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From entrenched position to new realities: Experiencing the processes. Workshop presented by: A/Prof. Dorothy Andrews, Joan Conway, Mark Dawson, Dr Mary Keeffe and Dr Marian Lewis. Leadership Research (LRI) University of Southern Queensland. http://ideas@usq.edu.au.

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from entrenched position to new realities experiencing the processes
From entrenched position to new realities: Experiencing the processes

Workshop presented by:

A/Prof. Dorothy Andrews, Joan Conway, Mark Dawson, Dr Mary Keeffe and Dr Marian Lewis.

Leadership Research (LRI)

University of Southern Queensland

http://ideas@usq.edu.au

slide2

Dynamic processes of school Improvement –Enhanced Outcomes and culture building

Aligning

Parallel Leadership

Shared Organisation – wide responsibility

Centered on the work of Teachers

Alignment of organisational elements

Crowther, Hann & McMaster (2001)

school improvement

School Improvement …

“… in a study of selected Australian schools that initiated and sustained significant improvement in student achievement it was conclusive that parallel leadership activates three processes that enable improvements to occur. The processes are schoolwide learning, culture building and a schoolwide approach to pedagogy.”

(Crowther, Hann & McMaster, 2001)

parallel leadership
Parallel Leadership

Principals and Teacher-Leaders

  • Shared purpose
  • Mutual trust
  • Individual expression
meta strategic role of the principal
Meta-strategic role of the principal

- Visioning process

- Identity-generation

- Alignment of organisational elements

- Distribution of power and leadership

- External alliances and networking

the role of the principal in enabling teacher leadership
The roleof the principal in enabling teacher leadership
  • Communicates a clear strategic intent.
  • Incorporates the aspirations and views of others.
  • Posesdifficult-to-answer questions.
  • Makes space for individual innovation.
  • Knows when to step back.
  • Creates opportunities from perceiveddifficulties.
  • Builds upon achievements to create a culture of success.

Crowther, Kaagan, Hann & Ferguson (2002)

slide10

Successful school revitalisation: the IDEAS way

The USQ IDEAS Team (September, 2004)

slide12

Principle 1: Teachers are the key

Principle 2: Professional learning is key to professional revitalisation

Principle 3: Success breeds success

Principle 4: No Blame

Principle 5: Alignment of school processes is

a collective school responsibility

slide13

I

PROCESS

D

E

initiating

A

discovering

Awareness

envisioning

S

actioning

sustaining

Awareness

slide14

The ideas process

-    initiating:How will we manage the process? Who will facilitate the

process? Who will record our history of the journey?

-discovering:What are we doing that is most successful? What is not

working as well as we would like it to?

-envisioning:What do we hope our school will look like in the future?

What is our conceptualisation of schoolwide pedagogy?

-actioning:How will we create a tripartite action plan? How will we work

towards the alignment of key school elements and processes?

-sustaining:What progress have we made towards schoolwide pedagogy?

What school practices are succeeding and how can we expand

them?

ideas processes
ideas processes….
  • Whole school thinking – “we are in this together –we are all on the same page”
  • Professional conversations – dialogue
  • Synergistic Thinking – creative process
  • Reflective Practice – professional inquiry
  • Making connections – internal networks and external networks
the workshop
The Workshop

Moving through the following sequence:

  • The challenge:

Creating new realities for your school: How do you build the capacity for change?

  • The creation:

New ways of thinking and acting: How do you challenge old patterns of thinking and acting and create new realities?

  • The connection:

Opportunities for networking: How do you build capacity for that enables the envisioning of new realities?

the challenge
The challenge:

Creating new realities for your school: How do you build the capacity for change?

Presenter: Marian Lewis

the creation
The creation:

New ways of thinking and acting: How do you challenge old patterns of thinking and acting and create new realities?

Presenter: Mark Dawson

the connection
The connection:

Opportunities for networking: How do you build capacity for that enables the envisioning of new realities?

Presenters: Joan Conway & Mary Keeffe

feedback questions
Feedback Questions:

Q1 What do you now know about the processes that enable you to facilitate movement from entrenched position to new realities?

Q2 What are the new realities? What do they look like?

workshop concluding comments
Workshop: concluding comments

The challenge: Enabling leadership & capacity building

The creation: Cognitive leadership – thinking in different ways

The connection: Images of a new professionalism

contacts
Contacts:

A/Prof Dorothy AndrewsDirector LRI

andrewsd@usq.edu.au

Joan Conway

conwayj@usq.edu.au

Mark Dawson

dawsonm@ usq.edu.au

Dr Marian Lewis

Marian.Lewis@ usq.edu.au

Dr Mary Keeffe

keeffem@usq.edu.au