CREATING a CULTURE of LEARNING MOVING TOWARDS STUDENT-CENTERED LEARNING

NEW EXPECTATIONS ARE MAJOR SOURCE of TENSION for K-12

ORGANIZATIONS

First Source of Tension- New Expectations

• New Curriculums– Substantial Increase In Academic Rigor and Civic Achievement

– 4C’s (Collaboration, Communication, Critical Thinking, Creativity)

– Career AND College Ready

• On-Line Assessments– Substantial Increase in Student Academic Achievement and Progress

• Teacher / Principal Evaluations– Student Achievement Accountability

– 21stC Learning Methods Accountability

MARK PRENSKY

DIGITALIMMIGRANTS

DIGITAL NATIVES

Second Source of Tension- 21st Century Students

Prensky’s Two Types of People

• SOMEONE WHO REMEMBERS A TIME WHEN THERE WAS NO TECHNOLOGY

• SOMEONE WHO CANNOT REMEMBER A TIME WITHOUT TECHNOLOGY

DIGITALIMMIGRANT

DIGITALNATIVE

Digital Native Learning Expectations

• Visual- Spatial Preference• Learning in More – But Smaller Bits• Monitoring Several Dimensions At Once VS In-Depth In One• Need Interactivity and Collaboration as Meaning Making Structures• Expect to Connect With Each Other and Information Differently Than Us

Existing Teaching ModelThe Committee of Ten - 1892Distinguished University and College Leaders Define What Students Need To Prepare for College. - 8 Yrs of Primary and 4Yrs of HS - Specific Subject Matter By Grade Level.

+

The INDUSTRIAL SCHOOL MODEL

(Teacher Centered)

=

Carnegie Foundation 1906 –

John Dewey 1880 - 1905

Student As Social Being – Grouped By Age Cohort

Paid Pension of HS and College Faculty Who Provided Specific Qty of Contact Hours Over Four Years = Carnegie Unit

Resolution of Tension(Existing)

The INDUSTRIAL SCHOOL MODELANSWERS TENSION WITH

TEACHERS NEED MORE TIME WITH STUDENTS

Resolution of Tension(Future)

Data From Hundreds of

Studies, Demonstration

Projects, and For-Profit-Companies

And The Deeper

INDIVIDUALIZEDLEARNING PLANS

STUDENT- CENTEREDLEARNING

Flavors of Student-Centered Learning

• Interdisciplinary (STEM / STEAM)• Individualized Mastery Skill• Hands-On/Experiential Learning• Project/Task Based Learning• Collaboration / Discussions• Flipped Classroom, ETC …• Learning Communities• Hybrids and “Mash-Ups” of All

21st Century SCL is Complex

DELIVERYMETHODOLOGIES

DATA DRIVEN

EXPERIENCES

21st CENTURY SKILLS

BLENDEDLEARNING

NEW CURRICULUMS

DIGITALENVIRONMENT

How Do We Change Your Culture of Learning?

Peter Senge – The Fifth Discipline (Systems

Thinking)I FILLED MY GLASS WITH WATER.

English Is Linear – Therefore, We Think Linearly

REALITY

It Is A Feedback Loop System

Systems Thinking – Two Types of Structures

REINFORCING BALANCING

KNOWING WHERE TO PUSH TO ACCOMPLISH EFFECTIVE CHANGE IS CRITICAL

CREATING a CULTURE of LEARNING

MOVING TOWARDS STUDENT- CENTERED

LEARNING

IS A “SYSTEMS THINKING” APPROACH for CHANGING YOUR CULTURE OF LEARNING

Coherent Planning Process

POLICIES &PROCESSES

TECHNICALSUPPORT

SYSTEMS& LOOSEEQUIPMENT

INFRA –STRUCTURE

FACILITIES

PROFESSIONAL DEVELOPMENT

WHAT/HOW KIDS

LEARN

PEOPLETHINGS

PLACES

Underlying Principles

• EFFECTIVE – Has Positive Impact on Student Achievement• EFFICIENT - Improves Teacher Efficacy• SUSTAINABLE - Enables and Supports Long Term Change• CHANGE- If Thirty Percent (30%) of the Members of an

Organization Adopt Change – The Organization Changes

POLICIES &PROCESSES

TECHNICALSUPPORT

SYSTEMS& LOOSEEQUIPMENT

INFRA –STRUCTURE

FACILITIES

PROFESSIONAL DEVELOPMENT

WHAT/HOW KIDS

LEARN

How It Works

POLICIES &PROCESSES

TECHNICALSUPPORT

SYSTEMS& LOOSEEQUIPMENT

INFRA –STRUCTURE

FACILITIES

PROFESSIONAL DEVELOPMENT

WHAT/HOW KIDS

LEARN

• Identifies Seven Organizational Silos Impacting Student-Centered Learning

• Creates District Mission and Rubric for Learning, Aligning Organization

• Reviews Best Practices for Each Silo From Successful Districts

• Identifies Obstacles and Hindrances to SCL In Your District

• Prioritizes Impact of Those Obstacles and Hindrances

How It Works

POLICIES &PROCESSES

TECHNICALSUPPORT

SYSTEMS& LOOSEEQUIPMENT

INFRA –STRUCTURE

FACILITIES

PROFESSIONAL DEVELOPMENT

WHAT/HOW KIDS

LEARN

• Creates Strategies Addressing Obstacles and Hindrances

• Estimates Operational or Capital Costs to Execute Strategies

• Reconciles Operational or Capital Costs With Available Budget (5yr)

• Places All Activities Into Five Year Timeline

• Defines Conditions That Indicate Success Five Years From Now

End Result

POLICIES &PROCESSES

TECHNICALSUPPORT

SYSTEMS& LOOSEEQUIPMENT

INFRA –STRUCTURE

FACILITIES

PROFESSIONAL DEVELOPMENT

WHAT/HOW KIDS

LEARN

SCL ROADMAP Five Year Operational Plan

Explicitly Aligned to Your Needs

Explicitly Aligned to Your Operating / Capital Budgets

Moving a District From Where They Are Today to a Point Further Down The Path of Creating a Culture of Student-Centered Learning

QuestionsAnd

Dialogue