Embedded Files
Ms. Vera's News
As a teacher, how would you mark a change in your school?
MY WHAT, HOW, WHY?
Knowing my what, my how and my why???
There is a reason behind every path taken. I can know where I want to end up, but it's more important to focus on the journey to really understand where I want to be. Following my introspective mindset on the way to my goal of innovation.
I think my "what" is based on something that all students should have the opportunity to experience. Empowering students with the skills, knowledge, and experiences to become lifelong learners. As a teacher I can make a difference in the lives of my students from an early age by teaching and showing them a love of learning and thereby making a difference in their present and future.
Engage students in learning opportunities that encompass choice, ownership, voice, and authenticity, creating for them a blended learning environment that addresses real-life situations and uses the technologies necessary to thrive in a world that Today we live in constant change.
I bet students think critically through reflection and connection along the way that will enable them to be productive citizens as well as become lifelong learners and growth mindsets over time.
I bet students think critically through reflection and connection along the way that will enable them to be productive citizens as well as become lifelong learners and growth mindsets over time.
When I engage these three words (what, how, why) I realize that I do it from my heart for the hearts of others, for all those teachers and administrators who believe in the power of education and in doing what is best for students. In other words, everything they do is based on a passion for what they do and how they do it. Since I’ve been a teacher, I have noticed that in addition to having and improving my growth mentality day by day, I feel that everything I do is done with passion because I enjoy all the learning processes that I transmit to my students.
Through blended learning and station rotations, in the book club I established in my innovation proposal, students have choice, ownership, and a voice through authentic learning activities that promote collaboration and exploration of the world around them.
Today I am creating life-long learners with the drive and skills to succeed not only in their professional arenas, but also in their personal arenas. When I think about why I accepted to be a teacher when I was already working as an administrator in my native country, I did it because I want to make a difference in the lives of children from an early age and help them love learning, offering both activities and a fun and comfortable environment to allow them to develop as apprentices of life. I feel that every day I strengthen that more in my heart, I understood that their future and our future as a society depends on it. I want to make a difference, and this is my great opportunity!
INFLUENCE STRATEGY
INFLUENCE STRATEGY
Influence is powerful in creating change, but it must be used effectively. Over the past few weeks, I have been learning about vital behaviors and leadership influences for my graduate program. After aiming for the heart, to change behavior, a leader must create a desired outcome, identify vital behaviors and influencers in the organization, and use the six sources of influence to increase the chances of success. This is not a quick fix; it is a process and a model for changing behavior in the center. Being able to identify these sources of change is very important as it will allow me to achieve a platform for real growth in education and achieve the goals set out in my innovation plan.
One of the vital behaviors that I seek to change is the lack of interest in my students towards the effective progress of reading, even addressing what could be making them unmotivated with their reading. For this reason, as part of my innovation plan, I suggested holding book clubs that are interactive, with activities utilizing both physical books from the library and electronic ones. I also suggested establishing an exclusive area in the library that would have everything necessary for students to have fun while participating in the reading club and thus obtain the desired results. In turn, this will allow me to measure how many students are willing to participate in the reading club.
In my school, the organizational influencers are established according to each area, we have a number of leaders, in charge of addressing all the specific issues that arise according to each requirement and in turn we have an administrative staff willing to support and help in any situation that present themselves, from the assistants, assistant principals to the school principal.
VITAL BEHAVIORS
OWNERSHIP
Teachers and administrators get involved in the combined learning method that is implemented in the reading club.
INTEGRATION
Teachers will integrate combined learning in the reading club curriculum.
COMMITMENT
Teachers will take responsibility with each other and share their progress, resources and experiences in the combined learning method for the reading club.
MEASUREMENT
Walkthroughs, classroom observations, discussions, and credentialing.
ORGANIZATION INFLUENCERS
Students participating in the reading club.
School's administration.
Curriculum and Instruction Specialist.
Leadership Team.
School teachers, and parents.
SIX SOURCES OF INFLUENCE
P
E
R
S
O
N
A
L
MOTIVATION
Benefits students to match the teachers' "why".
Benefits students to prepare for the future.
Create motivational clips outlining the plan for change.
Set up a process to allow for teachers to observe other teachers in action.
ABILITY
Offer classroom observations to provide real-time feedback to teachers.
One-on-one conferences are available.
Provide professional development through a badging program.
Discuss flaws/weaknesses and overcome them while maintaining a growth mindset.
S
O
C
I
A
L
Leaders establish relationships with adopters.
Share exemplary models of technology integration in the classroom.
Enlist the help of seasoned teachers to be the initial badge earners and mentors.
Find the opinion leaders to embrace the innovation and share perspective.
Reorganize everyone's prior knowledge.
Provide personnel to teach as a team with teachers implementing new technology tools.
Offer optional meetings for questions, support, and idea sharing.
Adopters can request student helpers for lesson support or leaders for real-time coaching.
S
T
R
U
C
T
U
R
A
L
Reward teachers who earn the most badges with extra technology tools to be used in the classroom.
Share success at school board meetings, on the school website, and in the newsletter.
Send high achieving teachers to a convention.
Relocate technological equipment not being used in certain classrooms, to other classrooms.
Work with campus administrators and budget to increase the number of devices per student ratio.
Technology team will establish and ensure reliable WI-FI in all district buildings.
Ensure that hardware in the classroom is functioning as it should.
Continue to reassess and address the growing demand for infrastructure advancements, including the placement of WI-FI access points in each classroom.
Installing 4DX
Executing Change
The 4 Disciplines of Execution (4DX) process and the Influencer Model work together to make changes happen while making it easier. The influence model creates the plan and 4DX makes the plan happen. The 6 sources of influence and the 4 execution disciplines are different models that don't exactly match, but they complement each other well as they both focus on driving change. Both processes increase the motivation and morale of the participants, use measurable terms of success, and focus on a small number of factors that lead to success. In addition, Influencer's desired outcomes match the 4DX MCI, and vital behaviors are similar to the predictive measures. In 4DX, predictive measures must be influenceable. All 6 influences can support 4DX because the model can influence the predictive measures. Using the 6 sources of influence with the 4 execution disciplines will result in successful behavior change.
So where are we now? We've developed an innovation plan, met with our top influences, and are now ready to create an execution strategy. To have the best chance of success in my plan, we will use the 4 disciplines of execution.
Focus on what is extremely important (get clear)
The more we narrow our focus, the more likely we are to achieve our goals. If we try to do too much at once, the whirlwind will drag us down. In the book club innovation plan, there are many possible goals, but there is one that would make a difference. This is what we will call our Very Important Goal (MCI). Our MCI can be developed as we continue this process, but it could be something like "By 2024, all book club students will use their new dedicated space in the library in addition to using both physical and digital books and will use it to learn and reflect at least twice a week".
We will also view this work as action research, and as such our research question is: "Do book club readers who build and collaborate with the book club thereby score higher on reading assessments? "
Law on Lead Measurements
“To achieve a goal you have never achieved before, you must do things you have never done before” -McChesney, Covey and Huling
There are two ways we can measure progress: delay measures and predictive measures. The delay measure will track the goal (destination), but the lead measures will be predictable and influenceable measures that lead to the MCI (on the way to the destination). We want to focus on predictive measures because this is where we will see the progress that leads to success.
* Measure of delay: 100% of the students of the reading club will use the exclusive space of the library, developing both the technological method and the conventional method.
*Lead measure: Digital learning is incorporated into at least 2 lessons per week.
*Lead measure: Practice reflection with students at least 2 times per week.
*Lead measure: Spend 30 minutes on book club development each week.
It can be modified based on team discussion.
Create a Compelling Scoreboard
Achieving our goal is winning, and part of winning will be reaching the highest score. Having the chance to win a game instead of just making a trade will help keep our team and our campus engaged. As a team, we will design and build a scoreboard to maintain and track lead and delay measures to show where we are and where we are going. It will be simple, visible and easy to read at a quick glance to determine if we are winning. We will discuss where to display it (possibly the PLC meeting room) and responsibilities for keeping it up to date at a later meeting.
I successfully used 4DX from last school year for a pre-star “Read-Athon” with students from each book club learning community, and used 4DX in book club for a fun STAAR test prep unit ( 102 of 103 students passed). I will use photographs and artifacts from those experiences to demonstrate compelling markers.
Create a Cadence of Accountability (Habits)
We will meet regularly in our MCI sessions and make personal commitments that will drive predictive measures. We will hold each other accountable for those personal commitments by reporting back to the next MCI session whether or not we meet those commitments, and then make new commitments for next week. This will lead us to be purposeful and efficient with our time and our actions. It's not about reaching the finish line or just checking a box once we get to the MCI. What will we do to maintain excellence? We will stay true to our weekly MCI sessions, setting new goals, determining new measures of leading and delay, changing the scoreboard, and making commitments accordingly. All of this will be based on our current successes, drawbacks, and efforts.
The 5 stages of change
Something that I have understood and have processed while maintaining a growth mindset is that change does not happen overnight, it is a process. This process has been divided by Covey, McChesney and Huling (2012) into the stages listed below, each of which plays a crucial role in ensuring that effective and lasting change occurs, especially within an organization.
Stage 1: Gaining Clarity
The leader and the entire team commit to working toward a new level of performance. Everyone becomes familiar with 4DX and therefore participates in the development of the MCI, lead measures, delay measures, and scoreboards. During this stage, we also commit to a meeting time that everyone agrees on and we begin to get the group excited to start our project. From here, we are ready to continue!
Stage 2: Launch
Here's our kickoff to the big game! This is where we move everyone towards our MCI. Ample commitment, collaboration, and motivation from the start will help steer the team in the right direction. I plan to hold a kickoff meeting to get everyone excited and on the same page. Launching a new initiative requires a lot of focus and energy, especially from the leader.
Stage 3: Adoption
In this phase, as the team begins to embrace the 4DX process, resistance begins to fade as enthusiasm builds. Team members are committed to working for MCI through the turmoil and will be excited and motivated as they begin to see our predictive measures effectively changing our delay measures.
Stage 4: Optimization
The team begins to shift to a 4DX mindset where they become more determined and committed to their work. This is because they are motivated by the results they are starting to see. We will regularly evaluate our scoreboard and if we are missing something we will make the necessary adjustments. At this point, hopefully we will have more and more faculty willing to step up and lead as role models as they begin to take ownership of their work.
Stage 5: Habits
When something becomes a habit, we feel the need to do it. We need to move forward and understand that it's not just about hitting the MCI, but the team will have created a new culture of excellent execution that will likely lead to the development of another MCI. It overwhelms us when we do not complete our tasks once they are habitual. “When 4DX becomes commonplace, you can expect to not only reach your goal but also see a permanent increase in your team's level of performance” (McChesney, Covey, & Huling, 2016, p. 112). This is the point at which we expect to see more than just behavioral changes; We strive to see a cultural shift towards great execution!
6 sources of influence with 4DX
The 4 Disciplines of Execution (4DX) process and the Influential Model can be used together to make change happen and perhaps lead to a more streamlined process. The influence model creates the plan and 4DX makes the plan happen. The 6 Sources of Influence and the 4 Execution Disciplines are different models that are not exactly the same, but they complement each other well as both focus on creating effective and lasting change.
Both processes increase the motivation and morale of the participants, use measurable terms of success, and focus on a small number of factors that lead to success. Additionally, the Influences desired outcomes match the 4DX MCI, and vital behaviors are similar to the predictive measures. In 4DX, predictive measures must be influenceable. All 6 influences can support 4DX because the model can influence the predictive measures.
Using the 6 sources of influence with the 4 execution disciplines will result in successful behavior change. To successfully implement my plan, I will start with Influencer to establish my behavior change plan and then use 4DX to effectively execute my plan for lasting results.
Self-differentiated leadership and bringing the organization change process together
Self-differentiated leadership and bringing the organization change process together
Organizational change is not something that happens overnight, nor is it something that can be decided and then never discussed again. There are organizations, as well as education, that have deep roots and it can be difficult to change the way things have been. It takes some innovators to come in and shake things up.
At first, there will be rejection and resistance, strong opinions, and if you're not careful, you may burn out before you have a chance to get the idea off the ground, which is what happens with even some of the best ideas. Now that I have created and backed up my innovation plan with research, my biggest hurdle now will be getting my colleagues to join me in using blended learning in the different clubs at school. I understand the things I will face, and in response, I have developed a strategy to help me deal with these challenges.
The first step in this process was to identify my WHY. Why do I do what I do? By taking a step back and reflecting on this, I was able to make a connection to my passion and my goals. Finding my Why gave me a clear vision of my goals and I think it will help me connect with others. When I discuss my innovation plan with others, it will be important to share my motivations and hopefully strike a chord with them to join in as well.
Another tool that will make a big difference when implementing change is the Four Disciplines of Execution. The 4DX model helped me identify a goal to work towards. When creating change, there may be dozens of goals you have, but if you're trying to achieve them all at the same time, you can't give each one the right amount of energy and they start to become a thing of the past. In this post, I talk about the whirlwind of everyday tasks (both professional and personal) that take up most of our time. Creating one or two Very Important Objectives (MCIs) will allow the leader to focus and not get caught up in the whirlwind. I discussed the importance of creating a scoreboard with the team to keep everyone motivated and identified how to keep everyone accountable by holding weekly meetings.
The next step in leading organizational change is to determine what behaviors and actions are needed to bring about the change. Determine what the desired outcome will be and what vital behaviors are needed to have the greatest impact that will help influence change. I've also pinpointed the most influential people so I know who can be my greatest asset as I continue with my plan. From there, looking at the six sources of influence: personal, structural, and social motivation, along with skills, will help maximize the plan.
The final step in my organizational change strategy was to familiarize myself with becoming a self-differentiated leader and develop the skills to be able to have crucial conversations. I explored the different steps to engaging in a crucial conversation and how to identify when you've engaged in one. A crucial conversation is one where the stakes are high (the education of the future generation), opinions vary (different teaching styles), and emotions run high (teaching is an exciting career). Conversations that involve these three things can fall apart quickly, but by being a self-differentiated leader and familiar with the steps of crucial conversations, I have a better chance of coming to a conclusion and maintaining working relationships, even if the conversations are difficult. There will be times when concerns and questions will arise from my colleagues. Some may be more resistant to change than others, some may not share the same enthusiasm as most, and some may not yet be willing to incorporate technology and blended learning into their classrooms. Implementing the Critical Conversations strategy will help me address these concerns. Crucial conversations with my colleagues will help them feel that they are involved in the process and that their ideas and opinions are important. These steps can be applied to any aspect of life and be beneficial.
Looking through each of the pieces in my organizational change strategy, you can see how they intertwine. The theme of identifying goals and motivations runs through all the sections, reinforcing the importance of having a clear picture of what you want before moving on to get others to join you. By using this strategy, I believe I will be better prepared for what lies ahead as I try to make a meaningful change.
In this course, Leading Organizational Change, I have come to feel confident in the plan I have developed, and am excited to see it continue to develop and begin to be implemented. I've already started to change the way my classroom works by incorporating my growth mindset plan, the way I talk to my students and colleagues, and the attention I pay to the many different aspects it takes to implement change. successfully. Change is difficult for many people, but I now recognize that in order to be successful with my blended learning initiative, I will need to address all aspects of change and rely on the resources I have developed in this course.
Contribution to My Learning and the Learning Community EDLD 5304
Reference
Brooks, J. G., & Brooks, M. G. (1993). In search of understanding: The case for constructivist classrooms. Alexandria, VA: Association for Supervision and Curriculum Development.
Cross, J. (2013, March 20). Three Myths of Behavior Change - What You Think You Know That You Don't: Jeni Cross at TEDxCSU. Retrieved October 15, 2016, fromhttps://www.youtube.com/watch? v=l5d8GW6GdR0
Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer: The new science of leading change. New York, NY: McGraw-Hill.
KEEP LEARNING!
Ms. Vera
Page updated
Google Sites
Report abuse