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Leading Curriculum Change. John West-Burnham. Why Change?. From 19 th Century schools to 21 st Century education Learning for the 21 st Century The impact of information technology Social change Economic change A new political order Global warming. Educating for the 21 st Century.

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leading curriculum change

Leading Curriculum Change

John West-Burnham

why change
Why Change?
  • From 19th Century schools to 21st Century education
  • Learning for the 21st Century
  • The impact of information technology
  • Social change
  • Economic change
  • A new political order
  • Global warming
educating for the 21 st century
Educating for the 21st Century
  • From information to knowledge
  • From content to skills and qualities
  • Literacy and numeracy as the core

A new curriculum

  • Thinking, problem solving and decision making
  • Self management
  • Working with others, emotional literacy
  • Managing information, ICT
  • Creativity
developing a curriculum for the 21 st century
Developing a Curriculum for the 21st Century
  • Build on existing strengths
  • Empower teachers to use professional judgement
  • Rethink the learning process
  • Recognise the changing context of schools
  • See schooling as a cumulative process
levels of change
Levels of change

Shallow

Deep

Profound

fallacies in the management of change
Fallacies in the management of change
  • Change is linear
  • Change is predictable
  • Change can be controlled
  • Change can be managed
the 6i s
The 6i’s
  • Introspection
  • Investigation
  • Inclusion
  • Innovation
  • Implementation
  • Insight

Philadelphia School of the Future

Microsoft Innovative Schools Program

the qualities of change leaders
The qualities of change leaders
  • A commitment to personal change
  • Comfort with complexity and ambiguity
  • High moral confidence
  • A compelling vision
  • Interpersonal engagement
  • A willingness to challenge authority
  • Personal resilience and sustainability
change as an emotional experience
Change as an emotional experience
  • Investment in the status-quo
  • Life histories
  • Psychological contracts
  • Cultural imperatives
creating a culture for innovation
Creating a culture for innovation
  • Alignment on purpose and values
  • High trust – a learning community
  • Collaboration and interdependence
  • Openness to innovation and risk
  • Shared leadership
  • Celebration
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