Module b a whole school approach unit b2 how to embed the whole school approach
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Module B: A Whole School Approach Unit B2 How to embed the whole school approach. Introductory lecture. A changed society – a complex society of choices. PunchStock/Frank Renlie. Learning organizations. Learning organizations do learn at individual-, group- and organizational levels

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Module B: A Whole School Approach Unit B2 How to embed the whole school approach

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Module b a whole school approach unit b2 how to embed the whole school approach

Module B: A Whole School ApproachUnit B2 How to embed the whole school approach

Introductory lecture


Module b a whole school approach unit b2 how to embed the whole school approach

A changed society – a complex society of choices

PunchStock/Frank Renlie


Learning organizations

Learningorganizations

  • Learning organizations do learn at individual-, group- and organizational levels

  • The single most important component is the individual. Without individual learning there will be no organizational learning


Strategic knowledge development creation

Strategic knowledge development/creation

  • Limited resources at a well situated community/municipality level will result in qualitatively more effective education than a flow of resourceswith no strategic plan of action

  • Strategic knowledge development at school level implies a plan, set by the management at each school, regarding the school’s knowledge development


Gap analysis

Gap analysis

Picture of the future

  • Develop a plan for filling the

  • knowledge gap:

  • Knowledge building

  • Employment

  • Hiring

  • Picture of the present:

  • Tasks analysis

  • Mapping existing competence

(Irgens, 2000, p. 138)


Implementation

Implementation

  • Implementation consists of the process of putting into practice an idea, program, or set of activities and structures new to the people attempting or expected to change (Fullan, 2001, p. 69)


Aspects of successful change

Aspects of successful change

  • Cooperation at district and school level

  • Complementary roles

  • Leadership

  • Ownership through involvement

  • Shared goals

  • Change through cooperation

  • Long term effort

  • Multifaceted measures


Head teacher s role

Head teacher’s role

PunchStock/Frank Renlie


Readines s for implementation

Readiness for implementation

  • The school’s ability to handle change

  • Involving the head teacher

  • Change has to be meaningful to all staff

  • The school’s capacity to engage and sustain continuous learning

  • Ability to choose the right project


Creating ownership

Creating ownership

priority

relevance

involvement

influence

organizing

Figure devised by Unni Vere Midthassel,

Centre of Behavioural Research, University of Stavanger


Long term effort

Long-term effort

  • Long term focus on school violence

  • Selfregulating and ongoing processes


Multifaceted measures at the same time

Multifaceted measures at the same time

PunchStock/Frank Renlie


Implementation1

Implementation

  • Implementation in order to realise program in schools has proved to be a challenging process

  • The key to successfulimplementation:

    • identify and overcome barriers


Resistance and barriers

Resistance and barriers

  • Four types of barriers in change processes in school

    • Psychological barriers

    • Practical barriers

    • Value and power barriers (Skogen, 2004, p.75)


Dealing with p sychological barriers

Dealing with psychological barriers

  • Coping with insecurity in systems and individuals

    • Mapping contextual conditions

    • Individual consultation

    • Information, information, information


Dealing with practical barriers

Dealing with practical barriers

  • Time

  • Resources

  • Ambiguous goals

  • System


Dealing with value and power barriers

Dealing with value and power barriers

  • Preventing influence of value and power barriers on the change process

    -build power as a leader of change

    - involve the head teacher/management


Resistance and barriers1

Resistance and barriers

  • Resistance is a complex and relative phenomenon

  • Time, knowledge, economics and the organization’s ability to cope with changes related to new responsibilitiesor tasks are important for innovation

  • Resistance depends on prior experience of change processes

  • Amount of problems in the initial phase and in innovation fatiguewill have an impact on change


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