Head of Faculty Inquiry

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)

Deeper Learning

I have bee doing a great deal of reading on Deeper Learning for my students. Here some conditions I have found where it occurs:

1. There was sustained examination of a few topics rather than superficial coverage of many. Teachers that covered a large number of topics usually gave students superficial awareness and limited ability to make meaningful, deep connections.

2. There was substantive coherence and continuity.  There was systematic inquiry, logical development, and integration of ideas over time. In contrast, teachers that taught unrelated fragments of knowledge, without pulling them together, undermined deep learning.

3. Students were given an appropriate amount of time to think and prepare responses to questions. Promoting deeper learning required periods of silence during which students pondered and created alternative responses, developed more elaborate reasoning, and helped students to spend time in reflection.

4. The teacher asked challenging questions and/or provided structured challenging tasks. The teacher’s questions or tasks demanded analysis, interpretation, or manipulation of material – non-routine mental work. 

5. The teacher was a model of thoughtfulness. Teachers themselves modeled thoughtful dispositions, such as showing a keen interest in students’ ideas and in alternative approaches to solving problems; showing how he or she thought through a problem; acknowledging the difficulty of gaining a definitive understanding of what is being learned.

6. Students offered explanations and reasons for their conclusions. Students were frequently helped and encouraged to produce explanations and reasons to support their conclusions.

 Something to think about this week. What do you think?

The major source for this information is an article by Fred Newmann, The Prospects for Classroom Thoughtfulness in High School Social Studies, in Collins and Mangieri, Teaching Thinking: An Agenda for the Twenty-first Century (1991), and an article in Horace, the journal of the Coalition for Essential Schools, March, 1995, p. 5.

Going Back

My NAPP experience is drawing to a close and next week my presentation will be the subject of my blog. At the same time I am reflecting on the end of my third year as Deputy Principal and a year of our ERO review. The following some notes in the best traditions of Marty McFly advice I would give myself if I could go back to the future.

Have a plan to drive the overall strategy for your team and its role achieving the school’s vision. Set annual goals within this plan. Focus on the process not necessarily the final result. Focus on what you know you need to solve the problem. You can’t get help if you can’t define what you’re looking for. Frame the situation: What is it you either don’t know or need to know more of? Start by defining the challenge you’re facing and what you need in order to solve it. Great leaders don’t have all the answers, but they usually have the ability to ask better questions. Staff will enjoy be included in solving the problems and setting goals.

Do Something. Sometimes a response requires doing something, even if you know it isn’t the perfect solution. By leaving the problem it can often grow.

Every year make room for new approaches. Assess the school, like a warrant of fitness, for what it needs to do, and making changes. We should not do it just because we are being reviewed by ERO.

Always try improving communication and relationships inside and outside the school. Internally everybody should feel included in making key decisions. I read somewhere this year tuning into everyone ensures that there is alignment of all.

Creating systems and frameworks to execute, track, and measuring the work so that you feel comfortable with. Review these systems. These will never be perfect. Be open, but remember you can’t possibly take every suggestion on board.

Inquire more deeply to truly unearth important ideas. When you improve the quality and quantity of questions you ask, you increase the potentially valuable information you receive.

Support staff members in becoming better leaders themselves by promoting continuous learning. I am a great believer in the philosophy of growing other leaders. A school is a place of learning and therefore we should all be learners.

Leader or Manager?

The way we educate students leave many of them feeling as though what they’ve “learned” is of no value; that the “lessons” they’ve received each day are of no use in the real world. We have created a system where we are assessment driven and students want to know if a task is worth credits. This leaves many teachers disheartened.

New strategies, tactics and procedures are developed to make the next school year better than the previous. Over my years in the classroom, I’ve been able to develop a few ways and means of getting the most out of my students and these overlap with staff.  This year I have also been reflecting on staff and how I can work with them in a better way. Gleaned from my inquiries, readings and experiences I made a list as I resolve this am I leading or managing.

The following site was particularly useful. http://leadonpurposeblog.com/2013/06/29/are-you-leading-or-just-managing/

So:

1. Relationships – In order to reach any group of people, you must know the audience to which you are speaking to. You have to speak their language, you must invoke their values and traditions in order to get them to go along with the information or concept(s) that you are presenting. You’ve got to meet people where they are. The learning plans we have developed for classes this year are an illustration of this.

2. Don’t Lecture – When people hear anything that sounds like a “lecture,” it is rarely a pleasant thought — it usually involves being punished. In the classroom, a lecture or talk should be more participatory in an effort to cut down the boredom of the students so they can gain the most in any lecture or talk you provide. Same with staff.  This requires patience but it is well worth it.

3. Choices – People like a choice. Often, we don’t provide our people with a choice when it comes to the assignments they have to do… maybe we should.  Giving a student the option of completing either assignment A or assignment B can create independence and ownership of the students work by the students themselves. My staff have been given choices in a number areas.  This has proven successful.

4. Let them Choose – People are opinionated: create assignments that allow them the freedom to give their “expertise.” Create a case study surrounding the content of your lessons or meetings, using language arts as the means for execution and reinforcement: verbally and on paper. This links to student voice or meaningful professional learning.

5. Examination and Discussion – Of course, I don’t mean arguing for argument’s sake. Rather, healthy discussion creates a healthy environment. Being nice is not enough.

6. Use The Technology – Make it their friend not the enemy.

7. Have Fun – Play and have fun when gaining an understanding of whether or not your students learned what you’ve taught them. Use meetings as “bonding” activities to have fun. We have initial one of our staff briefings as Fun Friday. Not nuts and bolts. Its all taking time and learning in different ways.

Professional Reading:

Indigenous Epistemology in a National Curriculum Framework

Angus H. Macfarlane, Ted Glynn, Waiariki Grace, Wally Penetito and Sonja Bateman

A real meaty piece this week which kept me occupied over the holidays. The paper discusses important parallels between western/European sociocultural theorizing on human development and learning (on which the key competencies seemed to be based), and the values, beliefs and preferred practices that are embodied within an indigenous Maori cultural worldview (Te Ao Maori).