Leading School Reform

The Education Dilemma Educational institutions are caught in the industrial age model. The assembly line school graduates are no longer judged adequate by the information age society. The problem is that schools are responding to this dilemma by doing what they have always done but only harder. Workloads increase and standardized testing is intensified.

The Iceberg of Schooling INFORMATION AGE CHALLENGES High Tech World with a BUREAUCRATIC AGE CULTURE and an INDUSTRIAL AGE DELIVERY SYSTEM governed by an AGRICULTURAL AGE CALENDAR and a FEUDAL AGE AGENDA Institutional Inertia The Sea of Past Practices and Ingrained Habits Winds of Change

Systemic School Redesign Curriculum Instruction Assessment Professional Development Organization Teaching & Learning

New Paradigm Challenge How to make a transition away from an instruction based organization and become a learning centered institution.

The Learning Organization An organization that is continually expanding its capacity to create its own future.

Characteristics of Learning Organizations  Develop and expand their capacity to learn.  Continually expand their capacity to accomplish desired results.  Constantly nurture new and creative patterns of thinking.  Develop a culture full of free collective aspirations.  Continually learning how to learn together.

Characteristics of Learning Organizations  Share leadership working towards a common goal.  Establish a common vision and agree upon ways of achieving the vision.  Create an organizational structure which supports a variety of on-going learning opportunities.  Increase active learning and personal responsibility.

Leading from the Future To compete and stay in business, organizations must become future focused, constantly monitoring emerging trends and future conditions. Leaders must have the competencies to help their organizations succeed by operating within the realities of the surrounding environment. This is the first step in becoming a “total leader.”

New View of Leadership Forget your tired old ideas about leadership. The most successful organizations of the 1990’s will be something called ‘learning organizations.’ The ability to learn faster than your competition will be the only sustainable competitive advantage. It is no longer sufficient to have one person learning for the organization. Forget the notion of a grand strategist telling everyone what to do. Fortune Magazine

Total Leadership Performance Domains Authentic Leader Visionary Leader Cultural Leader Quality Leader Service Leader

The Total Leader  Authentic Leaders -Create and sustain a compelling organizational purpose  Visionary Leaders -Define and pursue a preferred organizational future  Cultural Leaders - Develop a culture of innovation, quality and success  Service Leaders - Support and manage the organization’s purpose and vision  Quality leaders - Build continuous improvement capacities and strategies

Characteristics of Total Leaders  Establish a Compelling Organizational Purpose  Model Core Organizational Values and Principles of Professionalism  Perform as the Lead Leader Authentic Leaders of Change:

Characteristics of Total Leaders  Define and Pursue a Preferred Organizational Future  Establish a Future Focused Vision  Consistently Employ a Client Focus Visionary Leaders of Change:

Characteristics of Total Leaders  Involve Everyone in Productive Change  Create Meaning for Everyone  Develop a Change-Friendly Culture of Innovation, Healthy Relationships, Quality, and Success Cultural Leaders of Change:

Characteristics of Total Leaders  Build the Organization’s Capacity for Change  Develop Staff Capacity to Change and Improve  Focus on Excellence, Productivity, Accountability, and Improvement Quality Leaders of Change:

Characteristics of Total Leaders  Ensure Organizational for Support of Change  Provide Resources Needed to Achieve the Organization’s Mission and Vision  Model Core Values of Risk-Taking and Team Work Service Leaders of Change:

Characteristics of Successful Change Leaders  Establish a Future Orientation  Set Direction and Focus  Take Strategic Action Effective Leaders of Change:

Establish a Future Orientation  Shared Understanding of the Need for Change  Clear Mission  Shared Beliefs and Vision Effective Leaders of Change Develop:

Set Direction and Focus  A Focus on the Student and Product Quality  Structures for Participatory Leadership  Structures for Results-Oriented Decision Making  Structures for Continuity of Improvement Effective Leaders of Change Develop:

Take Strategic Action  Provide On-Going Support  Foster Innovation and Flexibility  Employ Technology  Foster Collaboration Effective Leaders of Change: