Tag Archives: Leadership

Leadership

Roselinde Torres – Leadership

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Roselinde Torres asks key questions about ‘Great Leadership’ in the 21st Century Digital age…

  1. Where are you looking to anticipate change?
    • How are we expanding our horizons?
    • How do we share these insights to shape our future
  2. What is the diversity measure of your network?
    • Capacity to develop relationships with people who are different to you
    • Diverse networks create different ways of thinking
  3. Are you courageous enough to abandon the past
    • They dont talk risk taking they do it
    • They align with people who think a little differently

How can her findings be applied within the educational context to improve schooling outcomes? 

You cannot learn leadership practices in one day seminars, leadership in the 21st century is centred upon change and anticipating the landscape. Diversity of thought and action means that our leadership teams are distinct leadership units where strength is found in the diverse skills and abilities of those in the team. We need to question the status quo and not be tied to traditional models or ways of being based upon the notion of ‘that is the way we have always done it’

How does this TED Talk connect to our leadership experiences?

It is important to foster links and networks with those stakeholders in our community. It is crucial to reach out to further networks of people in the pursuit of diverse ideas – cultural, gender, thinking, business, different education thoughts and perspectives. We must encourage diverse thought and ideas amongst staff and value diverse thought in members of the BoT. We need to ensure that leadership teams have collective skill in areas of leadership across all fronts (Marzano’s 21 aspects of leadership). Upon reflection I am not averse to looking to change our current successful practice in the pursuit of better ways of doing things. I see the rise of Maker Culture and Design Thinking as the next phase of curriculum development we need to consider, yet these are not on the radar of the majority.

What are your thoughts? What resonated with you? More importantly what didn’t and why?

Leadership

Learning from Robert Fritz

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Dealing with difficult times during change initiatives

We have all started the year focused upon a common goal. We have had alignment conversations that enable us to contribute to the vision of our schools. We have intent and now we are in the first part of the year where our actions reflect that collective purpose.

For many of us the strategic focus of our schools is around developing an aspect of school that we want to improve. This involves investigating our current practice, reflecting upon the results and planning actions that will lead us to a desired state that aligns to our collective vision. This sounds relatively simple yet our lived lives as school leaders tell us that it is easier said than done.

Reactive Tension drags us back to current reality
Reactive Tension drags us back to current reality

According to Robert Fritz there is a structural tension in any new venture. This is the tension between the vision and current reality. Reactive tension is those thoughts and feelings that drag us back to the current reality, the “things were ok weren’t they?” or “it is really hard this new thing – I want the old way!” thoughts. A Leader focuses upon creative tension to problem solve and negotiate around hurdles and obstacles in the drive toward the vision.

We have a desired state centred around reflection and feedback in our KnowledgeNET. Our desired state is one of student, teacher, parent feedback that evolves into a reflective dialogue about current learning and what needs to happen next. Four years ago we had paper portfolios called LiPS – Learning in Progress Samples (Our LiPS tell us about learning). These were huge folders of annotated samples that went home at the end of each term and were a massive workload for teachers. Active reflection is a key component of developing self monitoring, self regulating, self motivated learners and LiPS were partly meeting these needs.

The change to KnowledgeNET was a purposeful act designed to move us away from the current reality to a place of active reflection and feedback. It was hard. There were technical issues, there were implementation issues and there were competing mental models on the nature and purpose of assessment. These issues were at all levels of the school from staff, students, parents and board members. Learning something new is always difficult and new learning should be sustainable – after all as Pascale (1990) says “ideas acquired with ease are discarded with ease.”

The formative years of KnowledgeNET implementation were constant alignment conversations as people grappled with these issues. We focused upon collaboratively solving problems around the technical issues. We were clear about the desired end state of what we wanted to achieve and proactively communicated this to all stakeholders and asked for their input toward this end. As leaders we could have said “yes you are right it is too hard” but we focussed upon creating positive dialogue around the possibilities once we nailed implementation – imagine the conversations we will have about learning, imagine the type of student this will help develop. This focus on creative tension makes our initiatives sustainable thus imbedding them in the fabric of our classrooms, schools and communities.

Leadership

Starting the Year: Alignment

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Putting into practice your school vision and pedagogical goals from the first day of term

The start of the new school year brings new staff, along with numerous ideas and initiatives to try and directives and targets to meet. The challenge for leaders is to ensure that this energy, passion and wealth of new ideas align with the vision and strategic direction of the school. The key to the successful implementation of any initiative, goal or strategy is alignment. Alignment of people and resources requires deliberate acts of leadership that are centred on relationships.

Shared Development Of Mental Models

As leaders our job is to ‘keep the herd heading roughly west’ (Peters & Waterman, 1982). We must be vision focussed at all times and have a clear understanding of the ‘mental models’ that are required of ourselves and others. Mental models are defined as our values, beliefs and assumptions about the world that in turn drive our actions. Alignment is a crucial mental model in any organisation – we all know that you get further if everyone is paddling in the same direction. A leader (in the broadest sense) must focus on alignment of vision to everyday practice and this occurs well before day one of term.

LoP
Vision focus for maximum leverage

Daniel Kim’s Levels of Perspective (Senge et al, 1999), provides a useful model for leaders, helping them understand how to maximise leverage by developing key mental models that play a vital role in the realisation of the school’s vision and goals.

At Taupaki we have created a vision that we aspire to, extracted core values from this vision that we live by, and set in place a development cycle that addresses the mental models necessary to live in the school of our dreams. As leaders of learning it is our collective responsibility walk the talk in our everyday interactions. The process of changing mental models takes time.

Alignment Conversations

The value of co-construction of vision, goals, targets and actions cannot be underestimated in order to generate alignment. The more people that have a hand or say in the planning phases of the school year, the greater the cohesion.

Start of year meetings need to focus on the strategic goals not administrivia! Dialogue with teachers should be alignment conversations around how they are contributing to the vision of the school and how the school will contribute to their development. These conversations are incredibly powerful in gaining insight into teacher values and beliefs as well as opportunities to coach teachers in framing an inquiry into their professional practice. We have sought to do this at Taupaki by providing adequate time and space for these conversations to happen. We have found that including teachers in the planning phases of annual targets. Our focus (target) students are identified through data analysis and then strategies are co-constructed as a staff. This fosters a mental model of achievement being a collective responsibility.

“He aha te mea nui o te ao? He tangata, he tangata, he tangata!”

What is the most important thing in the world? It is people, people, people!

Māori Whakataukī (proverb)

References

Peters, T. J. & Waterman, R. H. (1982) In search of excellence: lessons from America’s best-run companies New York: Harper and Row

Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999). The dance of change – The challenges to sustaining momentum in learning organisations: A fifth discipline resource. New York: Doubleday.

 

Leadership

Mystery Teacher Only Day

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I thought I would try something a little different for one of our Teacher Only Days this year. The letter I send to all staff each year details the staff only days and what we want to cover. This year it said – Mystery Day (wear comfortable shoes) and that was it. The faces when we met the day before did show a little concern. I have often said we should do Paintball as a staff, or a High Ropes course. Those words ‘Comfortable Shoes’ had some a little uncomfortable.

A clue and a Public Transport Card
A clue and a Public Transport Card

At the end of our first Teacher only day each staff member was handed an envelope containing a clue, a Public Transport Card, Inner City Map, a coloured hair tie,  some chocolate, and a Bridge Climb Bungy Jumping brochure.

I hoped people would get in the spirit of things and the next day I was pleasantly surprised. Teachers made their way via ferry, bus, train and car pool to Britomart and their morning challenge began with finding their teams.

Great to see some Taupaki Tee Shirts too!
Great to see some Taupaki Tee Shirts too!

Once all the colours were grouped the task was handed out and the Taupaki Amazing Race began. I spent the morning wandering the streets watching where the teams were heading. I saw Conga Lines formed, Busking attempted, Photos with famous people snapped, Negotiations of high vantage points for photos. I saw smiling and I saw teamwork. Everyone arrived at the first checkpoint and I was amazed at the level of competition for the trophy!

National Library of NZ Auckland
National Library of NZ Auckland

The next phase was a little more sedate – a short bus ride to the National Library for a tour and a Digital Literacy/Citizenship session with Andrew Cowie thank goodness for Bean Bags in their Modern Learning Environment as the preceding race was a little tiring. The resulting dialogue will serve to give more background to our development of digital literacy in our children.

The afternoon saw another bus ride to The MindLab where we met up with Chris Clay for some programming using Scratch, then taking the digital to the physical with MaKey MaKey musical instruments using everyday objects. The creativity of the teams was superb.

The robotics challenges really tested the logic and problem solving skills. Teachers needed to program the robot to accept bluetooth commands from a remote control to then race around the grand prix circuit.

The final challenges saw teams programming their robots to be autonomous search and rescue machines that could grid search using photo-resistors. This produced a lot of frazzled brains yet some considerable success for some teachers who had never experienced programming or robotics! After a long day we settled in for some well deserved pizza and beverages!

So why the need for Mystery?

Well – apart from the fact that I like surprises – this was a lesson in what children in class experience when they have no idea what is in store for them. As teachers we need to remember what it feels like to have someone else organise and plan your day. Some of our staff would have absolutely hated this experience! Some jumped at it, others followed along. Some withdrew, others helped. I kept people in the dark because I wanted them to experience uncertainty and confusion and not because these are bad things but because they are necessary elements in learning. This was about people working with their colleagues doing completely random things! I bet Kim and Rochelle have formed a life long bond after busking with the Fresh Prince Rap (I must get that video online!).

I hope the team enjoyed their day. There are some MaKey MaKey kits on the way thanks to the team at Mind Kits and hopefully we can get them into an outdoor maker box as well as look at an interactive sensory sculpture… more fun ahead.

 

Leadership

Creative Commons and Schools

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Teachers share, it is in our nature! We are always creating resources, units of learning, planning, or innovative classroom ideas. With our passion for sharing comes the flip side – our quest for ideas or resources from others so that we can tweak them for our purpose.

What most teachers do not know is that we do not own the work, resources or ideas that we produce in the course of our everyday jobs in schools. It is the intellectual property of our schools (employers). This comes as a shock, the idea that we cannot legally share our work without the express permission of our School Boards.

This really wasn’t too much of an issue in pre-internet times but in a world of hyperconnectivity we need to be very aware of intellectual property rights in our everyday actions.

In 2013 we adopted a creative commons licensing approach to intellectual property produced in our school. Our teachers were sharing more on more resources online and connecting with a great many schools who were visiting us. It would have been a nightmare to seek permission from the board, more likely the school principal, every time a teacher or student wanted to share information.

A discussion paper gave enough background and information for the Board to see the need to move to this form of attribution. Key drivers in this decision were links we made to our vision in terms of collaboration and connectivity, as well as the advent of the Network for Learning.

The next step for us is to ensure that all resources we produce have an attached license. We also need to be proactive in collaboration by posting and sharing resources via WikiEducator. This will be a slow journey as moving to something new or different requires attention to changing our mental models. In order for sustainable change we must remember that slow is better.

For schools thinking about Creative Commons licensing have a look at this presentation Creative Commons for more information. Matt McGregor from Creative Commons Aotearoa is a great contact to make. If you are connected via twitter contact Matt via @CC_Aotearoa. Connect with other NZ educators who are committed to Creative Commons Mark Osborne, Andrew Cowie, Claire Amos or Otago based guru and champion of Open Education Resources Wayne Mackintosh.

With the Network for Learning Portal just around the corner school leaders need to revisit their intellectual property documentation. Creative Commons in Schools isn’t about abdicating responsibility and a copy anything approach. It is about acknowledgement, respect and attribution where the license is determined by the creators of amazing information, resources and ideas within our schools.