a culture of continuous improvement – the team steve barkley november 2014
TRANSCRIPT
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A Culture of Continuous Improvement – the
TEAM
Steve BarkleyNovember 2014
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School Change
Source: Model developed by Stephen Barkley
Change in
Leadersh
ip Behavior
Change
in
PLC an
d Peer Coac
hingChan
ge in
Teac
hing Behav
iorChan
ge in
Studen
t Beh
avior
Studen
t
Achiev
emen
t
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What do you see in students that you place at each spot on this continuum?
Fear Attention Comfort Bored
Perception/Induction
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Big Idea A Focus on Results
Professional Learning Communities judge their effectiveness on a basis of results. Working together to improve student achievement becomes the routine work of everyone in the school. Every teacher-team participates in an ongoing process of identifying the current level of student achievement, establishing a goal to improve the current level, working together to achieve that goal, and providing periodic evidence of progress. (DuFour)
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Defining Student Achievement
End of Program Standards
____ 4 Advanced____ 3 Proficient____ 2 Basic____ 1 Intensive
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Initial Program Assessment
Pre Program Standards Assessment
6 4 Advanced 30 3 Proficient 10 2 Basic 2 1 Intensive
End of Program Standards
____ 4 Advanced____ 3 Proficient____ 2 Basic____ 1 Intensive
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Initial Program Assessment
Pre Program Standards Assessment
6 4 Advanced 30 3 Proficient 10 2 Basic 2 1 Intensive
End of Program Standards
15 4 Advanced 30 3 Proficient 3 2 Basic 0 1 Intensive
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What Assessments Along the Way?
October February April
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Looking At Student WorkWith a colleague or two at your grade level,• flip through the student
work, point out what you notice about students overall, in groups, individually.
• what questions emerge?
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Looking At Student Work
Considering your current assessment of the student work/performance and the importance of the learning standard, what goals would you be setting for groups and individual learners? (Shorter-term/longer-term)
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Looking at AssessmentsHow did the assessment inform your students?
How did the assessment inform you?
What questions did the assessment raise for you?
What are you going to be doing because of the assessment results?
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Big Idea Ensuring That Students
Learn The professional learning community model flows from the assumption that the core mission of formal education is not simply to ensure that students are taught but to ensure that they learn. This simple shift– from a focus on teaching to a focus on learning– has profound implications for schools. (DuFour)
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Teaching(Can be)
• Neat • Orderly • Sequential • Managed • Documented
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Learning(Often is)
• Messy • Spontaneous • Irregular • Non Linear • Complex
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Teaching(Can be)
• Neat • Orderly • Sequential • Managed • Documented
Learning(Often is)
• Messy • Spontaneous • Irregular • Non Linear • Complex
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Teachers Must StudyLearning and Student Work
Observe
ThinkExperiment
Create
Sta
ndard
s
Stan
dard
s
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Student BehaviorsWhat student behaviors need to be
initiated or increased to gain the desired student achievement?
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Student Behaviors
• Reading as choice• Writing• Finding problem to
solve• Researching• Asking Questions• Following a Passion
• Persevering/Effort• Working
independently and collaboratively
• Taking risk in learning• Using technology to
research and produce• Adapting to change
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Teacher BehaviorsWhat teacher behaviors are most likely to generate the desired student behaviors?
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Teacher Behaviors
• Teach the desired student behavior.
• Model the desired student behavior.
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Planning for Learning
From a whole class perspective…..What is important for students to experience or do to gain the desired student outcomes?
What teacher actions will instigate, promote, support, etc. those student behaviors and experiences?
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Planning for LearningWhat student behaviors and experiences are critical for the more advanced students? For the students whose skill level is less developed?
How will we as teachers individually and collaboratively provide for these learning opportunities?
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Big Idea A Culture of Collaboration
Educators who are building a professional learning community recognize that they must work together to achieve their collective purpose of learning for all. Therefore, they create structures to promote a collaborative culture. (DuFour)
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My Work
My Time
Design together
Implement individually
Shared responsibility for student
achievementHelping
each other
Modify Individual Behavior,
Consensus on implementation
Individual
Franchise Team
Vulnerability Trust
Vulnerability ACTION Trust
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Building Professional Capital(Fullan)
Professional capital has three components: human, social, and decisional. Human capital is about the qualities of individuals. Strangely, though, you can't accumulate much human capital by focusing only on the capital of individuals. Human capital must be complemented by social capital—groups working hard in focused and committed ways to bring about substantial improvements. Social capital can raise individual human capital—a good team, school, or system lifts everyone. But, as we often see in sports, higher individual human capital—a few brilliant stars—does not necessarily improve the overall team.
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Inattention to
RESULTS
Avoidance ofACCOUNTABILITY
Lack ofCOMMITMENT
Fear of CONFLICT
Absence ofTRUST
Patrick Lencioni, The Five Dysfunctions of a Team (Jossey-Bass), pg.97.
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Staying Focused
on Results
Building inAccountability
Establishing the Willingnessto Make Commitments
Learning to Work Through Conflicts
Building Trust Among Members
Patrick Lencioni, The Five Dysfunctions of a Team (Jossey-Bass), pg. 97
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Organizing GeniusWarren Bennis and
Patricia Ward Biederman
“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”
“The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”
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Collective CapacityFullan (2010)
The power of collective capacity is that it enables ordinary people to accomplish extraordinary things—for two reasons:
• knowledge about effective practice becomes more widely available and accessible on a daily basis
• working together generates commitment
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Collective Capacity Fullan(2010)
Moral purpose, when it stares you in the face through students and your peers working together to make lives and society better, is palpable, indeed virtually irresistible.
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Collective CapacityFullan (2010)
The collective motivational well seems bottomless. The speed of effective change increases exponentially. Collective capacity,quite simply, gets more anddeeper things done inshorter periods of time.
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