8What’s your change strategy? Transforming Schools???What’s your change strategy?
9What is your theory for the change? Having a theoryStaying the course is a lot easier when the course is something people understand and you implement the theory with fidelity.What is your theory for the change?
10Research Based Successful Practices EmpowerRemain Tight TightTight LooseCritical PointAYPResearch Based Successful PracticesTight Tight
14Questions often asked… How long does it take?We are not moving at all. What should we do?We were moving, but now we seem to be stuck. What should we do?
15Patterns emerge in school improvement. There are no simple breakthroughsThere are no dramatic turnaroundsThere are periods of significant improvement, followed by flat growth – and even decline.x
16Surviving during periods of flat performance Staff expects flat periods and persists through themStaff has a theory about what they are doing and focuses on student performanceStaff develops focused measures for detecting improvementStaff makes adjustments when their efforts aren’t working
17Expecting flat periods and persisting School improvement is a process of uncovering and solving progressively more difficult challenges around student learning (low-hanging fruit theory)This requires new learning from the adults.
18Focused measures for detecting improvement Changes in student performance lag behind changes in the quality of instructional practices.Changes in the classrooms are visible before you see them in external measures.
19From Cooperation to Collaboration Collaboration is essential for success todayCooperation won’t get the results you needCollaboration is mutual engagement to solve the challenge (21st Century)Cooperation is a division of labor approach (20th Century)
20Emotions in the work place don’t just appear Emotions in the work place don’t just appear. They arise from within the culture.
21There’s a need to understand StrategyEmotions and CultureSuccessful systems today need to be grounded in “whole-ism” first. From there, order will emerge.
28Core Elements of Transformation Vision / Mission – clear and powerfulCore Values – lived everydayEmployee Characteristics – enablers of greatness
29How do you answer the following: I bring a commitment to a quality experience as an employeeI am intently curious about how education is being transformedI have a passion for serving the student who needs me to succeedSuccess for me is creating great outcomes – not just showing up at work
30The CORE VALUES of an organization are the SHARED BELIEFS that form its foundation. They guide all of an organization's internal execution as well as its relationships to the internal and external world. In an ever-changing world, core values are CONSTANT. They are ABSOLUTES. They are the practices we use every day, in everything we do.Hospitality
31At Penn Foster, our core values establish that we are entirely vested in the winning OUTCOMES of our students, and those of each other. Because we prize LEARNING and GROWTH, we possess an unyielding commitment to the FUTURES of our students, whether they seek job skills, career path enhancements, personal enrichment or academic knowledge.Hospitality
32LEARN MORE, DO MORE, BE MORE For us,LEARN MORE, DO MORE, BE MOREare more than words.They epitomize the values we share, define our Penn Foster system and enable our MISSION…Hospitality
33Be a Student Achievement Champion As champions for student achievement we passionately advocate, mentor, and fight for every person who so desires to access the knowledge and skills they need in order to fulfill their goals and change their lives. We create successful outcomes for our students through innovation, creativity and problem-solving that fuels the outcomes our students want and deserve. Helping students unlock their potential is our shared responsibility and privilege.Is This You?Hospitality
34Provide Service Infused with understanding, Respect & empathy Be a partner; listen and care, and in doing so, create lasting and meaningful relationships.Is This You?Hospitality
35Be Responsible and Act with Integrity We promptly acknowledge the needs of our students and colleagues and respond appropriately and effectively.WE FOLLOW-UP AND FOLLOW-THROUGH.Is This You?Hospitality
36Collaborate to create better outcomes We know there is strength in numbers. We value the ability, perspective and unique talent of others; and we embrace our differences. A TEAM IS STRONGER THAN ANY ONE PERSONIs This You?Hospitality
37Surprise and delight Is This You? We go beyond the transaction. We strive to exceed expectations and create emotionally fulfilling experiences that result in consistently remarkable HOSPITALITY.Is This You?Hospitality
38We are charitable, and possess the spirit of giving. Take Care of the Earth and Give Back to the Community in which we Live and WorkWe support our students and community through contribution and by adopting causes that matter.We are charitable, and possess the spirit of giving.We are HospitableIs This You?Hospitality
39Sustainability is about the relationship between people, their purpose and their place.
40Why do humans and or systems fail? Ignorance, we do not have all the knowledge.The knowledge exists but we do not use it correctly.
41How do you get good at what you do? The great seem to have the ability to work through their weaknesses.Being just a slight bit better makes all the difference in the world.DiligenceDoing it right
48The one size fits all school that took its present shape in the 1930’s was a poor fit with the reality even then. In the twenty first century, it belongs in our romantic memories of once upon a time John I. Goodlad
50Multiple e-Dentity Disorder The Emergence ofMultiple e-Dentity Disorder"The concept of an 'average American' is gone, forever. The average American has been replaced by a complex, multidimensional society that defies simplistic labeling.”- demographics expert Peter FranceseFind All of “Me” OnlinePhoto credit : Amber Mayhem
53Being on top of your game today requires a balance of traditional skills mixed with innovation skillsStability, control, and standardization mixed with uncertainty, ambiguity, innovation, and disruptive thinking
54The skill set to do this is: Current Leadership works hard to efficiently deliver the next thing that should be done given the existing system. Current leadership shines at converting a goal into actions to achieve that goal.The skill set to do this is:
60Why do we breakup content into disciplines and structure learning that way?
61Highly Innovative Systems In your system is innovation everyone’s job?Is disruption part of your system’s innovation portfolio?Are small project teams central to taking innovative ideas to scale?Does your system take smart risks in the pursuit of innovation?
62It is the “Status Quo.” Important Message The threat to your system is not choice, charters, other privates or funding.It is the “Status Quo.”
69“In the beginner’s mind there are many possibilities; in the expert’s mind there are few.” -Shurnyu Suzuki69
70First practice must change, then results, then policy.
71Next Practices Best Practices COREOptimizing existing systemsTRANSFORMATIONALADJACENTExpanding from existing to new ways of workingDeveloping breakthroughs and inventing things that do not exist right nowNext PracticesBest PracticesTRADITIONALLY SUCCESSFUL LEARNERS TO MOST DISTANT LEARNERSTRADITIONAL SYSTEM TO INNOVATIVE SYSTEM TO TRANSFORMATIVE SYSTEM
73Ignore the real worldThe inhabitants are filled with pessimism and despair. They expect new ideas to fail. They assume society isn’t ready.
74Planning is guessingUnless you are a fortune teller “long-term planning” is a fantasy. Timing of long-range plans are backwards; you have better information when you are doing something, not before you do it.
75Planning StrategyLong Range Vision30 Day Plan60 and 90 Day Plans
76Live it or leave itThere’s a world of difference between truly standing for something and having a mission statement that “says” you stand for something.
77Embrace ConstraintsWe do not have enough money, time, people, or experience. Less is a good thing as limited resources force us to make good decisions with what we have. There’s no room for waste.
78CultureCulture is a by-product of consistent behavior. If you encourage people to share, sharing will be built into the culture. As will be trust, etc.
8121st Annual Model Schools Conference Effective and efficient approaches to improving student achievement in times of declining resources and increasing expectationsFocusing on instructional excellence as the key to the Common Core State Standards, Next Generation Assessments, and Teacher EvaluationsInstructional approaches for special populationsIdentifying and overcoming common barriers to dramatic school improvementJune 30 – July 3 | Washington, D.C.