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ANTHONY MUHAMMAD, PH.D. Transforming School Culture: How to Overcome Staff Division.

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1 ANTHONY MUHAMMAD, PH.D. Transforming School Culture: How to Overcome Staff Division

2 The Task at Hand “If schools are to be transformed into learning communities, educators must be prepared first of all to acknowledge that the traditional guiding model of education is no longer relevant in a post-industrial, knowledge-based society. Second, they must embrace ideas and assumptions that are radically different than those that have guided schools in the past.” DuFour & Eaker, Professional Learning Communities at Work (1998), p. 34

3 Two Forms of Change Technical Cultural

4 Technical Change Technical changes are changes in learning tools/structure 1. Collaborative time 2. Common assessments 3. Norms and Protocol 4. Educational technology 5. Support classes

5 Common Misconceptions About Technical Changes Changing the structure will lead to higher levels of productivity (Rearranging the seats on the Titanic) Technical changes can make up for low capacity or unprofessionalism Technical changes will “fix” kids or schools that are broken (i.e., dress codes, longer school day)

6 Cultural Change “Structural change that is not supported by cultural change will eventually be overwhelmed by the culture, for it is in the culture that any organization finds meaning and stability.” Schlechty, Shaking Up the Schoolhouse: How to Support and Sustain Educational Innovation (2001), p. 52

7 School Culture “School culture is the set of norms, values, and beliefs, rituals and ceremonies, symbols and stories that make up the ‘persona’ of the school” Peterson(2002), Is Your School Culture toxic or positive? Education World (6)2

8 “Healthy” School Culture “Educators have an unwavering belief in the ability of all of their students to achieve success, and they pass that belief on to others in overt and covert ways. Educators create policies and procedures and adopt practices that support their belief in the ability of every student.” Peterson(2002), Is Your School Culture toxic or positive? Education World (6)2

9 “Toxic” School Culture “Educators believe that student success is based upon students’ level of concern, attentiveness, prior knowledge, and willingness to comply with the demands of the school, and they articulate that belief in overt and covert ways. Educators create policies and procedures and adopt practices that support their belief in the impossibility of universal achievement.” Peterson(2002), Is Your School Culture toxic or positive? Education World (6)2

10 Good to Great, Jim Collins What do great corporations/organizations do differently than good/average organizations? 1. They seek and find the “brutal facts” 2. They get the right people on the “bus” and sit them in the “right seats”

11 The Quandary Tweeners Believers Survivors Fundament alists

12 Believers Objective: Success for Each Student

13 The Believers Very intrinsically motivated Flexibility with students (academically and behaviorally) Mission driven/connection to school or community Willing to confront negative talk and attitudes towards children Varied levels of pedagogical skill

14 Tweeners Objective: To Find Role Within the Organization

15 The Tweeners Loosely-coupled with the school mission Enthusiastic about the idealistic nature of school, but have not quite hit the tipping point They stay out of school and district politics Follows instructions as given by administration (considered “good” teachers) One extreme experience (Moment of Truth) can swing them to be a believer or a fundamentalist

16 Survivors Objective: Survival

17 Survivors Overwhelming nature of the job or life has caused clinical depression (Burnout) No political or organizational aspirations Create subcontracts with student to broker a “cease-fire” agreement Little to no professional practice is evident All members of the organization agree that they do not belong in the profession Removal and treatment is the only possible remedy

18 Fundamentalists Objective: Maintain Status Quo (Leave Me Alone!)

19 Apprenticeship of Observation Educators have been socialized in their field since childhood and adopt the norms The average educator was a good student Educators subconsciously protect a system that was of personal benefit Educators implement practices that protect the system (academic obstacle course) (Lortie, Schoolteacher: A Sociological Study, 1975)

20 Fundamentalists Believe not all children can learn (Social Darwinists) Believe that school reform is a waste of time Believe in autonomy and academic freedom Organize to resist threat(s) to status quo Believe that gaps in learning are solely due to outside forces (students, parents, administration) Have varied levels of pedagogical skills

21 Methods: The Three “D’s” Defamation Disruption Distraction

22 Believers Fundamentalists Focus on problem and problem solving Pragmatic discussions stay within the locus of control Focus on personal affect of the problem and constant, emotionally- charged description of the problem Emotional discussions lie outside of the locus of control Control of Language

23 Believers Fundamentalists Goal: Success for Every Student Accepts that change (the right change) is necessary to improve student performance Student interest is more important that personal interest (Public Servant) Goal: Maintain Status Quo Rejects any substantive change if it clashes with personal agenda Self-interest is more important than student interest (Self Servant) The Real Difference

24 The Current State of School Reform Fundamentalists (need for stability/predictability) School Improvement (need to change to meet organizational goals) The Clash Stalemate

25 The Problem of Our Time? “Money alone will not fix our struggling schools. The issue of adult dysfunction, at every level, must be addressed and fixed before we can truly have a new American public school.” Arne Duncan, U.S. Secretary of Education Cody High School, Detroit, MI May 16, 2009

26 A Call to Action “Education is too critical to our society for leaders to allow it to be hijacked by a group of individuals who refuse to embrace substantive change, even in the face of compelling evidence. School leaders and Believers have to become more active and vocal and meet this challenge of overcoming fundamentalism head on.” A. Muhammad, Transforming School Culture, 2009, pg. 81

27 What’s Next? Is Change Necessary? “Insanity is doing the same thing over and over and expecting a different result?” – Albert Einstein

28 Can Fundamentalism Be Reversed?

29 Fundamentalist Change Is Not Easy “Drop Your Tools” Research People persist when they are given no clear reason to change People persist when they do not trust the person who tells them to change People persist when they view the alternative as more frightening To change may mean admitting failure (Maclean, Young Men and Fire, 1992)

30 How do we respond? Level 1 – Make a clear case for change Level 2 – Develop relationships, do not ostracize Level 3 – Increase capacity and consider the context Level 4 – Monitor Strongly

31 Behavior not People! If you answered yes to any of the aforementioned questions, you have behaved in a Fundamentalist manner in the past. The focus in transforming culture is on changing behavior, not getting rid of people. To “Transform” is different than to “Inform”

32 Leadership at Every Level Healthy School Culture Teacher Building Leadership District Leadership State and Federal

33 Creating Healthy Cultures: Everyone Has a Role Micro (Colleagues) Control the language of the informal culture Remove emotional tone from informal interactions Focus peers on mission and problem solving Macro (Leadership) Develop and maintain healthy organizational vision Develop and maintain healthy policies, practices, and procedures Institutionalize organizational health

34 Hard Fact #1 Schools are institutions created for the purpose of educating children, not for adult employment.

35 Hard Fact #2 Educators are Public Servants, no different than police officers or fire fighters.

36 Hard Fact #3 If schools are going to improve, the issue of Fundamentalism and inordinate self-interest is going to have to be effectively addressed.

37 Purpose “The best case for public education has always been that it is a common good. Everyone ultimately has a stake in the caliber of schools, and education is everyone’s business.” Michael Fullan, The Moral Imperative of School Leadership (2003)

38 Let Us Not Forget! “We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness. That to secure these rights, Governments are instituted among Men, deriving their just powers from the consent of the governed, That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government” U.S. Declaration of Independence

39 It’s Not About Us! It’s About Them!


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