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School Culture and Student Achievement
Collaborative Conference for Student Achievement
March 26, 2013
http://tinyurl.com/bseetlz
Wiki
http://region3pd.ncdpi.wikispaces.net
“Every public school student will graduate from high school, globally competitive for work and postsecondary education and prepared for life in the 21st Century.”
NC State Board of Education Mission
http://tinyurl.com/bseetlz
Outcomes:
• Common understanding of Change Style
Indicator;
• Identify your leadership style;
• Understand the relationship between change and
your leadership style; and
• Use a change process and coaching to enhance
school culture
Standard l: Strategic Leadership
6
Summary:School executives will create conditions that result in strategically re-imaging the school’s vision, mission, and goals in the 21st century. Understanding that schools ideally prepare students for an unseen but not altogether unpredictable future. The leader creates a climate of inquiry that challenges the school community to continually repurpose itself by building on its corevalues and beliefs about its preferred future and then developing a pathway to reach it.
Standard 1: Teacher Leadership
Teachers lead the teaching profession.
•Teachers strive to improve the teaching profession.
•They contribute to the establishment of positive working conditions in their school.
•They actively participate in and advocate for decision-making structures in education and government that take advantage of the expertise of teachers.
•Teachers promote professional growth for all educators and collaborate with their colleagues to improve the profession.
•Teachers strive to improve the profession, contribute to the establishment of positive working conditions participate in decision-making structures and promote professional growth.
Image: http://tinyurl.com/c34wb45
Change Style Indicator (CSI)
• Assessment Instrument designed to measure your preferred style in approaching change and dealing with situations involving change
CSI Does and Does not
Does Does not
Offer an explanation of preferred style for leading and responding to change
Describe the change style preferences that are more personally influenced than situational influence
Create an appreciation for change style diversity
Present a right or wrong “better” or “worse change style
Measure level of competence at leading and managing change
Limit individuals to predetermined responses to change
Characteristics
When facing Change, Conservers:
•Deliberate, disciplined, and organized
•Maintains current structure
•Conventional assumptions
•Enjoy predictability
•Cautious and inflexible
•Details and the routine
•Tradition and established practice
Characteristics
When facing change, Originators:•Unorganized, undisciplined, unconventional and spontaneous
•Challenges current structure
•Challenge accepted assumptions
•Risk and uncertainty
•Impractical and miss important details
•Visionary and systems in their thinking
•Policies and procedures with little regard
Characteristics
When facing changes, Pragmatists:•Practical, agreeable, flexible
•Emphasizes workable outcomes;
•Focused on results than structure
•Mediators and catalysts for understanding
•Open to both sides of an argument
•Middle-of-the-road approach
•Team-oriented
Find your Change Style Indicator
• Which characteristics made you come to that conclusion?
• Discuss the characteristics with your colleagues.
Think about how others see you, your collaboration preferences, and in what ways must you be creative to enhance collaboration with the other
styles
Perception, Collaboration, Creativity
Perceptions
17
• Dogmatic
• Bureaucratic
• Yielding to authority
• Having their “head in the sand”
• Preferring the status quo
• Lacking new ideas
Originators see Conservers as:
Perceptions
Conservers see Originators as:
Divisive
Impulsive
Lacking appreciation of tested ways of getting things done
Starting but not finishing projects
Not interested in follow-through
Wanting change for the sake of change
Not understanding how things get done
Perceptions
Pragmatists can be perceived by strong Conservers and Originators as:
•Compromising
•Mediating
•Indecisive
•Early influenced
•Noncommittal
•Hiding behind team needs
19
Collaboration
• Conservers – Prefer to keep current structure operating smoothly; Focus on relationships; Encourage building on what is already working
• Originators – Prefer to challenge accepted structure; Focus on the task; Encourage exploring new possibilities
• Pragmatists- Prefer balanced inquiry; Focus on shared objectives; Encourage looking at the current circumstances
20
Creativity
• Originators- Inspiration; Conceptualize; Initiate
• Pragmatists – Perspiration; Concretize; Implement
• Conservers - Verification; Refine, Follow through
CoerciveAuthoritative
AffiliativeDemocraticPacesetting
Coaching
Leadership Styles
Adaptive from Goleman 2000, p. 82-83 (as presented by Fullan)
Leadership Style and Climate
25
Coercive Authoritative
Affiliative Democratic Pacesetting Coaching
Leader Characteristic
Demands Compliance
Mobilizes people toward a vision
Creates harmony and builds emotional bonds
Forges consensus through participation
Sets high standards for performance
Develops people for the future
Message “Do what I tell you.”
“Come with me.”
“People come first.”
“What do you think?”
“Do as I do, now.”
“Try this.”
Characteristics
Drive to achieve, initiative, self-control
Self-confidence, empathy, change catalyst
Empathy, building relationships, communication
Collaboration, team leadership, communication
Conscientiousness, drive to achieve, initiative
Developing others, empathy, self-awareness
Appropriate Situations
In a crisis, to kick start a turnaround, or with problem employees
When changes require a new vision, or when a clear direction is needed
To heal rifts in a team or to motivate people during stressful circumstances
To build buy-in or consensus, or to get input form valuable employees
To get quick results form a highly motivated and competent team
To help an employee improve performance or develop long-term strengths
Overall impact on climate
Negative Positive Positive Positive Negative Positive
Table Conversations
• Discuss a situation currently dealing with- identify style most appropriate for the situation and will provide the desired outcome
Leadership Style
•How does your leadership style hinder change in your organization?
•How does it serve as a bridge for change in your organization?
“…[W]hen you change the culture, you have to go slow, you have to educate, and you have to explain what you’re doing and for what reasons. We started slow, and it became a cultural norm.”
Clark Hults
28
A Change Process
29
How can I make a difference in the lives of all students? How can internal commitment be obtained?
What is needed to understand change and help others understand change?
How can a climate be cultivated that is based on genuine relationships that focus on authenticity and care?
How do we develop a culture that focuses on development and use of knowledge to enhance instruction and learning?
How can the team be guided through their differences?
Scenarios Activity
• Identify what you want to change and use coaching questions and tools for a positive change.
Recognizing that there is a change style indicator
Leadership style dictates how situations are approached
Recognition of a change process that leads to cultural norms and improvements
Practical Applications that Impacts Ability to Lead Cultural Change
Resources
32
• 8 Forces for Leaders of Changehttp://tinyurl.com/cx7nvug
• Leadership That Gets Resultshttp://tinyurl.com/d66lhyn
• Coaching Strategies Handout
Contact Information
• Mary Russell, PD Lead Region 3
• Frances Harris-Burke, Regional Lead Region 5