School Culture and Student Achievement

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• School Culture and Student Achievement
• Collaborative Conference for Student Achievement
• March 26, 2013

http//tinyurl.com/bseetlz
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Wiki

• http//region3pd.ncdpi.wikispaces.net

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NC State Board of Education Mission

• Every public school student will graduate from
  high school, globally competitive for work and
  postsecondary education and prepared for life in
  the 21st Century.

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Outcomes

• Common understanding of Change Style Indicator
• Identify your leadership style
• Understand the relationship between change and
  your leadership style and
• Use a change process and coaching to enhance
  school culture

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Can We Agree?

• To be actively involved
• Value differences
• Agree to disagree
• Listen

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Standard l Strategic Leadership
Summary School executives will create conditions
that result in strategically re-imaging the
schools vision, mission, and goals in the 21st
century. Understanding that schools ideally
prepare students for an unseen but not altogether
unpredictable future. The leader creates a
climate of inquiry that challenges the school
community to continually repurpose itself by
building on its core values and beliefs about its
preferred future and then developing a pathway to
reach it.
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Standard 1 Teacher Leadership

• Teachers lead the teaching profession.
• Teachers strive to improve the teaching
  profession.
• They contribute to the establishment of positive
  working conditions in their school.
• They actively participate in and advocate for
  decision-making structures in education and
  government that take advantage of the expertise
  of teachers.
• Teachers promote professional growth for all
  educators and collaborate with their colleagues
  to improve the profession.
• Teachers strive to improve the profession,
  contribute to the establishment of positive
  working conditions participate in decision-making
  structures and promote professional growth.

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• Why address change?

http//tinyurl.com/cosevcu
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Change Style Indicator (CSI)

• Assessment Instrument designed to measure your
  preferred style in approaching change and dealing
  with situations involving change

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CSI Does and Does not
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ConserversPragmatistsOriginators

• Change Style Preference

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Characteristics

• When facing Change, Conservers
• Deliberate, disciplined, and organized
• Maintains current structure
• Conventional assumptions
• Enjoy predictability
• Cautious and inflexible
• Details and the routine
• Tradition and established practice

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Characteristics

• When facing change, Originators
• Unorganized, undisciplined, unconventional and
  spontaneous
• Challenges current structure
• Challenge accepted assumptions
• Risk and uncertainty
• Impractical and miss important details
• Visionary and systems in their thinking
• Policies and procedures with little regard

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Characteristics

• When facing changes, Pragmatists
• Practical, agreeable, flexible
• Emphasizes workable outcomes
• Focused on results than structure
• Mediators and catalysts for understanding
• Open to both sides of an argument
• Middle-of-the-road approach
• Team-oriented

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Find your Change Style Indicator

• Which characteristics made you come to that
  conclusion?
• Discuss the characteristics with your colleagues.

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Think about how others see you, your
collaboration preferences, and in what ways must
you be creative to enhance collaboration with the
other styles

• Perception, Collaboration, Creativity

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Perceptions
Originators see Conservers as

• Dogmatic
• Bureaucratic
• Yielding to authority
• Having their head in the sand
• Preferring the status quo
• Lacking new ideas

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Perceptions

• Conservers see Originators as
• Divisive
• Impulsive
• Lacking appreciation of tested ways of getting
  things done
• Starting but not finishing projects
• Not interested in follow-through
• Wanting change for the sake of change
• Not understanding how things get done

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Perceptions

• Pragmatists can be perceived by strong Conservers
  and Originators as
• Compromising
• Mediating
• Indecisive
• Early influenced
• Noncommittal
• Hiding behind team needs

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Collaboration

• Conservers Prefer to keep current structure
  operating smoothly Focus on relationships
  Encourage building on what is already working
• Originators Prefer to challenge accepted
  structure Focus on the task Encourage exploring
  new possibilities
• Pragmatists- Prefer balanced inquiry Focus on
  shared objectives Encourage looking at the
  current circumstances

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Creativity

• Originators- Inspiration Conceptualize Initiate
• Pragmatists Perspiration Concretize Implement
  
• Conservers - Verification Refine, Follow through

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Reflection Time

• Which impacts you most about change?
• Perceptions
• Collaboration
• Creativity

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Whole Group Presentation
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CoerciveAuthoritativeAffiliativeDemocraticP
acesettingCoaching

• Leadership Styles

Adaptive from Goleman 2000, p. 82-83 (as
presented by Fullan)
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Leadership Style and Climate
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Table Conversations

• Discuss a situation currently dealing with-
  identify style most appropriate for the situation
  and will provide the desired outcome

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Leadership Style

• How does your leadership style hinder change in
  your organization?
• How does it serve as a bridge for change in your
  organization?

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When you change the culture, you have to go
slow, you have to educate, and you have to
explain what youre doing and for what reasons.
We started slow, and it became a cultural
norm. Clark Hults
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A Change Process
How can a climate be cultivated that is based on
genuine relationships that focus on authenticity
and care?
What is needed to understand change and help
others understand change?
How do we develop a culture that focuses on
development and use of knowledge to enhance
instruction and learning?
How can I make a difference in the lives of all
students? How can internal commitment be
obtained?
How can the team be guided through their
differences?
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Scenarios Activity

• Identify what you want to change and use coaching
  questions and tools for a positive change.

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Recognizing that there is a change style
indicatorLeadership style dictates how
situations are approachedRecognition of a
change process that leads to cultural norms and
improvements

• Practical Applications that Impacts Ability to
  Lead Cultural Change

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Resources

• 8 Forces for Leaders of Change
• http//tinyurl.com/cx7nvug
• Leadership That Gets Results
• http//tinyurl.com/d66lhyn
• Coaching Strategies Handout

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Contact Information

• Mary Russell, PD Lead Region 3
• Mary.russell_at_dpi.nc.gov
• Frances Harris-Burke, Regional Lead Region 5
• Frances.harrisburke_at_dpi.nc.gov