ensure planning moves to measured action.
90 If the purpose of school is truly to ensure high levels of learning for all students, schools will: Clarify what each student is expected to learn – the essential knowledge, skills and dispositions of each course, subject, unit-by-unitMonitor each student’s learning on a timely basis through the use of frequent, formative, common assessmentsCreate systems to ensure students receive additional time and support if they are not learningCreate systems to ensure students receive additional time and support if they are learning
91 All Students Can Learn . . . based on ability if they take advantage of the opportunitysomething, and we will create a warm, pleasant environment for themand we will do whatever it takes to ensure they achieve the agreed-upon standardsDuFour, Learning by Doing (2008)
92 The School’s ResponseIncreased levels of time and support when students are not being successfulResponse is increasingly directive, not optional or invitationalResponse is timelyResponse is SYSTEMATIC
93 A Support System for Students Example Pre-enrollment initiativesCounselor Watch – Student partners/mentorsFor all entering studentFrequent meetings with a faculty advisorFrequent meetings with a senior advisorFrequent meetings with a counselorParticipation in co-curricular activitiesWeekly/daily progress reporting system
94 A Systematic Response to Students Who Are Not Learning - Example Week 3 – Conferences/offer of tutoring servicesWeek 6 – Mandatory tutoring/weekly progress reportsWeek 12 – Guided study program and weekly parent conferencesWeek 18 – Mentor program
95 A Syllogism of What Should Be Rhetorical Questions Do we believe it is the purpose of our school to ensure all students learn at high levels?Do we acknowledge that students learn at different rates and with different levels of support?Have we created a schedule that guarantees students they will receive additional opportunities for learning through extra time and support, in a systematic way, regardless of who the teacher might be?
96 A Crucial CautionNo system of intervention can compensate for weak or ineffective teaching. At the same time that a school is working to develop time and support for student learning, it must take steps to create the powerful collaborative teams and common assessments that contribute to adult learning.
97 For Information Regarding Systematic Intervention Support Systems “Evidence of Effectiveness”Whatever it Takes - Dufour
98 What Happens When Kids Don’t Learn? High expectations for success will be judged not only by the staff’s beliefs and behaviors, but also by the organization’s response when some students don’t learn.Lezotte (1991)
99 Critical Corollary Questions If We Believe All Students Can Learn How is it we expect them to learn?How will we know when they have learned it?How will we respond when they don’t learn?How will we respond when they already know it?
100 Master Schedule is Key Protect time for teaching and learning Daily electives for all studentsDaily individual planning for all instructional staff (overloads should be avoided – the lack of planning time dramatically affects instructional quality)Weekly/Daily collaborative planning timeIntervention or enrichment block for all grade levels during the school day (not simply zero period/after school)
101 Is There a Better Way?How can we better allocate existing resources . . .TimePeopleMaterialsMoney. . . to provide additional support for all students to learn at higher levels than ever before?
102 A Pre-Requisite for Systematic Intervention Before effective systems of intervention can be created, teams must first be able to agree upon:Essential knowledge, skills and dispositionsCommon pacing guides/curriculum mapsCommon formative assessmentsCommon standard of proficiencyStudents who need additional time and support based upon analysis of common assessment dataA designated grade-level block of time for intervention/enrichment in addition to direct instruction in all subject areas
103 Essential Questions Facing Each Team/PLC How will we provide additional support for students who experience initial difficulty in a way that is timely, directive, and systematic?How will we enrich and extend the learning for the students who already know it?Who is available to assist our team in responding to our students
104 Extra Time and Support Example Flex scheduling for students performing below proficient levelsAdjusting teacher/student case-loads periodically allowing for “on-ramping” accelerated learning for students in smaller class sectionsFlexible groupingSpecific instruction specific to knowledge/skill test taking
105 Extra Time and Support Example Parent and business volunteersSenior Citizen GroupsCollege PartnershipsPeer tutoringRefine Student Study Teams to plan for improved and increased frequency of interventions
106 Extra Time and Support Example Aggressively involve parents in the learning processConduct parent workshops (multi-lingual)Web-based progress monitoring systems (School Loop)Parent/Student Study SessionsExpand the focus of Site Counsel
107 Actively Promote A Climate of Achievement Daily – Announcements recognizing achievement and improvementMaximize the public relations capacity of Newsletters, School Website, Auto-Dialer messages, School Loop announcementsInclude student achievement recognition at every Department and Staff meetingVertical student achievement recognitions (high school regional approach)
108 Expected Outcomes of Systematic Interventions Increased student achievement on internal and external assessmentsDecreased disciplinary referrals/incidentsIncreased attendanceImproved school perceptions from all stakeholdersImproved job satisfaction among all employees
109 How Do We Stack Up?Are our students assured extra time and support for learning?Is our response timely? How quickly are we able to identify students who need extra time and support? Does our focus prompt intervention or enrichment rather than sluggish remediation?Is our response directive rather than optional/invitational? Are students invited to put in extra time or does our system ensure students put in extra time?Is our response systematic? Do students receive this intervention or enrichment according to a school wide plan rather than at the direction of individual teachers?
110 Assessing the Current Reality Consider progress regarding:A systematic response to students who have not learned or students who have already learned specific knowledge/skill standards
111 Assessing the Current Reality Share among members of your team the outcome of your self-assessment of strengths and gapsWhat are areas of agreement?What are areas of disagreement?Where is the greatest progress?Where are the most significant gaps?
112 Closing the Gap between the current reality and the desired level of performance What specific actions steps can be taken to make the progress that is necessary to move the school toward the desired level of performance?Conduct a comprehensive task analysis to include essential action steps, timeline, person/s responsible and defined outcomes for each action stepA task analysis is a basic Project Management Tool and discipline designed to ensure planning moves to measured action.
113 Bottom Line . . . How do we get where we need to go? Common mistakes when trying to build consensus:Trying to go it alone, rather than building a guiding coalition that includes key opinion leaders among the staffChange takes time – it is a fine line between patience and stalling
114 Including Opinion Leaders on a Guiding Coalition Who supports an idea is more important to its adoption than the merits of the ideaAbout 15% of the members of any organization are opinion leaders – socially connected, knowledgeable, and trusted by others in the organization.Get them on board and others will followPatterson, et. Al., 2008
115 Common Mistakes in Building Consensus Trying to go it alone, rather than building a guiding coalition that includes key opinion leaders among the staffUsing a forum that is ill-suited to the dialogue that is typically necessary for consensusUsing a process that allows cynics and skeptics to dominatePooling options rather than building shared knowledge
116 Cardinal Rule of PLCsVirtually every aspect of the PLC concept is shared knowledge. Put another way, a learning community always begins the decision making process by learning together.Building shared knowledge is the prerequisite homework of a PLC when it is time to make a collective decision
117 Common Mistakes in Building Consensus Trying to go it alone, rather than building a guiding coalition that includes key opinion leaders among the staffUsing a forum that is ill-suited to the dialogue that is typically necessary for consensusUsing a process that allows cynics and skeptics to dominatePooling options rather than building shared knowledgeFeeling we need consensus on each, specific detail of implementationSetting an unrealistic standard for consensus and investing too much energy in resisters
118 Administrative Commitments Provide time for teachers to meet in teams, on a regular basis during the school dayProvide resources and training for teams as identified by the teamProtect the school from external, competing initiatives (keeping the focus)Will not use results of common assessments as teacher performance evaluative evidence
119 ConsensusWe have arrived at consensus when all points of view have been heard, and the will of he group is evident even to those who oppose it.
120 Focus on BehaviorThe central challenge and core problem of all substantive change initiatives is changing people’s behavior. Change efforts must focus on what people do, and the need for significant changes in what people do.John Kotter and Dan Cohen, The Heart of Change
121 What is Most Likely to Persuade an Educator to Change? Supervision and evaluation processNoWorkshops and coursesA research article bookEvidence of his/her skewed grade distribution
122 Three Powerful Levers to Change Behavior Kerry Patterson’s research on the most effective strategies for changing someone’s behavior cites three powerful leversEffective PLCs are designed to use all three
123 Lever One: Concrete Evidence of Irrefutably Better Results Nothing changes the mind like the hard cold world hitting it with actual real-life data.Patterson, et. AlTeachers have to feel there is some compelling reason for them to change practice, with the best direct evidence being that students learn better. The key to enduring change in teacher practice is demonstrable results in terms of student achievementRichard Elmore, 2003Transparency of results creates an aura of “positive” pressure. Pressure that is actionable in that it points to solutions and pressure that at the end of the day is inescapable.Michael Fullen, 2008
124 Lever Two: Positive Peer Pressure When seeking tools to influence, no resource is more powerful and accessible than the people who make up our social networks. The approval or disapproval of our fellow human beings can do more to assist or destroy our change efforts than almost any other sourcePatterson, et. al. (2008)
125 Lever Three: Personal Experience The great persuader is personal experience. It is the mother of all cognitive map changes!Kerry Patterson, 2008, pg. 51
126 Bringing the Big Ideas to Life Turn Aspirations to Actions We must turn aspirations into actions. It will not be enough to run visioning workshops; the vision will have to be reflected in daily behaviors. It will not be enough to declare an intent; leaders will have to deliver results. To accomplish results leaders engage employees’ hearts (emotions), minds (cognitions), and feet (actions).Dave Ulrich, (1996), pg. 211
127 Learning by DoingCapacity building is not just workshops and professional development for all. It is the daily habit of working together, and you can’t learn this from a workshop or course. You need to learn it by doing it and having mechanisms for getting better at it on purpose.Michael Fullen (2005)
128 It’s Now Time -Strategic planning based upon a Leadership Framework for Sustained GrowthMission, Vision and Core ValuesTeaching and LearningClearly Defined Decision Making ModelProfessional Learning Communities – thoughtful people doing the right workProject Management – moving talk to measured action