•Making your goal a reality

•Training to reach your goal

•Gather the Best Tools

•Observe and Study the Masters

•St. John’s Doctorate in Educational Leadership & Accountability

•Study with the Masters

•Research the best literature

•Theorists

•Thanks

Successfully completing a dissertation in Educational Leadership and Accountability can only be realized by receiving the best education, utilizing research-based literature and a lot of hard work. The portfolio process was very valuable because It helped me to synthesize and reflect upon the things that we learned throughout the program. The cohort model exposed me to educational leaders at every level. We had time to learn from each other, utilize each others strengths and collaborate to get our projects completed.

Dressage is not only a type of equestrian competition but a system of training. The word, in fact, comes from a French term that can be translated as "schooling" or "training". The discipline's precise movements are derived from the defensive maneuvers of the French cavalry of the early 19th century, a time when it was necessary to protect horse and rider on a crowded battlefield.

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dressage

St. John’s University Doctorate in Educational Leadership and

Accountability

Dr. Jonathan HughesDr. Jonathan HughesEDU 5721, EDU 5415, EDU 5665, EDU EDU 5721, EDU 5415, EDU 5665, EDU 78017801

Dr. Kevin McGuireDr. Kevin McGuireEDU 5103, EDU 5743, EDU 5571, EDU EDU 5103, EDU 5743, EDU 5571, EDU 57415741

Dr. Roxanne MitchellDr. Roxanne MitchellEDU 5105, EDU 7211EDU 5105, EDU 7211

DR. Frank SmithDR. Frank Smith

EDU 5420, EDU 5743, EDU 5571, EDU EDU 5420, EDU 5743, EDU 5571, EDU 57415741

Dr. Korynne Taylor-DunlopDr. Korynne Taylor-DunlopEDU 5990, EDU 7900EDU 5990, EDU 7900

Dr. Joan HughesDr. Joan HughesEDU 5721EDU 5721

http://www.stjohns.edu/

• Jim CollinsJim Collins

• Michael FullanMichael Fullan

• Deborah StoneDeborah Stone

• Bolman and DealBolman and Deal

•Level 5 LeadershipLevel 5 Leadership

•The Right PeopleThe Right People

•Brutal FactsBrutal Facts

•Hedgehog Concept – The Three CirclesHedgehog Concept – The Three Circles

•Culture of DisciplineCulture of Discipline

•Technology AcceleratorsTechnology Accelerators

•FlywheelFlywheel

•Preserve the Core/Stimulate ProgressPreserve the Core/Stimulate Progress

•Becoming a Level 5 leaderBecoming a Level 5 leader

•The Right People on the Right BusThe Right People on the Right Bus

•Getting to the truth.Getting to the truth.

•Which circle is the hardest to get right?Which circle is the hardest to get right?

•Culture of disciplineCulture of discipline

•TechnologyTechnology

•The Flywheel or the Doom Loop?The Flywheel or the Doom Loop?

•BHAGBHAG

ApplicationApplication

Four Phases of ChangeFour Phases of Change

Initiation Initiation – – Quality of innovations, Advocacy, External Change Quality of innovations, Advocacy, External Change AgentsAgents

Implementation Implementation – – Characteristics of Change, Local Factors, Characteristics of Change, Local Factors, External Factors.External Factors.

Continuation Continuation – – Change is built into the structure through Change is built into the structure through policy/budget/timetablespolicy/budget/timetables

Outcome Outcome - -

Active initiation and participation. Active initiation and participation. Pressure, support and negotiationPressure, support and negotiationChanges in skills, thinking and committed actionsChanges in skills, thinking and committed actionsOverriding problem of ownershipOverriding problem of ownership

Application:Application:

•Being able to work with “polar opposites”Being able to work with “polar opposites”

•Dynamic interdependency of state accountability and Dynamic interdependency of state accountability and local autonomylocal autonomy

•Combine individuals and societal agenciesCombine individuals and societal agencies

•Internal connection within oneself and within one’s Internal connection within oneself and within one’s organization and external connections to others and to organization and external connections to others and to the environment the environment

* * Fullan 1993Fullan 1993

The Struggle over IdeasThe Struggle over Ideas

“ “ Ideas are a medium of exchange and a mode of Ideas are a medium of exchange and a mode of influence even more powerful than money, votes and influence even more powerful than money, votes and guns. Shred meanings motivate people to action and guns. Shred meanings motivate people to action and meld individual striving into collective action. Ideas are meld individual striving into collective action. Ideas are at the center of all political conflict. Policymaking, in at the center of all political conflict. Policymaking, in turn, is a constant struggle over the criteria for turn, is a constant struggle over the criteria for classification; the boundaries of categories, and the classification; the boundaries of categories, and the definition of ideals that guide the way people behave definition of ideals that guide the way people behave (Deborah Stone, 2002)”(Deborah Stone, 2002)”

EquityEquitySecuritySecurityEfficiencyEfficiencyLibertyLiberty

Application:Application:

Nothing is linear. Policy making does not occur first by Nothing is linear. Policy making does not occur first by defining the issue, look at solutions based on data, select defining the issue, look at solutions based on data, select and refine solutions, then implementation.and refine solutions, then implementation.

•Equity Equity – Who are the recipients, what do – Who are the recipients, what do they get and how it gets done.they get and how it gets done.

•Security – Peoples needs prioritized.Security – Peoples needs prioritized.

•Efficiency – Effectively making change.Efficiency – Effectively making change.

•Liberty – Protecting individual liberties and preventing Liberty – Protecting individual liberties and preventing harm.harm.

Four FramesFour Frames

StructuralStructural – – This frame emphasizes efficiency and effectiveness.This frame emphasizes efficiency and effectiveness. “The assembly plant” - goals, specialized roles, formal relationships, goals, specialized roles, formal relationships, division of labor, rules, policies, procedures, and hierarchies.division of labor, rules, policies, procedures, and hierarchies.

Human Resources Human Resources – – This frame emphasizes the This frame emphasizes the individual. “The clan” -extended family, feelings, prejudices, individual. “The clan” -extended family, feelings, prejudices, skills, and limitations, tailor organization to people.skills, and limitations, tailor organization to people.

Political Political – – This frame emphasizes competition. “The This frame emphasizes competition. “The coliseum” -arenas, contests, jungles, interests compete for coliseum” -arenas, contests, jungles, interests compete for limited resources, conflict is rampant, bargaining, limited resources, conflict is rampant, bargaining, negotiation, coercion, and compromise. Problems arise negotiation, coercion, and compromise. Problems arise when power is concentrated in wrong place or when so when power is concentrated in wrong place or when so broadly dispersed nothing gets done.broadly dispersed nothing gets done.

Symbolic Symbolic – – This frame emphasizes meaning. “The shrine” -This frame emphasizes meaning. “The shrine” -cultural and social anthropology, tribes, theater, or carnivals, cultural and social anthropology, tribes, theater, or carnivals, cultures on rituals, ceremonies, stories, heroes, myths, cultures on rituals, ceremonies, stories, heroes, myths, organization is actors.organization is actors.

Application:Application:

StructuralStructural – – Structural leaders make the rational decision over Structural leaders make the rational decision over the personal, and strive to achieve organizational goals and the personal, and strive to achieve organizational goals and objectives through coordination and control. They value objectives through coordination and control. They value accountability and critical analyses. Specialization and division accountability and critical analyses. Specialization and division of labor are used to increase performance levels. Problems in of labor are used to increase performance levels. Problems in performance may result in restructuring.performance may result in restructuring.

Human Resources Human Resources – – Human resource leaders value Human resource leaders value camaraderie and harmony within the work environment, and camaraderie and harmony within the work environment, and strive to achieve organizational goals through meaningful and strive to achieve organizational goals through meaningful and satisfying work. They recognize human needs and the satisfying work. They recognize human needs and the importance of congruence between the individual and the importance of congruence between the individual and the organization.organization.

Political Political – – This type of leader value practicality and authenticity, This type of leader value practicality and authenticity, and strive to achieve organizational goals through negotiation and strive to achieve organizational goals through negotiation and compromise. They recognize the diversity of individuals and and compromise. They recognize the diversity of individuals and interests, and compete for scarce resources regardless of interests, and compete for scarce resources regardless of conflict. conflict.

Symbolic Symbolic – – This type of leader is very subjective, and strives to This type of leader is very subjective, and strives to achieve organizational goals through interpretive rituals and achieve organizational goals through interpretive rituals and ceremonies. They recognize that symbols give individuals ceremonies. They recognize that symbols give individuals meaning and help to achieve organizational purpose.meaning and help to achieve organizational purpose.

This doctoral program far exceeded my expectations in education.  The cohort model, the convenient location, the meeting times and most of all, the professors made my journey the best it could be.  I'd like to thank each of the professors for taking the time to deliver excellent and pertinent information throughout the courses that they taught.  Each brought their individual styles and expertise to the program.  I know I will need each of them as a resource in completing my dissertation and I foresee utilizing their counsel and advice throughout my career as an educational leader.  Thank you and bravo to: Dr. Jonathan Hughes, Dr. Frank Smith, Dr. Kevin McGuire, Dr. Roxanne Mitchell, Dr. Korynne Taylor-Dunlop and  Dr. Joan Hughes. Special Thanks to, first and foremost, my husband Bruce who is always there for me. Thanks to my family who continually asks me “are you done yet?” and to one of my best buddies Brigid Collins for sharing both laughter and tears together. Thanks to all of my colleagues in cohort 6 for weathering the storm of monthly classes and assignments. These are the times we can look back on and feel proud of our efforts to become the best we can be.  

Thank you, Susan A. MacDonald