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Rural Technology Leadership Academy

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Title: Rural Technology Leadership Academy


1
Rural Technology Leadership Academy
  • Sponsored by the
  • TARGET grant
  • Jerrie Smith Jackson, Ph.D.
  • Scott Walker, Sc.EdD.

2
Before everything else, getting ready is the
secret to success.
Henry Ford
3
Overview of Training
  • Organizational change and adoption of change
  • Building trusting relationships
  • Professional development context factors
  • Aligning TEKS and developing quality assessment
    tools
  • Designing your role to support the needs in
    meeting the campus technology plan objectives

4
Welcome to ACCESS!
  • The human side of change every technology, every
    process depends on people

5
The human side of change
  • Awareness and use of innate attributes to perform
    at highest levels of effectiveness
  • Individual growth before organizational change
  • Mediate resistance, generate enrollment
    commitment, and compress time frames

6
ACCESS! Circle Rules
  • Listen to the person speaking
  • Respect all comments
  • Share the time equally
  • Allow everyone a turn to speak
  • Speak or pass the choice is yours

7
ACCESS! Circle Procedure
  • Make sure ground rules are understood by all
    members
  • Introduce the topic or state the objective
  • Elaborate if topic needs clarification
  • Allow time for members to share their thoughts
  • Discuss and summarize conclusions and insights

8
Something that makes me especially happy
  • Discussion Question
  • What did you feel or experience as you shared
    or listened to others share?

9
I never had any failures just learning
experiences.
Thomas Edison
10
Objective Mindworks
  • Make connections with our experiences and new
    information
  • Understand how we respond to dynamic situations,
    shifting roles and responsibilities

11
What are the ten most important learnings in life?
  • A - If learned alone
  • C If learned in curriculum/school
  • O If learned with others
  • S If self motivated

12
Governing Principle
  • The mind is what the brain does mental
    information processing takes place largely
    outside of conscious awareness, with only the end
    products reaching consciousness.

13
Significant Points
  • The mind is what the brain does
  • The brain/mind complex is a powerful tool that
    influences every part of our lives
  • Application of Mindworks permits full use of our
    mental potential, total access to our personal
    resources and self-management

14
A Time I Achieved Something of Significance..
  • Discussion Question What role did your thoughts
    and vision of this accomplishment play in its
    achievement?

15
Begin with the end in mind.
Stephen Covey
16
Objective Images of Achievement
  • To identify how the planning stage of the change
    process improves personal effectiveness

17
Governing Principle
  • Everything is created twice, first mentally, then
    physically. The key to creativity is to begin
    with the end in mind with a vision and a
    blueprint of the desired result.

18
Significant Points
  • All successful endeavors must begin with a
    corresponding mental image
  • Clear and vivid mental images have inherent
    magnet-like power necessary for change or
    improvement
  • When the power of a mental image is activated, we
    are pulled toward successful achievement of our
    endeavors

19
One of my special possession
  • Discussion Question
  • How do our minds figure in determining the
    value of something to us?

20
We are what we repeatedly do. Excellence, then,
is not an act, but a habit.
Aristotle
21
Do not wish to be anything but what you are, and
try to be that perfectly.
  • St. Francis de Sales

22
Objectives Change
  • To understand the process of change and why we
    resist change
  • To be able to systematically plan for change

23
Who are the only people who like change?
Babies in wet diapers
24
It is important to recognize
  • change is a process that is accomplished by
    individuals and involves developmental groups and
    is highly personal. The focus should therefore
    be on individuals, the innovation, and the
    context of environment.

25
Effective change requires systemic planning
  • Using group resources
  • Identifying the problem
  • Goal and objective setting
  • Problem solving
  • Identifying alternatives
  • Selecting alternatives
  • Developing a program
  • Follow up and evaluation

26
Notes about Change
  • Change is a reality.
  • It is our nature to resist change.
  • People go to great lengths to avoid or resist it.

27
Resistance to Change
  • Dynamic conservatism -- the tendency of an
    organization to fight to remain the same
  • Donald Schon
  • For every force there is an equal force in the
    opposite direction
  • Newtons Third Law of Motion

28
Social System of Change
  • Ring structure
  • Periphery of the ring are those elements whose
    change requires the least disruption of the
    system as a whole
  • Center of the ring means reconstructing
    the entire system
  • Abraham Maslow

29
Concerns Based Adoption Model
  • Awareness (I'm not concerned about that.)
  • Informational (I would like to know more.)
  • Personal (How will this affect me?)
  • Management (I am spending all my time getting
    ready and doing this.)
  • Consequence (How is my use affecting children?)
  • Collaboration (How do I relate what I am doing to
    what others are doing?) and
  • Refocusing (I have some ideas about this that
    might work better).

Hord, Rutherford, Huling-Austin and Hall
30
A Belief Ive Had to Change
  • Discussion Question
  • How do our beliefs affect our perception of
    people and events around us? Our reactions?

31
In spite of everything, I still believe that
people are really good at heart.
  • Anne Frank

32
Objectives Belief Systems
  • To become aware of our beliefs
  • To understand how beliefs shape behavior so we
    can respond to situations and people

33
What role do beliefs play in our choices about
the things we do and dont do?
  • Belief systems are the root of all resistance to
    change and produce almost every conflict. For
    organizational success, we must mediate conflict
    and generate cooperation.

34
Governing Principle
  • To change behavior effectively, we must
    concentrate not on external things such as
    information, gadgets and methods, but rather on
    altering the belief systems and paradigms of the
    people who make decisions and do the work.

35
Significant Points
  • Beliefs govern all of our behavior
  • Belief Systems can be the greatest barrier or the
    most significant contributor to successful change
  • Understanding and modifying beliefs are vital to
    creating change
  • The limits of our successes are defined by the
    quality of our thoughts

36
What we believe about anything will determine our
attitude toward it, create our feelings, direct
our actions and, in each instance, help us to do
well or poorly, succeed or fail.
37
Your belief system explains what your limits are
not what the limits are. Belief systems limit
experience. Impossible things are things you
dont believe in.
  • James Fadiman

38
Objectives Comfort Zones
  • To understand that how we act and behave is
    determined by our comfort zones that match our
    picture of who we are

39
Governing Principle
  • We all have self-regulating mechanisms called
    comfort zones that correspond with the current
    picture or image we hold of ourselves
  • How we act, behave, or perform is determined by
    the comfort zone that matches the picture or
    image we have of ourselves

40
About Comfort Zones
  • Our comfort zone is defined by our beliefs and
    determines our flexibility and adaptability.
  • At the edge of our comfort zone, we experience
    distress and resist change in an attempt to
    return to the harmony of our comfort zone.
  • Understanding our comfort zones opens up
    creativity and influences individual and group
    performance.

41
Significant Points
  • Comfort zones relate to all aspects of our lives
    and exist at all levels in an organization
  • Comfort zones are determined by our beliefs and
    regulate our behavior
  • Recognizing and managing personal and group
    comfort zones is vital to successful change and
    key to personal and group effectiveness

42
Something thats Causing Me Stress.
  • What kind of feelings do we have when we are
    experiencing or thinking about one of our
    stressors?

43
We didnt all come over in the same ship, but we
are all in the same boat.
44
Objectives Human Traits
  • To understand each others behavior
  • To cooperate and work together
  • To enhance communication

45
What value is there to understanding human traits?
  • To develop deep personal understanding of our own
    Human Traits and those of others

46
Governing Principle
  • Whatever an organization is about, the active
    force is the people and people have their own
    will, their own mind, their own way of thinking
    and their own way of behaving.
  • People are different in fundamental ways they
    believe differently, they think, conceptualize,
    perceive and comprehend differently.

47
Human Traits
  • We are all unique and diverse
  • There is value and opportunity in diversity
  • Managing diversity is a key to leadership,
    change, and to personal as well as group
    effectiveness

48
Ways we are different
49
Ways we are the same
50
Differences Inflexibility, Intolerance and the
Need to be Right ALWAYS EQUALS CONFLICT
51
Once you say youre going to settle for second,
thats what happens to you in life, I find.
  • John F. Kennedy

52
Governing Principle
  • Your success or failure in anything, large or
    small, will depend on your programming what you
    accept from others and what you say when you talk
    to yourself. The brain simply believes what you
    tell it most. And what you tell it about you, it
    will create.

53
Reticular Activating System
  • RAS serves as a sophisticated clipboard -- helps
    us to prioritize and find things
  • RAS acts as a filter -- when we put up our
    antennae, we pay more attention to something

54
Reticular Facilitation
  • In order to act rather than react in our
    experience of change, we must manage (rather than
    be managed by) the reticular.
  • Reticular Facilitation allows us to harness
    creativity, secure adequate resources, and focus
    them on our individual and collective pursuits.

55
The human brain will do anything possible you
tell it to do if you tell it often enough and
strongly enough.
56
Inner Communications
  • We constantly communicate with ourselves.
  • Inner communication can be a negative or positive
    force in our personal and group pursuits
  • Managing and directing our Inner Communications
    is essential for personal and group effectiveness

57
A Success I Experienced Recently
  • How does ones success affect your willingness to
    try something new?

58
Killer Phrases
  • Organizational
  • Personal

59
By Just Paying Attention
  • Write down some of the affirming statements you
    hear between now and our next session
  • Write down some of the killer phrases you hear
    between now and our next session

60
A Positive Way I Acknowledge Myself
  • Discussion Question
  • What effect does self-acknowledgement have on
    us over time?

61
Give Schools an Even Chance
  • Everything is created twice first mentally, then
    physically. The key to creativity is to begin
    with the end in mind.

62
Something I Want to Achieve to Improve My
School/District..
  • If we can imagine a change in detail, why is it
    so tough to get it done?

63
Where we are Headed
  • Activate the Reticular
  • Create Mental Picture (Image of Achievement)
  • Assimilate the Image
  • Enrollment benefit and contribution

64
What We Want or Need
65
An Image of Achievement is
  • Positive
  • Present
  • Personal
  • Precise
  • Possible

The Five Ps
66
Our Image of Achievementfor _____ School
67
The future is not a gift it is an achievement.
  • Harry Lauder

68
Governing Principle
  • Meaningful and lasting change begins with
    personal and group enrollment
  • Enrollment is a matter of choice resulting from
    seeing ourselves in the vision as contributing to
    and benefiting from its achievement

69
Whats in it for me?
WIIFM?
70
Compliance vs. Enrollment
71
Access Circle
  • What can your campus and district do to
    increase the desire of its faculty and
    administration to really enroll or participate in
    its undertakings?

72
Vision without action is merely a dream. Vision
with action can change the world.
Unknown
73
Commitment
  • Commitment follows enrollment and requires
    meaningful and purposeful involvement
  • Commitment is the driving force behind change
  • Commitment opens the door to Creative Breakthrough

74
Creative Breakthrough
  • Creative Breakthrough is generated when we
    internalize the contrast between what is and what
    ought to be
  • Creative Breakthrough produces the highest and
    best expressions of individual and group
    creativity and permits realization of our
    creative potential
  • Creative Breakthrough coupled with Commitment can
    produce escape velocity

75
Escape Velocity
  • 25,000 mph to escape the gravity of the earth

76
Whatever we are doing it depends on people.
Restructure
Reform
People
Renew
77
Elements of Thinking and Learning
  • Qualitative
  • Quantitative

Focus of traditional classroom and current testing
Interest
Explicit
Relevance
Data Information Process proficiency
Excitement
Implicit
Enthusiasm
Seen as difficult to assess
Importance
Application
Required for Thinking and Reasoning
78
How I will feel when we succeed
  • What similarities and differences did you
    notice in the feelings we imagined?
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