Uses of Learning Technology

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Everyone needs support when they take new risks
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Relationship Framework
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Relationship Model
0. Isolated 1. Known 2. Receptive 3. Reactive 4. P
roactive 5. Sustained 6. Mutually Beneficial
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Relationship Model - Student Support
1. Known Teachers get to know students and their families
2. Receptive Have frequent contact with students and show interest
3. Reactive Some positive support when requested, but sporadic
4. Proactive Support from individuals that take the initiative.
5. Sustained Fully supported from all individuals over time
6. Mutually Beneficial Mutually supportive learning community

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We Learn/We Teach Survey
Question Students Staff Question
School is a welcoming and friendly place 53 78 School is a welcoming and friendly place
Students respect teachers 26 89 Students respect me
Teachers respect students 37 99 I respect students
Teachers have fun at school 37 79 I have fun at school
Teachers encourage me to make decisions 57 95 I encourage students to make decisions
Teachers enjoy working with students 55 95 I am excited to be working with students
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In The Classroom
Classroom Mgt.
Rules
Power
Effectiveness
Risk Taking
Control
Teacher Role
Voice
Relationship Building
Negotiated With Respect Engaged Encouraged Positiv
e Reinforcement Source of Encouragement Private
Conversations
Mandated Without Question Passive and
Quiet Discouraged Negative Punishment Absolute
Attention Public Pronouncements
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Supportive RelationshipsSuccessful Practices

• Behaviors
• Initiatives
• Structures

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Supportive Behaviors

• Showing Respect
• Taking Interest
• Active Listening
• Frequent Contact
• Encouragement
• Avoiding Put Downs
• Displaying Student Work
• Writing Encouraging Notes
• Identifying Unique TalentsCelebrating
  AccomplishmentsServing As Role ModelUsing
  One-to-One CommunicationEncouraging Students to
  Express Opinions/IdeasCreating Inviting Classroom
  ClimateExhibiting EnthusiasmUsing Positive
  HumorStudents Praising Peers

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Supportive Initiatives

• Character Education
• Beginning of the Year Student Social Activities
• Team Building
• Mentoring
• Rewards, Recognition, Incentives
• Student Advocacy
• Advisement Program

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Supportive Initiatives, contd.

• Peer Mediation
• Students as Teachers
• Family, Community, Business Partnerships
• Service Learning
• Extra and Co-curricular Activities
• Sports Programs

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Supportive Structures

• Small Learning Community
• Alternative Scheduling
• Team Teaching
• Teacher Continuity
• School-based Enterprise
• Professional Learning Community

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Relationships
Relevance
Rigor
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Eugene White

• When you have high expectations, you have to
  have high support.

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Margaret Mead

• " Never doubt that a small group of citizens can
  change the world. Indeed it is the only thing
  that ever has.

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Rigor/Relevance - All
Why What How
Quadrant D Leadership
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Four Quadrants of Leadership
Decision Framework
Staff Involvement
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Four Quadrants of Leadership
DECISION FRAMEWORK
D
C
Anticipation Future-focused and Proactive
High
B
A
Preservation Rear View-focused and Reactive
Low
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Four Quadrants of Leadership
D
C
Top Down Hierarchy
Distributed Leadership
B
A
High
Low
STAFF INVOLVEMENT
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Four Quadrants of Leadership
DECISION FRAMEWORK
D
C
Culture-driven School
Struggling School w/ conflict
Anticip-ation
A
B
Rule-driven School
Tradition-driven School
Preserv-ation
Team
Individual
STAFF INVOLVEMENT
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Four Quadrants of Leadership
DECISION FRAMEWORK
D
C
Rapidly Improving
Islands of Innovation
Anticip-ation
A
B
Traditional Pockets of Success
Level or Declining
Preserv-ation
Team
Individual
STAFF INVOLVEMENT
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Four Quadrants of Leadership
Leadership Tasks
DECISION FRAMEWORK
D
C
Role Modeling Establish Expectations Hold
Individuals Accountable Grant Applications Assign
Jobs Share Vision Distribute Data
Support Prof. Learning Hold Celebrations Inspire
with Vision Work in Teams Hold Teams
Accountable Clarify Roles Analyze Data
Anticip-ation
A
B
Issue Procedures Do Close Inspection Issue
Orders Write Memos Reprimand Publicize Success
Coach Preserve Traditions Hire Qualified
People Share Best Practices Reduce Staff
Meetings Avoid Risks
Preserv-ation
Team
Individual
STAFF INVOLVEMENT
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Leadership for Rigor Relevance and Relationships
Resource Kit
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Change Model
Envision
Discover
Support
CHANGE
Create
Develop
Build
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Money, time and regulations are NOT true barriers

• They are symptoms of the attitudes of people!
  People are the only real obstacles. If we can
  change people, anything is possible!

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Leadership Activities
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If people are apathetic
Envision
Vision without action is a dream. Action without
vision is simply passing the time. Action with
Vision is making a positive difference. Joel
Barker
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If people are apatheticDream the Possible
Envision

• Focus on the future
• Dont lay blame
• Be Enthusiastic
• Keep Message Simple
• Repeat, Repeat, Repeat!

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If people are unproductive, with low morale
Discover
The real act of discovery consists not in
finding new lands but seeing with new
eyes. Marcel Proust
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If people are unproductive, with low moralefocus
on the competence of the organization
Discover

• Focus on the positive
• Reflect on what works well
• Ask What if questions
• Focus on and work from what is known

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If people are committed to status quo
Create
The goal isn't to live forever, the goal is to
create something that will. Chuck Palahniuk
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If people are committed to status quodesign
solutions through kaleidoscope thinking
Create

• Encourage divergent thinking
• Provide extensive information
• Allow open participation
• Recognize that it is okay
• to feel uncomfortable

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If people are confused or anxious
Build
"You lead today by building teams and placing
others first." Jeff Immelt
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If people are confused or anxiousforge a
consensus for change
Build

• Encourage convergent thinking
• Use consensus decision-making
• Give adequate lead time
• Be empathetic to human needs

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If people are fearful, frustrated, lacking
confidence
Develop
When you shift people's perceptions, their
actions follow." Rayona Sharpnack
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If people are fearful, frustrated, lacking
confidencecultivate the growth of people
Develop

• Use outside people to start
• Use inside people to carry out
• Use skilled communicators
• Get verbal commitment to change

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If people are tentative, slow implementors
Support
Some people change when they see the light,
others when they feel the heat. Caroline
Schoeder
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If people are tentative, discouragedsustain
people through implementation
Support

• Provide adequate resources
• Give recognition rewards
• Consider individual differences
• Expect results inspect progress

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Leadership Tasks
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Raising the Level of Rigor and Relevance
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Rigor/Relevance Framework
D
C
High
RIGOR
A
B
Low
High
Low
RELEVANCE
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Increasing Rigor and Relevance

• Rubrics
• Reading
• Reflective Thought
• Revision
• Research
• Resilience
• Relationships
• Reschedule
• Rejuvenation
• Rewards

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Increasing Student Engagement
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Engagement-based Learning and Teaching

• Build Relationships
• Reflect on Grading and Rewards
• Commit to Guiding Principles
• Practice Student Habits
• Develop Foundation Skills

Preconditions
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Engagement-based Learning and Teaching

• Design for Rigor/Relevance
• Personalize Learning
• Use Active Learning Strategies
• Have Literacy Focus
• Attend to Classroom Environment

Pedagogy
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Observation of Student Engagement Walkthrough
Checklist

• Observe
• Positive Body Language
• Consistent Focus
• Verbal Participation
• Student Confidence
• Fun and Excitement

• Perceive
• Individual Attention
• Clarity of Learning
• Meaningfulness of Work
• Rigorous Thinking
• Performance Orientation

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Lovers never send form letters.
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The Missing Ingredient
Purpose and Passion
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International Center for Leadership in Education,
Inc.
Nicole Hochholzer Email- nhochholzer_at_hotmail.com

• 1587 Route 146
• Rexford, NY 12148
• Phone [phone]
• E-mail - info_at_LeaderEd.com
• www.LeaderEd.com