four imperatives for leading a long-term, multi-institutional research project ies awardees...
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Four Imperatives for Leading a Long-Term, Multi-Institutional
Research ProjectIES Awardees Meeting—Sept 7, 2011
ST Math At Scale An Innovative Paradigm to Boost Math
Achievement Among All Learners Funding
US Department of Education, Institute of Education Sciences (IES)
Four years (2009-2013)
Participating Schools Approximately 50 low-performing elementary
schools in Orange County, California
ST Math Software Designed to develop deep intuitive
understandings of fundamental mathematical concepts: Fractions, proportions, symmetries, and functions
Video game metaphor Universally motivating
Activities challenge children to apply their spatial-temporal skills to solve problems.
The Collaborating InstitutionsUniv of California, Irvine
Michael E. MartinezAnnemarie ConleyGeorge FarkasJeneen GrahamMelissa KibrickDavid LeeJana LeyrerJennifer LongLindsey RichlandTeya RutherfordKaterina SchenkeNatalie Tran (CSUF)Elizabeth van Es
Mind Research InstituteAndrew CoulsonFran AntenoreAbby Daniels
Orange County Department of Education
Stephanie SchneiderLauren Duran
Imperative 1: Know That Each Institution Has Unique Strengths and Liabilities
Product Developer: The Demonstrated Efficacy of Its Product “It Works, Doesn’t It?”
County Department of Education: Political Goodwill with District Superintendents and Principals “Let’s Make This Work, But Not Rock the Boat.”
Research University: The Integrity of Research Our Mission is the Find the Truth. (And to Publish It!)
Imperative 2: Make Continuous Efforts to Keep Morale Strong Among All Participants
Things Will Go Wrong. Admit Fault and Take Criticism Graciously, Especially When It Comes From Your Institutional Partners. As a Project Leader Your “Cred” May Go Up.
Go Easy When Others Drop The Ball. Blame is Poison. This Is A Long-Term Effort. Do Good Work and Enjoy
It. The Two Are Synergistic. Give Credit and Recognition Liberally.
The Longer Term Product Is a Climate of Trust and Commitment.
Upshot The Project Leader Must Be an Analytic
Problem Solver, but Equally Important Must Build and Protect Morale.
Imperative 3: Be Alert To Emergent Opportunities A Long and Complex Project is Not Executed From
an Unalterable Master Plan. People Enter and Leave the Project; Some Strategies
Work, Some Don’t; The Political Landscape Changes. You May Find That The Project Picks Up Momentum
After the First Year. Momentum Can Build Along With Excitement’
Listen To New Ideas. Even if You are Skeptical, the Ideas of Project Staff
Can Bring Out Their Best Talents.
Upshot Always Use Resources to Maximize Good
Work While Staying True to the Original Questions and Objectives.
Imperative 4: Tolerate Project Splintering and a Degree of Chaos
A Complex Project Can Accommodate Offshoot Efforts that Capitalize On New Ideas and Talents. Those Offshoots Can Be Led By Knowledgeable
Participants, Whether Faculty, Students, or Staff. The Result May Be Several Subprojects That Can Yield
Multiple Papers or Presentations Each Project Year. The Project Leader Must Welcome Complex Activity.
A Degree of Conceptual (Not Logistical) Chaos is the Heart of Discovery. When the Project Staff Try Out New Ideas and
Explanations, the Project is Intellectually Optimized.
Upshot A Complex, Multi-Institutional Research
Project Can and Should Pursue a Complex and Dynamic Agenda.