510 likes | 626 Views
Session Objectives. To better understand the beliefs, frameworks, standards for increasing student engagementTo review the compliance/commitment philosophical balance required for achieving and maintaining excellenceTo examine the role changes for becoming a learning organizationTo affirm the val
E N D
1. Creating System Capacities to Initiate and Sustain Improvements Grand Prairie ISD Strategic Planning SessionFebruary 15, 2005PresenterDr. John Horn Senior Associate, Schlechty Center for Leadership in School Reform
2. Session Objectives To better understand the beliefs, frameworks, standards for increasing student engagement
To review the compliance/commitment philosophical balance required for achieving and maintaining excellence
To examine the role changes for becoming a learning organization
To affirm the value of integrated strategic planning for capacity building
3. A word about the Schlechty Center for Leadership in School Reform Founded by Philip Schlechty in 1988
Author, educator, speaker, sociologist
Focused on enhancing student engagement Provides support for school leaders engaged in reform for continuous improvement
Sponsor of school & superintendent networks
A partner with Texas Association of School Administrators ---July 2004
4. America’s Success Story: Public Schools More students learning to higher levels than any time in our history
The perception of failure is augmented by the reality of future expectations
“Good Old Days” ???
5. United States Statistics for Adults (25+)
6. The Compelling Question from Texas School Leaders today is:
8. The GREAT SCHOOLS of the future will be those who: Depend on commitment, not compliance
Embark on a journey of changing the
School culture (beliefs, values, lore, norms, etc.}
School structures (Rules, roles, relationships}
Use standards, frameworks,and protocols
Develop systems and system capacities
Nurture engagement as the core business of schools
Cultivate leaders at all levels
12. Major Improvement Strategies of Recent Times: Develop strategic plans
Define and align the curriculum
Align the assessments
Buy or design and implement programs
Train teachers
Effective teaching practices -Classroom management-Using achievement data
Apply technology
Increase involvement activities
Collect and analyze achievement data
Enforce accountability requirements
Offer extrinsic incentives for performance
13. The FOCUS (Core Business) of schools must shift to …Creating interesting and engaging work for students on the content we want them to learn. More students must be more engaged more of the time
Students are in charge of their attention and commitment---not the teacher
Student attention, commitment and effort depend on the quality of the work that is given them to do
Consistency of work quality is determined by application of design standards
19. Profiles of Student Engagement—(The typical school system is designed for compliance and to exploit engagement.)
21. There are five ways that students respond or adapt to school-related tasks and activities: Engagement (High Attention and Commitment)
Strategic Compliance (High Attention and Low Commitment)
Ritual Compliance (Low Attention and Low Commitment)
Retreatism (No Attention and No Commitment)
Rebellion (Diverted Attention)
23. Engagement The student sees the activity as personally meaningful.
The student’s level of interest is sufficiently high that he persists in the face of difficulty.
The student finds the task sufficiently challenging that she believes she will accomplish something of worth by doing it.
The student’s emphasis is on optimum performance and on “getting it right.”
24. Students who are engaged: Learn at high levels and have a profound grasp of what they learn
Retain what they learn
Can transfer what they learn to new contexts
37. Assessing District Capacity
38. Assessing District Capacity
50. Alignment of Goals
52. Questions & Observations