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Thought for a Friday May 26

25 May

checklist

My leadership style I have learnt sometimes depends on the situation. You can head into a leadership position with big dreams and the best intentions, and then remember you have to work with people who may not be on board with those big dreams, and suddenly lose those best intentions.

Other times as a leader you go into the situation ready to move forward, but because of mandates, rules and the politics of distraction (Hattie. 2015) you can become insecure and not sure what to do first. As leaders, when we have so many choices of where to start we sometimes choose not to choose at all. Understanding our current reality is important, but what should be on our radar is not always so glaringly obvious.

Leadership is not for the faint of heart…

Personally I always go back to Stephen Covey’s seminal work, The 7 Habits Of Highly Effective People he showed us with 7 habits that all successful people have, and taught us that with some hard work we can adopt those habits too.

Be proactive – Anticipate and act, no matter how difficult the situation.

Begin with the end in mind – What do we want out of leadership, and what should we want as a school community?

Put first things first – Drop the politics of distraction, understand our current reality, and take actionable steps to achieve that goal.

Think win/win

Seek first to understand then to be understood – Leaders should listen more than they talk, and try to understand where the other person is coming from before they try to move forward.

Synergize – This is all about collective efficacy, which Tschannen-Moran, M., & Barr, M. (2004) says,“refers to the collective self-perception that teachers in a given school make an educational difference to their students over and above the educational impact of their homes and communities.”

Sharpen the Saw – Know when to take a break. Schools with initiative fatigue never sharpen the saw.

Head of Faculty Inquiry

24 May

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I am finding Maslows model useful in my own inquiry. It considers what the teachers need from the leader and outlines “a set of knowledge, skills and dispositions required for meeting those needs”. During the leader’s ascension, toward the apex there are key checkpoints, questions that leaders need to ask themselves for the vision realised. This is my simplified version of Knuth & Banks strategy:

First Level: Your actions match your words
Leaders model core values and principles. You are able to inspire trust and articulate vision. Principle-centred leaders inspire trust by displaying consistency between core values, words and actions.

Leader Checkpoint 3: Is your internal compass in or out of alignment?
If your words and actions don’t match there’s no need to go any further.

Second Level: My physical and material needs matter to you
The work environment is clean and attractive. Sound, air-quality and safety needs are considered. Teachers have the resources they need to do their job well.

Third level: I am appreciated for my contribution
Leaders actively foster a sense of belonging. Encouragement and recognition is personalised. They put a human face on policies and systems.

Checkpoint 2: Is it your priority to ensure the basic needs of your people are met?
Without valuing people, clear systems, policies and training for staff, a leader’s energy is consumed by chaos or disorganisation and probably interpersonal conflict.

Fourth level: We’re on a journey together
As a community we own the vision, good systems are in place and we are able to direct our collective energies to our core mission.

Checkpoint 1: Do you feel like settling?
It’s all humming along nicely now, let’s just enjoy this. The fourth level is considered the ‘false apex’.

The Apex: Higher order change
This is rarely linear, rational or comfortable. It is disruptive, chaotic and tested by ambiguity. Leaders here demonstrate adaptive leadership skills. This is where the disruption happens. Remember: it isn’t actually an end point.

Fullan & Langworthy (2014) – A Rich Seam: How new pedagogies find deep learning
(Ch 6 The New change leadership)

Maslow’s Hierarchy

22 May

maslows-hierarchy

We just can’t add technology, or add new furniture and hope for the best. We cant just change the timetable or go to semesters and cross our fingers. Effective and lasting change in schools, or any organisation for that matter, is a result of a strategic process, designed to meet the needs of the school, rather than ‘sending a couple of teachers off to a workshop’

If we believe in enduring change for the good of society, then the iceberg metaphor applies. All the hard work happens beneath the surface that makes change go the distance. We are in an era of unprecedented change in education, one in which disruption is necessary in education, for a generation unlike those who have gone before. In their report for A Rich Seam, Fullan and Langworthy (2014) outline ‘new pedagogies’:

They explain that a new process of change is required, called “inherent change”, an almost organic process, “built around humankind’s need to… be doing something intrinsically good and… to do it socially”.

This ‘new change leadership’, necessary for these new pedagogies to take hold is not considered to be either top-down or bottom-up, it needs to be,“both and, it is also sideways. Ideas and energy flow vertically and laterally…. The role of leaders is to simultaneously help the organisation ‘let go’ and ‘rein in’”.

The Essential Leadership Model, outlined by by Knuth & Banks (2006) is based on Maslow’s Hierachy.  Maslow’s hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper “A Theory of Human Motivation” in Psychological Review. Maslow subsequently extended the idea to include his observations of humans’ innate curiosity.

Relevance

17 May

index

Research into Professional Learning supports the view that schools can no longer afford the luxury of separating professional development activities from the ongoing realities of teachers’ work (Johnson, 1999, p.13.) Teachers need to adopt a learning approach that is ‘relevant’ for our time. Learning can happen anywhere, anytime and with anyone. As leaders and teachers we must clarify our learning needs and source others to support us in doing so. Twitter, blogs, YouTube, Apps make up the new learning landscape for teachers and leaders of schools.

If capacity building is to be effective and influence school transformation then it needs to be built into the life cycle and culture of schools as learning communities. These characteristics listed by Johnson and Scull are effective and work if the school culture embraces the ideas. A school’s culture must foster an atmosphere that supports teachers, students, and parents to know where they fit in and how they can work as a community to support teaching and learning. Creating a school culture requires instructional leaders to develop a shared vision that is clearly communicated and built on actions. Additionally, principals must create a climate that encourages shared authority and responsibility if they are to build a positive school culture (MacNeil and Maclin, 2005).

My 6 characteristics of learning teams

  1. Learning teams require a reason to learn and a purpose to engage in collaborative professional development practices. Projects provide reason and purpose, and allow an integrated approach to the implementation of curriculum improvement.
  2. Learning team projects are best focused on collective responsibility for producing more effective learning for ALL students.
  3. Learning teams benefit from a combination of outside-provided and work-embedded support
  4. Effective learning teams practise many forms of collaboration and systematic reflection on practice.
  5. A sense of ‘personal productive challenge’ and a balance between pressure and support characterizes the work of effective learning teams.
  6. Learning teams require knowledgeable, skilled and supportive formal leadership

What do you think?

Technology

12 May

critical-thinking-cartoon-11

The digital era – the computer, the network, the Internet, the Web, social technology, universal search, and so much more – changes radically all of the relationships that are critical to how we learn and how we teach: the relationship between teacher and learner; the relationship between the learner and information; the relationship we all have with the concept of learned authority; and the social relationships between ourselves and the rest of the human race. It is of course a hugely complex process of determination, with nuance layered on nuance, but it is undoubtedly true that broad global shifts in technology, such as that between print and digital, determine how learning can happen and therefore should (and inevitably will) determine what it means to teach.

Not Just Innovation

9 May

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Doing what we we’ve always done won’t cut it with today’s learners. They are different and they need different skills to live and work in the 21st century. We need a new and better education for young people in our schools. Schools where timetables, homework, still exist are now irrelevant and nothing like the world of real learning and work. We need our teachers to be better learners in different and new ways, but more importantly we as leaders must be better different learners ourselves. We need an evolution in education that is owned by learners, lead by leaders and designed in deep learning principles.

“Our Code, Our Standards – draft for consultation”

2 May

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This was well worth noting this week. “Our Code, Our Standards – draft for consultation”

Our Code, Our Standards articulates the expectations and aspirations of our profession, and has been crafted by teachers, leaders and teaching experts. It reflects what it is to be a teacher in Aotearoa New Zealand. This video invites learners to discuss and provide feedback on the draft. Read the document and have your say at educationcouncil.org.nz/OurCodeOurStandards Please view the video here: 

The Interview

20 Mar

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I just thought this was outstanding this week.

 

Trend Four: Data Driven Organisations

17 Mar

Trend FourData-word-cloud

I love analytics. Moneyball, Brad Pitt aside, is one of my favorite all time movies. Analytics, according to Wikipedia, is “the discovery and communication of meaningful patterns in data.”

New technologies make it all possible as they provide massive storage for any kind of data, enormous processing power and the ability to handle virtually limitless concurrent tasks or jobs.

In New Zealand, we can see this trend in data driven organisations. The government has set up the New Zealand Data Futures Forum to guide thinking about the use of data in response to questions such as “Who has what data about me/us and what will they be doing with it?” “What data do I/we have access to that can help us?”.

Using analytics goes well beyond formal reporting or collation of results, enabling a deeper understanding of your students by harnessing longitudinal data and cross-referencing with multitude of different data-sets both internal and external to the school.

Have you ever wrestled with how exactly to measure the value-add of your school beyond delivering the prescribed curriculum? What about understanding how your pedagogical framework is driving improvement in outcomes, or greater engagement? Learning analytics can help to demystify some of these questions, providing quantitative data to measure and assess the success of various programs in your school.

Using various data-sets, and supported by the right tools, it becomes easier to cross-reference aspects such as how students who learn a language compare against overall scores. Or to look at the academic progression of students who are involved in school sport. Predicting and then evaluating actual performance against widely-recognized bench-marking also becomes more simple, and an activity that a school can undertake of their own accord where once a consultant was almost always required. Learning analytics has been crucial to building better pedagogical based on insights into student interactions with such things as new curriculum content, online learning and new technology platforms.  Learning Analytics helps leaders measure whether changes have been effective and should be sustained.

One common fear associated with learning analytics in schools is the concern it will become a tool to put teachers under the microscope and a way of attacking their performance. In fact, the positive information and analysis associated with learning analytics far outweighs any of these concerns, most of which go unfounded. Teachers and school leadership alike genuinely want to find better ways to support their students on their learning journeys – and all the better if the pedagogy or policy is informed by real data, rather than guesswork. None of this is to say that a professional educator’s eye is still not a key piece of the puzzle, it is in fact imperative as anyone will tell: data itself does not provide the answers, but points savvy educators toward sharper questions and deeper understanding. Thus, empowered with new hypotheses, educators and leaders alike can scrutinize data and apply their professional judgments to further enrich the data, and encourage a culture of continuous improvement across the board.

Students are also beginning to experience the benefits of learning analytics as they engage with mobile and online platforms that track data to create responsive, personalised learning experiences with adaptive learning and assessment. This can then help students to monitor their own progress and take ownership for their learning, which, per Hattie and others, has significant positive effect on achievement.

Trend Three: Equitable Access

15 Mar

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Engaging akonga and staff effectively as partners in learning and teaching is arguably one of the most important issues facing higher education in the 21st century. Akonga as partners is a concept which interweaves through many other debates, including assessment and feedback, employability, flexible pedagogies, internationalisation, linking teaching and research, and retention and success. Interest in the idea has proliferated in policy and practice in our nation and internationally, particularly in the last few years. The following research got me thinking about Equitable Access.

Wider economic factors are influencing a contemporary environment in which akonga are often positioned as passive consumers of, rather than active participants in, their own higher education. It is timely to take stock and distil the current context, underlying principles and directions for future work on akonga as partners in learning and teaching.

Some of the issues that I think that need to be considered are:

  • offer a pedagogical case for partnership in learning and teaching;
  • propose a conceptual model for exploring the ways in which akonga act as partners in learning and teaching;
  • outline how the development of partnership learning communities or whanau may guide and sustain practice;
  • map the territory of strategic and sustainable practices of engaging akonga as partners in learning and teaching across diverse contexts;
  • identify tensions and challenges inherent to partnership in learning and teaching, and offer suggestions to individuals and institutions for addressing them;
  • identify priorities for further work.

Partnership is framed as a process of student engagement, understood as staff and akonga learning and working together to foster engaged student learning and engaging learning and teaching enhancement. In this sense partnership is a relationship in which all participants are actively engaged in and stand to gain from the process of learning and working together. This approach recognises that engaged student learning is positively linked with learning gain and achievement, and argues that partnership represents a sophisticated and effective approach to student engagement because it offers the potential for a more authentic engagement with the nature of learning itself and the possibility for genuinely transformative learning experiences for all involved. Hence, we speak of engagement through partnership. Partnership as a process of engagement uniquely foregrounds qualities that put reciprocal learning at the heart of the relationship, such as trust, risk, inter-dependence and agency. In its difference to other, perhaps more traditional, forms of learning and working in the academy, partnership raises awareness of implicit assumptions, encourages critical reflection and opens new ways of thinking, learning and working in contemporary higher education. Partnership is essentially a process of engagement, not a product. It is a way of doing things, rather than an outcome. All partnership is student engagement, but not all student engagement is partnership.

I think I wondered off the topic but again challenging thoughts.

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