Presentation on theme: "Welcome! Effective Leadership for Promoting Culturally Responsive Practices Bulletin board at Verona High School."— Presentation transcript:
1Welcome! Effective Leadership for Promoting Culturally Responsive Practices Bulletin board at Verona High School
2Goals and OutcomesLearn strategies for examining your own values, assumptions and behaviors to ensure that the needs of all students are met.Learn about effective strategies and tools to help develop introspective skills that lead to becoming aware of one’s strengths and barriers to becoming culturally proficient.Learn about guiding principles, standards, language and behavior necessary to value diversity.Learn how culturally responsive leaders create the space for their communities to evolve from a deficit model of thinking and operating to an additive strength based model.See examples of how leaders have looked inward to make changes required to be responsive to their community.
4What is the goal of RTI?All students receive high quality, differentiated, culturally responsive core academic and behavioral instruction
5Culturally Responsive Leadership Culturally Responsive Leaders display individual values and behaviors that enable them and others to engage in effective interactions/relationships among students, educators and the diverse communities they serve.Lindsey, Robins, Terell, 2009
6“Cultural change is a much more difficult form of change to accomplish…It requires leaders adept at gaining cooperation and skilled in the arts of diplomacy, salesmanship, patience, endurance, and encouragement. It takes knowledge about where a school has been and agreement about where the school should go. It requires an ability to deal with beliefs, policies and institutions that have been established to buffer educators from change and accountability. It is a tightrope act of major proportion.”Muhammad, 2009
7Do you know where you are going to? Leaders need to know where they are in order to know where to go.Culturally competent leaders are individuals who develop and enact a vision of schooling that truly addresses the needs of all students. They work to eradicate distorted notions and stereotypes about students of color, and create specific conditions and practices to address the needs of diverse students. (Smith, 2005, p. 28)
8Learn-Do-BecomeIf your actions inspire others to learn more, do more, and become more then you are a leader.Quincy Adams
9To become a Culturally Responsive Leader one must adopt: Behaviors that align with standards that move an organization or an individual towards culturally proficient interactions/relationships.Lindsey, Robins, Terell, 2009
10YOU set the “STANDARDS” The Culturally Proficient School An Implementation Guide for School Leaders (2005) provides leaders with a set of standards for leadership behavior. The standards are as follows:Standard 1 – Assesses Culture: Name Your Differences, Standard 2 – Values Diversity: Claim the Differences, Standard 3 – Manages the Dynamics of Difference: Re-Frame the Conflicts Caused by Differences,Standard 4 – Institutionalize Cultural Knowledge: Train About Differences,Standard 5 – Adapts to Diversity: Change to Make a Difference. (Lindsey, et al, 2005, pp.88-98)
11SELF REGULATION “Be the change that you wish to see in the world SELF REGULATION “Be the change that you wish to see in the world.” GhandiStandard 1 – Assesses Culture: Name Your Differences The first standard requires that a leader examine his/her own culture and how that culture affects others as well as learning about the cultures of others in the school. “To begin with yourself is an inside-out process of self-examination, evaluation, and awareness. In such a process you become self-conscious in the best sense” (Lindsey et al, p. 54).“The most powerful professional development initiatives are effective at changing teachers at the belief level. A core strategy for surfacing assumptions and changing beliefs is the inclusion of conversations” (Hirsh, 2005, p. 43).People‟s stories are data, data which is hard to ignore. When people of color share their stories of racism they begin to build an understanding and a knowledge in the hearts and minds of their White peers. Providing de-privileged spaces for White teachers helps their cultural competency increase.
12“Will Building” What’s my motivation “Will Building” What’s my motivation? Showing interest, confidence and drive to adapt cross culturallyProfile of a leader with high “Will Building ” skills:Leaders with high “Will Building” skills are motivated and move to learn to adapt and lead in new and diverse cultural settings.Leading with Cultural Intelligence, Livermore
13Name the Differences Guiding Questions: 1. How would you describe the diversity in your current professional setting?2. How do you react to the term “valuing diversity”?3. How do you and your colleagues frame conversations about diverse learners?The Culturally Proficient School An Implementation Guide for School Leaders (2005)Beyond Diversity- Courageous Conversations-Culturally Responsive Classroom Practices, Needs Assessment
14Two Educational Systems The patterns for how the senior members of a culture transmit their values, beliefs, behaviors to their offspring .Formal:The use of schools, books, and professionally trained teachers to educate youth.Leading with Cultural Intelligence, LivermoreInformal: The emphasis on wisdom passed to youth from extended family members, parents, and siblings.Are we trying to transmit values,incorporate learn in the formal setting.
15Self-reflection, the ability to critically analyze one‟s beliefs, perceptions, values, judgments, and prejudices and how they relate to one‟s actions can move a practitioner on the cultural awareness spectrum toward cultural proficiency and into using culturally responsive practices.Add Cultural Awareness Spectrum to the resource list
16Assess Culture-Name It Actions Essential Element Role of TeachersAssess own culture and its effecton students* Assess the culture ofthe classroomSupport students in discoveringtheir own cultural identitiesRole of Site AdministratorsAssess the culture of the siteArticulate the culturalexpectations to all whointeract thereThe Culturally Proficient School An Implementation Guide for School Leaders (2005)
17Leadership Implications/Actions Seek to understand the degree to which formal, academic research is valued as compared to conventional wisdom in the ways you motivate and negotiate staff, students and families in this work.When seeking to advance a new idea or challenge a misconception, understand the primary source of socialization in a culture (eg. sage/elder wisdom versus academic research).Identify places in the formal educational setting where values, themes, precepts and customs can be incorporated into the educational process?Develop a plan for professional development opportunities and training programs for staff with an understanding of the educational systems and preferences of people from various cultures.Some teaching methods may be very different or uncomfortable to individuals from certain cultures. Include strategies for developing a range of teaching strategies traditional, responsive and culturally responsive in the professional development plan.Leading with Cultural Intelligence, Livermore
18Standard 2 – Values Diversity: Claim the Differences Respect Others: Identify and respect multiple points of view by discovering commonalities and embracing differences amongst each other. Standard 2 – Values Diversity: Claim the DifferencesThe Culturally Proficient School An Implementation Guide for School Leaders (2005)
19Claiming the Differences Guiding Questions:1. How does your school/district provide for a variety of learning styles?2. How do you describe your own culture?What are the unwritten rules in your school?The Culturally Proficient School An Implementation Guide for School Leaders (2005)
20Artistic Systems A society’s approach to aesthetics in everything from decorative , art, music, and educational environmentClear:A preference for clean, tight boundaries that emphasize precision and straight lines.Leading with Cultural Intelligence, LivermoreFluid: A preference for more fluid, indiscriminate lines with an emphasis on ebb, flow and flexibility.
21Value Diversity- Claim It!!! Essential Element Role of TeachersTeach all subjects from a culturally inclusive perspectiveInsist on classroom language and behaviors that value differencesHelp students understand why things are done in a particular way when appropriateUse a variety of visual aids and props to support student learningRole of Site AdministratorsArticulate a culturally proficient vision/mission for the siteEstablish standards for holding teachers and staff accountable for the vision and success of all studentsCreate a leadership team to support the workAnalyze data to identify “underserved” student populationsThe Culturally Proficient School An Implementation Guide for School Leaders (2005)Do your mission and vision statements translate to educating the whole child?
22Leadership Implications Ensure bulletin boards, displays, instructional materials, and other visuals in the classroom/school reflect the racial, ethnic, abilities and cultural backgrounds represented by students.Determine whether the color schemes and representations in your school/classrooms, literature need to be altered to validate and affirm various cultures.Do students and families see representations of themselves and their work in various environments?Learn about and use cultural icons (appropriate in a school setting) that are revered.Beware of assuming that symbols or logos can be universally applied in all cultural contexts and understand that they may have various meanings.Leading with Cultural Intelligence, LivermoreTalk about the first slide of the presentation.
23Re-Frame The Conflicts caused by Differences Standard 3 – Manages the Dynamics of Difference: Re-Frame the Conflicts Caused by DifferencesThe Culturally Proficient School An Implementation Guide for School Leaders (2005)
24“Skill Building” plan Strategizing and making sense of culturally diverse experiences Profile of a leader with high “skill building” skills:Leaders with high ‘skill building” methods develop ways to use cultural understanding to develop a plan for new cross-cultural situations. These leaders are better able to monitor, analyze, and adjust their behaviors in different cultural settings. They are conscious of what they need to know about an unfamiliar culture.Leading with Cultural Intelligence, Livermore
25Reframing the Differences Guiding Questions:How do you handle conflict in the classrooms/school based on language differences?What skills do you possess to handle conflict?Describe situations of cross-cultural conflict that may be based on historic distrust.The Culturally Proficient School An Implementation Guide for School Leaders (2005)
26Legal System The systems developed by a society to protect citizens’ rights. Formal:Informal:A very formalized system, which is chronicled in things like a written constitution and laws.Although less formalized, simple legal systems are still binding and are passed along through conventional wisdom. Citizens and visitors are presumed to understand and follow the rules. Leading with Cultural Intelligence, Livermore
27Cultural Behaviors Spectrum Traditional school normsLow movementTurn-takingQuiet & rule-drivenNorms specific tounder-served studentsHigh movementOverlapPreference for variation/spontaneityHollieLet’s think about which of these behaviors are validated in our classrooms?Focus on building and bridgingMake note of the use of the word “Traditional”
28Manage the Dynamics of Difference-Re-Frame It!! Essential Element Role of TeachersUse conflicts as object lessonsTeach students a variety of waysto resolve conflictsRole of Site AdministratorsProvide training and supportsystems for conflictmanagementHelp faculty and staffmembers learn to distinguishbetween behavioral problemsand cultural differencesThe Culturally Proficient School An Implementation Guide for School Leaders (2005)
29Leadership Implications/Actions: Recruit local expertise to aid you in negotiating and learning from community members, families and students about cultural norms/behaviors.Take time to learn how to bridge and translate similarities/differences in rules and traditional ways of being.Find out what unwritten practices should be used or avoided with school/district personnel(eg. overlap in voices when explanations/discussions are held).Leading with Cultural Intelligence, Livermore
30Standard 4 – Institutionalize Cultural Knowledge: Train About Differences “A culture seeks an identity and strives to maintain its individuality and distinctiveness while recognizing the fibers that connect them to other cultures in more subtle ways” .The Culturally Proficient School An Implementation Guide for School Leaders (2005)
31“Fill Building” What do I need to know “Fill Building” What do I need to know? Understanding cross-cultural issues and differencesProfile of a leader with high “Fill Building” skills:Leaders high in “Fill Building” have a rich well organized understanding of culture and how it affects the way people think and behave. They possess a repertoire of knowledge in knowing how cultures are alike and different. They understand how culture shapes behavior.Leading with Cultural Intelligence, Livermore
32Train about differences Guiding Questions:What do you currently know about the cultural groups in your school and in your community?What more would you like to know about those cultures?How do you and your colleagues learn about these cultural groups?The Culturally Proficient School An Implementation Guide for School Leaders (2005)
33Value Systems Individualism Emphasizes “I” and individual identity. Prefers individual decisions and working alone.CollectivismEmphasizes “we” and group identity (eg. Family, work , group, organization, tribe) Prefers group decisions and working with othersLeading with Cultural Intelligence, Livermore
34Institutionalize Cultural Knowledge: Train About Differences Essential Element Role of TeacherTeach students appropriate language for asking questions about other people’s cultures and telling other people about theirsRole of AdministratorModel and monitor culturally responsive practices for school wide and classroompracticesThe Culturally Proficient School An Implementation Guide for School Leaders (2005)
35Leadership Implications Learn how to motivate your colleagues, students and families. Those coming from an individualist culture are likely to be motivated through individual incentives whereas those from collectivist cultures will be more motivated by seeing their work team succeed.Those from individualist cultures need to understand the importance of long-term relationships and third-party connections when working with individuals from collectivist ones.Those from collectivist cultures need to understand that a partnership with a family who operates from an individualist culture may well be developed primarily through one of two individuals.Leading with Cultural Intelligence, Livermore
36Standard 5 – Adapts to Diversity: Change to Make a Difference Standard 5 – Adapts to Diversity: Change to Make a Difference. (Lindsey, et al, 2005, pp.88-98)A school leader promotes continuous learning with his or her school and community colleagues to mitigate issues arising from differences in experiences and perspectives. The school leader changes the current way of doing things that acknowledge the differences that are present in the staff, students and families. They develop skills for intercultural communication and institutionalize cultural interventions for conflicts and confusion caused by the dynamics of difference.
37Profile of a leader with high “Skill Building” action: “Skill Building” What behaviors do I need to adjust? Changing verbal and nonverbal actions appropriately when interacting cross-culturallyProfile of a leader with high “Skill Building” action:Leading with Cultural Intelligence, LivermoreLeaders with high skill building action can draw on other three dimensions to translate their motivation, understanding and planning into action. They possess a broad repertoire of behaviors, which they can use depending on the context
38Low vs. High Uncertainty Avoidance Low Uncertainty AvoidanceHigh Uncertainty AvoidancePrefers few rules, little structure, and few guidelinesTolerates unstructured and unpredictable situationsPrefers written rules, structure, and guidelinesIs uncomfortable with unstructured or unpredictable situationsLeading with Cultural Intelligence, Livermore
39Adapts to Diversity: Change to Make a Difference Essential Element Role of TeacherLearn own instructional and interpersonal stylesDevelop processes to enhance your styles so that they meet the needs of all studentsHelp students to understand why things are done In a particular wayRole of the Administrator*Examine policies and practices for overt and intentional discrimination and work to change current practices when appropriateThe Culturally Proficient School An Implementation Guide for School Leaders (2005
40Leadership Implications When working with individuals with low uncertainty avoidance, work to minimize ambiguity and related anxiety about the future . Be explicit regarding objectives and deadlines.Make modest proposals for continuous change of policies, practices and procedures that marginalize various groups with a well communicated strategy.When working with individuals with high uncertainty avoidance, avoid being highly rigid. Invite staff, students and families into the “adventure” and in exploring the unknown.Develop goals and implementation steps and deadlines for achieving them (who can do what, when, and how?).Commit to an ongoing evaluation of progress (measuring outcomes) and be willing to respond to change (what does progress and success look like? What are the signs that will tell you that the organization is on the right track?).Leading with Cultural Intelligence, Livermore
41Lead and ChangeLeaders cannot wait! Their students need them to bridge home and school. Their students need them to “ask parents about dreams and aspirations for their children, what the school, in collaboration with the family and community, can do to help accomplish these goals. Their students need them to create an environment where they ALL have opportunities for success.(Nelson & Guerra, 2010, p. 64).
42Additional ResourcesBoykin, A. W. (1994). Afrocultural expression and its implications for schooling. In E. R. Hollins, J. E. King, & W. C. Haymen (Eds.), Teaching diverse populations (pp. 243–256). Albany, NY: State University of New York Press.Briscoe, R. V., Smith, A., & McClain, G. (2003). Implementing culturally competent research practices. Focal Point, 17(1), 10–16.Finn, J. D., Gerber, S. B., Achilles, C. M., & Boyd-Zaharias, J. (2001). The enduring effects of small classes. Teachers College Record, 103, 145–183.Kalyanpur, M. (2003). A challenge to professionals: Developing cultural reciprocity with culturally diverse families. Focal Point, 17(1), 1–6.Losen, D., & Orfield, G. (Eds.). (2002). Minority issues in special education. Cambridge, MA: The Civil Rights Project, Harvard University & The Harvard Education Publishing Group.Mehan, H., Villanueva, I., Hubbard, L., & Lintz, A. (1996). Constructing school success: The consequences of untracking low-achieving students. Cambridge, UK: Cambridge University Press.Office for Civil Rights. (1992). Elementary and secondary civil rights survey, Arlington, VA: DBS.Osher, D., Cartledge, G., Oswald, D., Artiles, A. J., & Coutinho, M. (2004). Issues of cultural and linguistic competency and disproportionate representation. In R. Rutherford, M. Quinn, & S. Mather (Eds.), Handbook of research in behavioral disorders (pp. 54–77). New York: Guilford Publications.Osher, D., Dwyer, K., & Jackson, S. (2004). Safe, supportive and successful schools: Step by step. Longmont, CO: Sopris West Educational Services.Rowe, M. B. (1987). Wait time: Slowing down may be a way of speeding up. American Educator, 11(1), 38–47.Skiba, R. J., Michael, R., Nardo, A., & Peterson, R. (2000). The color of discipline. Bloomington, IN: Indiana Education Policy Center.Solomon, D., Battistich, V., Watson, M., Schaps, E., & Lewis, C. (2000). A six-district study of educational change: Direct and mediated effects of the Child Development Project. Social Psychology of Education, 4, 3–51.Tharp, R. (1989). Psychocultural variables and constants: Effects on teaching and learning in schools. American Psychologist, 44(2), 249–359.Valenzuela, A. (1999). Subtractive schooling: U.S.-Mexican youth and the politics of caring. Albany, NY: State University of New York Press.
43Cultural Proficiency Cultural Incapacity Destructiveness Blindness PrecompetenceCompetenceProficiencyCulturalDestructivenessCulturalBlindnessCulturalCompetenceCulturalIncapacityCulturalPrecompetenceCulturalProficiencySee the difference, stomp it out.See the difference, respond positively and affirmatively.See the difference, act as if you don’t.See the difference, make it wrong.See the difference, understand the difference that difference makes.See the difference, respond inadequately.See the difference, stomp it out.Their culture does not value education.Their culture does not value education.Why won’t these immigrants learn English?Why won’t these immigrants learn English?I treat all of my students the same.I treat all of my students the same.African American boys represent the majority of office referrals.African American boys represent the majority of office referrals.See the difference, make it wrong.Recruiting students from populations under represented for extracurricular activities.Recruiting students from populations under represented for extracurricular activities.See the difference, act as if you don’t.See the difference, respond inadequately.See the difference, understand the difference that difference makes.See the difference, respond positively and affirmatively.We can’t all be fluent in Spanish, but we could learn some basics for communicating with parents.We can’t all be fluent in Spanish, but we could learn some basics for communicating with parents.Developed by the ETMA Network, AIMMS & MSDE