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Welcome! Effective Leadership for Promoting Culturally Responsive Practices Bulletin board at Verona High School . Goals and Outcomes. Learn strategies for examining your own values, assumptions and behaviors to ensure that the needs of all students are met.

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Welcome!Effective Leadership for Promoting Culturally Responsive PracticesBulletin board at Verona High School
goals and outcomes
Goals and Outcomes
  • Learn strategies for examining your own values, assumptions and behaviors to ensure that the needs of all students are met.
  • Learn about effective strategies and tools to help develop introspective skills that lead to becoming aware of one’s strengths and barriers to becoming culturally proficient.
  • Learn about guiding principles, standards, language and behavior necessary to value diversity.
  • Learn how culturally responsive leaders create the space for their communities to evolve from a deficit model of thinking and operating to an additive strength based model.
  • See examples of how leaders have looked inward to make changes required to be responsive to their community.
what is the goal of rti
What is the goal of RTI?
  • All students receive high quality, differentiated, culturally responsivecore academic and behavioral instruction
culturally responsive leadership
Culturally Responsive Leadership

Culturally Responsive Leaders display individual values and behaviors that enable them and others to engage in effective interactions/relationships among students, educators and the diverse communities they serve.

Lindsey, Robins, Terell, 2009

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“Cultural change is a much more difficult form of change to accomplish…It requires leaders adept at gaining cooperation and skilled in the arts of diplomacy, salesmanship, patience, endurance, and encouragement. It takes knowledge about where a school has been and agreement about where the school should go. It requires an ability to deal with beliefs, policies and institutions that have been established to buffer educators from change and accountability. It is a tightrope act of major proportion.”

Muhammad, 2009

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Do you know where you are going to?

Leaders need to know where they are in order to know where to go.

Culturally competent leaders are individuals who develop and enact a vision of schooling that truly addresses the needs of all students.They work to eradicate distorted notions and stereotypes about students of color, and create specific conditions and practices to address the needs of diverse students. (Smith, 2005, p. 28)

learn do become
Learn-Do-Become

If your actions inspire others to learn more, do more, and become more then you are a leader.

Quincy Adams

to become a culturally responsive leader one must adopt
To become a Culturally Responsive Leader one must adopt:

Behaviors that align with standards that move an organization or an individual towards culturally proficient interactions/relationships.

Lindsey, Robins, Terell, 2009

you set the standards
YOU set the “STANDARDS”
  • The Culturally Proficient School An Implementation Guide for School Leaders (2005) provides leaders with a set of standards for leadership behavior. The standards are as follows:
  • Standard 1 – Assesses Culture: NameYour Differences, Standard 2 – Values Diversity: Claimthe Differences, Standard 3 – Manages the Dynamics of Difference: Re-Framethe Conflicts Caused by Differences,
  • Standard 4 – Institutionalize Cultural Knowledge: Train About Differences,
  • Standard 5 – Adapts to Diversity: Change to Make a Difference. (Lindsey, et al, 2005, pp.88-98)
self regulation be the change that you wish to see in the world ghandi
SELF REGULATION“Be the change that you wish to see in the world.” Ghandi

Standard 1 – Assesses Culture: NameYour Differences

The first standard requires that a leader examine his/her own culture and how that culture affects others as well as learning about the cultures of others in the school. “To begin with yourself is an inside-out process of self-examination, evaluation, and awareness. In such a process you become self-conscious in the best sense” (Lindsey et al, p. 54).

will building what s my motivation showing interest confidence and drive to adapt cross culturally
“Will Building”What’s my motivation? Showing interest, confidence and drive to adapt cross culturally

Profile of a leader

with high “Will Building ”

skills:

Leaders with high “Will Building” skills are motivated and move to learn to adapt and lead in new and diverse cultural settings.

Leading with Cultural Intelligence, Livermore

name the differences
Name the Differences

Guiding Questions:

1. How would you describe the diversity in your current professional setting?

2. How do you react to the term “valuing diversity”?

3. How do you and your colleagues frame conversations about diverse learners?

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

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Two Educational SystemsThe patterns for how the senior members of a culture transmit their values, beliefs, behaviors to their offspring .

Formal:

The use of schools, books, and professionally trained teachers to educate youth.

Leading with Cultural Intelligence, Livermore

Informal:

The emphasis on wisdom passed to youth from extended family members, parents, and siblings.

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Self-reflection, the ability to critically analyze one‟sbeliefs, perceptions, values, judgments, and prejudices and how they relate to one‟s actions can move a practitioner on the cultural awareness spectrum toward cultural proficiency and into using culturally responsive practices.

assess culture name it actions
Assess Culture-Name It Actions

Essential Element Role of Teachers

  • Assess own culture and its effect

on students

* Assess the culture of

the classroom

  • Support students in discovering

their own cultural identities

Role of Site Administrators

  • Assess the culture of the site
  • Articulate the cultural

expectations to all who

interact there

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

leadership implications actions
Leadership Implications/Actions
  • Seek to understand the degree to which formal, academic research is valued as compared to conventional wisdom in the ways you motivate and negotiate staff, students and families in this work.
  • When seeking to advance a new idea or challenge a misconception, understand the primary source of socialization in a culture (eg. sage/elder wisdom versus academic research).
  • Identify places in the formal educational setting where values, themes, precepts and customs can be incorporated into the educational process?
  • Develop a plan for professional development opportunities and training programs for staff with an understanding of the educational systems and preferences of people from various cultures.
  • Some teaching methods may be very different or uncomfortable to individuals from certain cultures. Include strategies for developing a range of teaching strategies traditional, responsive and culturally responsive in the professional development plan.

Leading with Cultural Intelligence, Livermore

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Respect Others: Identify and respect multiple points of view by discovering commonalities and embracing differences amongst each other.

Standard 2 – Values Diversity: Claimthe Differences

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

claiming the differences
Claiming the Differences

Guiding Questions:

1. How does your school/district provide for a variety of learning styles?

2. How do you describe your own culture?

  • What are the unwritten rules in your school?

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

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Artistic SystemsA society’s approach to aesthetics in everything from decorative , art, music, and educational environment

Clear:

A preference for clean, tight boundaries that emphasize precision and straight lines.

Leading with Cultural Intelligence, Livermore

Fluid:

A preference for more fluid, indiscriminate lines with an emphasis on ebb, flow and flexibility.

value diversity claim it
Value Diversity- Claim It!!!

Essential Element Role of Teachers

  • Teach all subjects from a culturally inclusive perspective
  • Insist on classroom language and behaviors that value differences
  • Help students understand why things are done in a particular way when appropriate
  • Use a variety of visual aids and props to support student learning

Role of Site Administrators

  • Articulate a culturally proficient vision/mission for the site
  • Establish standards for holding teachers and staff accountable for the vision and success of all students
  • Create a leadership team to support the work
  • Analyze data to identify “underserved” student populations

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

leadership implications
Leadership Implications
  • Ensure bulletin boards, displays, instructional materials, and other visuals in the classroom/school reflect the racial, ethnic, abilities and cultural backgrounds represented by students.
  • Determine whether the color schemes and representations in your school/classrooms, literature need to be altered to validate and affirm various cultures.
  • Do students and families see representations of themselves and their work in various environments?
  • Learn about and use cultural icons (appropriate in a school setting) that are revered.
  • Beware of assuming that symbols or logos can be universally applied in all cultural contexts and understand that they may have various meanings.

Leading with Cultural Intelligence, Livermore

re frame the conflicts caused by differences
Re-Frame The Conflicts caused by Differences

Standard 3 – Manages the Dynamics of Difference: Re-Frame the Conflicts Caused by Differences

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

skill building plan strategizing and making sense of culturally diverse experiences
“Skill Building” plan Strategizing and making sense of culturally diverse experiences
  • Profile of a leader with high “skill building” skills:
  • Leaders with high ‘skill building” methods develop ways to use cultural understanding to develop a plan for new cross-cultural situations. These leaders are better able to monitor, analyze, and adjust their behaviors in different cultural settings. They are conscious of what they need to know about an unfamiliar culture.

Leading with Cultural Intelligence, Livermore

reframing the differences
Reframing the Differences

Guiding Questions:

  • How do you handle conflict in the classrooms/school based on language differences?
  • What skills do you possess to handle conflict?
  • Describe situations of cross-cultural conflict that may be based on historic distrust.

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

legal system the systems developed by a society to protect citizens rights
Legal SystemThe systems developed by a society to protect citizens’ rights.

Formal:

Informal:

Although less formalized, simple legal systems are still binding and are passed along through conventional wisdom. Citizens and visitors are presumed to understand and follow the rules.

Leading with Cultural Intelligence, Livermore

A very formalized system, which is chronicled in things like a written constitution and laws.

cultural behaviors spectrum
Traditional school norms

Low movement

Turn-taking

Quiet & rule-driven

Norms specific to

under-served students

High movement

Overlap

Preference for variation/spontaneity

Hollie

Cultural Behaviors Spectrum
manage the dynamics of difference re frame it
Manage the Dynamics of Difference-Re-Frame It!!

Essential Element Role of Teachers

  • Use conflicts as object lessons
  • Teach students a variety of ways

to resolve conflicts

Role of Site Administrators

  • Provide training and support

systems for conflict

management

  • Help faculty and staff

members learn to distinguish

between behavioral problems

and cultural differences

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

leadership implications actions1
Leadership Implications/Actions:
  • Recruit local expertise to aid you in negotiating and learning from community members, families and students about cultural norms/behaviors.
  • Take time to learn how to bridge and translate similarities/differences in rules and traditional ways of being.
  • Find out what unwritten practices should be used or avoided with school/district personnel(eg. overlap in voices when explanations/discussions are held).

Leading with Cultural Intelligence, Livermore

standard 4 institutionalize cultural knowledge train about differences
Standard 4 – Institutionalize Cultural Knowledge: Train About Differences

“A culture seeks an identity and strives to maintain its individuality and distinctiveness while recognizing the fibers that connect them to other cultures in more subtle ways” .

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

fill building what do i need to know understanding cross cultural issues and differences
“Fill Building”What do I need to know?Understanding cross-cultural issues and differences

Profile of a leader with high “Fill Building” skills:

Leaders high in “Fill Building” have a rich well organized understanding of culture and how it affects the way people think and behave. They possess a repertoire of knowledge in knowing how cultures are alike and different. They understand how culture shapes behavior.

Leading with Cultural Intelligence, Livermore

train about differences
Train about differences

Guiding Questions:

  • What do you currently know about the cultural groups in your school and in your community?
  • What more would you like to know about those cultures?
  • How do you and your colleagues learn about these cultural groups?

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

value systems
Value Systems

Individualism

  • Emphasizes “I” and individual identity. Prefers individual decisions and working alone.

Collectivism

  • Emphasizes “we” and group identity (eg. Family, work , group, organization, tribe) Prefers group decisions and working with others

Leading with Cultural Intelligence, Livermore

institutionalize cultural knowledge train about differences
Institutionalize Cultural Knowledge: Train About Differences

Essential Element Role of Teacher

  • Teach students appropriate language for asking questions about other people’s cultures and telling other people about theirs

Role of Administrator

  • Model and monitor culturally responsive practices for school wide and classroom

practices

The Culturally Proficient School An Implementation Guide for School Leaders (2005)

leadership implications1
Leadership Implications
  • Learn how to motivate your colleagues, students and families. Those coming from an individualist culture are likely to be motivated through individual incentives whereas those from collectivist cultures will be more motivated by seeing their work team succeed.
  • Those from individualist cultures need to understand the importance of long-term relationships and third-party connections when working with individuals from collectivist ones.
  • Those from collectivist cultures need to understand that a partnership with a family who operates from an individualist culture may well be developed primarily through one of two individuals.

Leading with Cultural Intelligence, Livermore

standard 5 adapts to diversity change to make a difference lindsey et al 2005 pp 88 98
Standard 5 – Adapts to Diversity: Change to Make a Difference. (Lindsey, et al, 2005, pp.88-98)

A school leader promotes continuous learning with his or her school and community colleagues to mitigate issues arising from differences in experiences and perspectives. The school leader changes the current way of doing things that acknowledge the differences that are present in the staff, students and families. They develop skills for intercultural communication and institutionalize cultural interventions for conflicts and confusion caused by the dynamics of difference.

slide37
“Skill Building”What behaviors do I need to adjust?Changing verbal and nonverbal actions appropriately when interacting cross-culturally
  • Profile of a leader with high “Skill Building” action:

Leading with Cultural Intelligence, Livermore

  • Leaders with high skill building action can draw on other three dimensions to translate their motivation, understanding and planning into action. They possess a broad repertoire of behaviors, which they can use depending on the context
low vs high uncertainty avoidance
Low vs. High Uncertainty Avoidance

Low Uncertainty Avoidance

High Uncertainty Avoidance

Prefers written rules, structure, and guidelines

Is uncomfortable with unstructured or unpredictable situations

Leading with Cultural Intelligence, Livermore

  • Prefers few rules, little structure, and few guidelines
  • Tolerates unstructured and unpredictable situations
adapts to diversity change to make a difference
Adapts to Diversity: Change to Make a Difference

Essential Element Role of Teacher

  • Learn own instructional and interpersonal styles
  • Develop processes to enhance your styles so that they meet the needs of all students
  • Help students to understand why things are done In a particular way

Role of the Administrator

*Examine policies and practices for overt and intentional discrimination and work to change current practices when appropriate

The Culturally Proficient School An Implementation Guide for School Leaders (2005

leadership implications2
Leadership Implications
  • When working with individuals with low uncertainty avoidance, work to minimize ambiguity and related anxiety about the future . Be explicit regarding objectives and deadlines.
  • Make modest proposals for continuous change of policies, practices and procedures that marginalize various groups with a well communicated strategy.
  • When working with individuals with high uncertainty avoidance, avoid being highly rigid. Invite staff, students and families into the “adventure” and in exploring the unknown.
  • Develop goals and implementation steps and deadlines for achieving them (who can do what, when, and how?).
  • Commit to an ongoing evaluation of progress (measuring outcomes) and be willing to respond to change (what does progress and success look like? What are the signs that will tell you that the organization is on the right track?).

Leading with Cultural Intelligence, Livermore

lead and change
Lead and Change

Leaders cannot wait! Their students need them to bridge home and school. Their students need them to “ask parents about dreams and aspirations for their children, what the school, in collaboration with the family and community, can do to help accomplish these goals. Their students need them to create an environment where they ALLhave opportunities for success.

(Nelson & Guerra, 2010, p. 64).

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Additional Resources

  • Boykin, A. W. (1994). Afrocultural expression and its implications for schooling. In E. R. Hollins, J. E. King, & W. C. Haymen (Eds.), Teaching diverse populations (pp. 243–256). Albany, NY: State University of New York Press.
  • Briscoe, R. V., Smith, A., & McClain, G. (2003). Implementing culturally competent research practices. Focal Point, 17(1), 10–16.
  • Finn, J. D., Gerber, S. B., Achilles, C. M., & Boyd-Zaharias, J. (2001). The enduring effects of small classes. Teachers College Record, 103, 145–183.
  • Kalyanpur, M. (2003). A challenge to professionals: Developing cultural reciprocity with culturally diverse families. Focal Point, 17(1), 1–6.
  • Losen, D., & Orfield, G. (Eds.). (2002). Minority issues in special education. Cambridge, MA: The Civil Rights Project, Harvard University & The Harvard Education Publishing Group.
  • Mehan, H., Villanueva, I., Hubbard, L., & Lintz, A. (1996). Constructing school success: The consequences of untracking low-achieving students. Cambridge, UK: Cambridge University Press.
  • Office for Civil Rights. (1992). Elementary and secondary civil rights survey, 1990. Arlington, VA: DBS.
  • Osher, D., Cartledge, G., Oswald, D., Artiles, A. J., & Coutinho, M. (2004). Issues of cultural and linguistic competency and disproportionate representation. In R. Rutherford, M. Quinn, & S. Mather (Eds.), Handbook of research in behavioral disorders (pp. 54–77). New York: Guilford Publications.
  • Osher, D., Dwyer, K., & Jackson, S. (2004). Safe, supportive and successful schools: Step by step. Longmont, CO: Sopris West Educational Services.
  • Rowe, M. B. (1987). Wait time: Slowing down may be a way of speeding up. American Educator, 11(1), 38–47.
  • Skiba, R. J., Michael, R., Nardo, A., & Peterson, R. (2000). The color of discipline. Bloomington, IN: Indiana Education Policy Center.
  • Solomon, D., Battistich, V., Watson, M., Schaps, E., & Lewis, C. (2000). A six-district study of educational change: Direct and mediated effects of the Child Development Project. Social Psychology of Education, 4, 3–51.
  • Tharp, R. (1989). Psychocultural variables and constants: Effects on teaching and learning in schools. American Psychologist, 44(2), 249–359.
  • Valenzuela, A. (1999). Subtractive schooling: U.S.-Mexican youth and the politics of caring. Albany, NY: State University of New York Press.
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Cultural

Destructiveness

Cultural

Blindness

Cultural

Competence

See the difference, understand the difference that difference makes.

See the difference, respond positively and affirmatively.

See the difference, stomp it out.

See the difference, make it wrong.

See the difference, act as if you don’t.

See the difference, respond inadequately.

Cultural

Incapacity

Cultural

Precompetence

Cultural

Proficiency

Cultural Proficiency

Cultural

Destructiveness

Cultural

Blindness

Cultural

Competence

Cultural

Incapacity

Cultural

Precompetence

Cultural

Proficiency

African American boys represent the majority of office referrals.

African American boys represent the majority of office referrals.

Recruiting students from populations under represented for extracurricular activities.

Recruiting students from populations under represented for extracurricular activities.

Why won’t these immigrants learn English?

Their culture does not value education.

Their culture does not value education.

I treat all of my students the same.

I treat all of my students the same.

We can’t all be fluent in Spanish, but we could learn some basics for communicating with parents.

We can’t all be fluent in Spanish, but we could learn some basics for communicating with parents.

Why won’t these immigrants learn English?

See the difference, make it wrong.

See the difference, stomp it out.

See the difference, act as if you don’t.

See the difference, respond inadequately.

See the difference, understand the difference that difference makes.

See the difference, respond positively and affirmatively.

Developed by the ETMA Network, AIMMS & MSDE