School Culture and Student Achievement

Collaborative Conference for Student Achievement

March 26, 2013

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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

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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

Can We Agree?• To be actively involved• Value differences• Agree to disagree• Listen

Standard l: Strategic Leadership

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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.

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Why address change?

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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 notDoes Does notOffer 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

Conservers

Pragmatists

Originators

Change Style Preference

CharacteristicsWhen 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

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• 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

PerceptionsPragmatists can be perceived by strong Conservers and Originators as:•Compromising

•Mediating

•Indecisive

•Early influenced

•Noncommittal

•Hiding behind team needs

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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

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Creativity

• Originators- Inspiration; Conceptualize; Initiate

• Pragmatists – Perspiration; Concretize; Implement

• Conservers - Verification; Refine, Follow through

Reflection Time

Which impacts you most about change?

•Perceptions

•Collaboration

•Creativity

Whole Group Presentation

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CoerciveAuthoritative

AffiliativeDemocraticPacesetting

Coaching

Leadership Styles

Adaptive from Goleman 2000, p. 82-83 (as presented by Fullan)

Leadership Style and Climate

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  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

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A Change Process

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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

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• 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

• Mary.russell@dpi.nc.gov

• Frances Harris-Burke, Regional Lead Region 5

• Frances.harrisburke@dpi.nc.gov