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The Better the System, the Better the Results. Purpose of the Workshop… Introduction to the Baldrige framework as a way to improve the classroom learning.

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Presentation on theme: "The Better the System, the Better the Results. Purpose of the Workshop… Introduction to the Baldrige framework as a way to improve the classroom learning."— Presentation transcript:

1 The Better the System, the Better the Results

2 Purpose of the Workshop… Introduction to the Baldrige framework as a way to improve the classroom learning system by using systems thinking to ensure continuous improvement. Expected Outcomes Participants will: Gain an understanding of Baldrige categories and core values as applied to the classroom.

3 Baldrige Cadre Teachers Elementary 187/ % Middle 82/ % High 37/ %

4 What is your current level of understanding of the Baldrige Classroom Learning System? Consensogram Place a light blue dot above the phrase/number on each poster that best fits your current level of understanding. Later, you will place the red dot above the phrase/number on each poster that best fits your level of understanding after the basic training

5 Use the following questions to analyze our Consensogram data: What question are we trying to answer? What do the data seem to tell us? What don’t the data tell us? What else might we want to know? What good news is here for us to celebrate? What opportunities for improvement are suggested by these data? From Getting Excited About Data, Edie Holcomb Data Questions

6  Malcolm Baldrige  Secretary of Commerce 1981 – 1987  Proponent of quality management  Helped draft one of the early versions of the Criteria  Died in July 1987  Baldrige Award named in his honor The Criteria Research shows using the criteria improves:  productivity  employee satisfaction  stakeholder satisfaction  performance  desired outcomes for stakeholders and investors  Established for businesses by Congress in 1987  Brought to education in the mid 90’s  Recognizes U.S. organizations for their achievements in quality and performance  Promotes quality and performance excellence Baldrige… The Man

7 Baldrige Education Categories Baldrige Core Values Baldrige is a practical way of getting better and knowing that you have.

8 Baldrige is Based on a Systems Perspective What exactly is a system? A system is a group of interacting, interrelated, and interdependent components that form a complex and unified whole. For example, you can look at a car as a system. Each part is interdependent upon another to make the car run. If you break down on the side of the road, it’s hard to determine what needs to be fixed without looking at the whole system. Very simply, a system is a collection of parts (or subsystems) integrated to accomplish an overall goal (a system of people is an organization). Systems thinking emphasizes the relationships among a system's parts, rather than the parts themselves. What other systems do you know?

9 What do we have to do well together? How will we know if we’re getting better? Unclear and unfocused (and overwhelmed!)  Jim Shipley & Associates, 2003

10 Random Acts of Improvement  Jim Shipley & Associates, 2003 Classroom Goals & Measures Aim of the Classroom

11 Goals & Measures Aim of the Classroom Aligned Acts of Improvement  Jim Shipley & Associates, 2003

12 Is the result of a system of continual improvement driven by customer needs, expectations, and requirements. PERFORMANCE EXCELLENCE

13 Support Staff Administrators Teachers Parents Students Volunteers High Performing Classroom Learning Systems  Jim Shipley & Associates, 2003

14 Leadership Strategic Planning Student, Stakeholder & Market Focus Measurement, Analysis & Knowledge Management (Information & Analysis) Human Resource* Focus Process Management Organizational Performance Results *Faculty & Staff Focus in Criteria Book  Jim Shipley & Associates, 2003 Baldrige Education Categories

15 CORE VALUES Leadership Student/ Stakeholder Focus Strategic Planning Goals & Measures Performance Results Human Resource Focus Process Management Measurement, Analysis & Knowledge Management Baldrige Basics  Jim Shipley & Associates, 2003

16 CORE VALUES Teacher as Leader Standards, district expectations, school goals Classroom Improvement Plan Goals & Measures Classroom Results Students as Workers Classroom & Student Learning Processes Classroom & Student Data Baldrige Basics  Jim Shipley & Associates, 2003

17 Performance Excellence in Action Things I saw in the video that were SIMILAR to my school experience. Things I saw that were DIFFERENT from my school experience.  Jim Shipley & Associates, 2003

18 Support Staff Administrators Teachers Parents Students Volunteers High Performing Classroom Learning Systems  Jim Shipley & Associates, 2003

19 The organizational best practices that support continual improvement. Learning-Centered Education Managing for InnovationFocus on the Future Agility Valuing Faculty, Staff, & Students Social Responsibility Focus on Results & Creating Value Systems Perspective Visionary Leadership Management By Fact Organizational & Personal Learning  Jim Shipley & Associates, 2003

20 CORE VALUES Teacher as Leader Standards, district expectations, school goals Classroom Improvement Plan Goals & Measures Classroom Results Students as Workers Classroom & Student Learning Processes Classroom & Student Data Baldrige Basics  Jim Shipley & Associates, 2003

21 Focus on the Core Values… CORE VALUES As a table team… 1.Individually, read the assigned core values. 2.As a team, design a graphic representation of the core values and explain why they are important. 3.Reflect on Baldrige Core Values - How can we use Core Values to create a Classroom Learning System in which responsibilities are shared and students begin to take responsibility for their learning?

22 Teacher as Leader Learning Standards Classroom Goals, Measures, and Action Plans Assessing the Classroom Learning System Workbook page 6 Strategic Above the Line Operational Below the Line Remember, the Driver Triad sets up change…

23 NICE TO KNOW Building a Classroom Dashboard IMPORTANT ESSENTIAL Getting Started – The Driver Triad Stakeholder Focus Classroom Goals, Measures, & Action Plans Teacher as Leader Workbook page 19

24 Assessing the Classroom Learning System What is Category 1.0 Leadership? Why is it important? What would it look like in action? Classroom Resource Guide page 10

25 Set and communicate direction Monitor and communicate progress Engage students as partners in improving the learning system Writing Classroom Mission Statement Teacher as Leader Getting Started - The Driver Triad Teachers, as leaders of the classroom learning system, have a strategic responsibility to… Workbook page 20-23

26 Assessing the Classroom Learning System A middle school math teacher works with students in each of her five classes to develop a mission statement. Batesville MS Batesville, IN Teacher as Leader

27 Assessing the Classroom Learning System MCW will insert descriptor of photo Geneva Jr. High Geneva, OH Teacher as Leader

28 Assessing the Classroom Learning System Media Center Mission Chilicothe, OH Teacher as Leader

29 Assessing the Classroom Learning System Mid School Mission Statement Tohatchi, NM Teacher as Leader

30 Writing Classroom Mission Statement Teacher as Leader Mission statement of a 2 nd and 3 rd grade Specific Learning Disabilities classroom. Getting Started - The Driver Triad Workbook page 20-23

31 Our mission is to ______(do what?) _____(for whom?) _________(how?) Why are we here? What do we have to do well together? How will we make it happen? OR Writing Classroom Mission Statement Teacher as Leader Getting Started - The Driver Triad Workbook page 20-23

32 1. Why are we here? To do what? 2. What do we need to do well together? 3. How will we make it happen? Getting Started - The Driver Triad Workbook page 20-23

33 Assessing the Classroom Learning System Progress toward the 3 rd grade reading goal is regularly communicated to students and their families. Blue = Partially Proficient Orange = Proficient Green = Advanced Garnet Valley Elementary School Glen Mills, PA Teacher as Leader

34 Assessing the Classroom Learning System Classroom Resource Guide page 10 I use quality improvement principles in leading the classroom. Teacher as Leader

35 If you haven’t worked with your students to write a classroom mission statement, set a date for beginning the process. If you have written a mission statement with your students, what changes would you make in the process? The process of creating a mission is more important than the what you end up hanging on the wall. Team Work Time Getting Started - The Driver Triad Stakeholder Focus Classroom Goals, Measures, & Action Plans Teacher as Leader Workbook page 20-23

36 Assessing the Classroom Learning System What is Category 3.0 Student & Stakeholder Focus? Why is it important? What would it look like in action? Classroom Resource Guide page 12

37 Assessing the Classroom Learning System Georgia O’Keeffe Elem. School Albuquerque, NM Stakeholder Focus

38 Assessing the Classroom Learning System A 5 th grade teacher and her students surveyed middle school teachers to determine their level of satisfaction with the readiness of entering 6 th graders. Mesilla Park Elementary Las Cruces, NM Stakeholder Focus

39 Writing and Using Stakeholder Surveys Workbook page Standards, district expectations, school goals Next grade/course Parents Community Getting Started – The Driver Triad While state standards, district expectations, and school goals define important stakeholder requirements for the classroom… …the next grade level or course as well as parents and the community are also important stakeholders. Stakeholder Focus Classroom Goals, Measures, & Action Plans Teacher as Leader

40 Grade/Dept. District School Learner Classroom Baldrige Systems  Jim Shipley & Associates, 2003

41 Baldrige is… A measure of parts and connections. How good are the parts? How good are the connections between the parts? A blueprint for building good, well-connected parts. A process for determining which parts and which connections add value and which do not. A model for continuous improvement.  Jim Shipley & Associates, 2003


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