Key Action Elements
Key Action Elements
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After using the OODA Loop framework to decide on what action will be taken for continuing learning, the teachers, staff, and stakeholders must regain trust in the administrating team and feel as if their emotional, social, and physical needs are being met "...to remedy concerns that school community members might have about returning to in-person instruction by seeking and incorporating input from administrators, teachers, parents, and labor unions during the development" (Ondrasek et al., 2021, p. 6).
(Tirado et al., 2020, p.8)
Credibility
Credibility
In an effort to let voices be heard, administrators should send staff climate surveys similar to those taken in Tirado et al. and allow staff to share stories, feelings, and challenges to reentering the school for in-person learning. Some of the questions asked included how teachers were willing to work and offered different preferences to returning in-person or a hybrid model (Tirado et al., 2020). "The Reopening of Schools Teacher Survey gathered valuable input needed by M-DCPS leadership. It provides a better understanding of the teachers' opinions and feedback regarding the reopening of the schools that can be utilized in the planning for the 2020-2021 school year" (Tirado et al., 2020, p. 1). Use the data from these surveys to drive decision-making in the OODA Loop or in general.
feasibility
feasibility
The plan for returning to in-person learning should demonstrate the administrators' commitment to action and planning. In order to create a feeling of feasibility, administrators and OODA Committees should share their decision-making process to be as transparent as possible so that stakeholders understand how the decision was come to and so that teachers and staff feel this is the right course of action to take. "Having the support from teachers when it comes to the reopening of schools is crucial and observations from other countries where schools have already reopened show that support and agreement for such decisions are associated with people’s attitudes toward public health, perceived impact on students learning, and ability to keep individuals safe when reopening" (Tirado et al., 2020, p. 12).
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Another element to consider is communicating to staff. Lispy Librarian Consulting (LLC) suggests using Microsoft Teams as an immediate communication tool rather than texting and calling with staff personal phones. Microsoft Teams is a quality communication tool because it can not only allow chat features but can allow users to make video and audio calls, host video meetings, and allow users to share their screens and present to meeting participants. Teams is a quality tool because it does not require users to sign up or create an account; users will use their educational domain accounts that have already been set up. Teams can also be used as a place where information is posted so that staff who does not frequently check e-mail can have an app on their cell phone to do so.
(Emmett et al., 2020).
sustainability
sustainability
Administrators should remember that decision-making is ongoing and must continue using what has been learned from the COVID-19 crisis to continue to evaluate the school climate as things change and make decisions that will aid in the progression of the students and good of the school and school community. Continuing to communicate and be transparent will help administrators to build trust and instill a sense of community where they may not have been one before. "By being readily available and helping employees give meaning to a crisis ('sense making'), leaders can build employee resilience and social capital with their people. Moreover, they can help connect employees to the organization and to one another and can help enhance social connection and affiliation" (Emmett et al., 2020).
personality
personality
To continue to make learning personal, administrators should model the same use of creating relationships with teachers and staff so that teachers and staff are more likely to feel appreciated and heard in their day-to-day whether in-person or virtual learning is taking place. " It would be a mistake to assume that the camaraderie that has sustained many employees early in the crisis will endure long term. Leaders need to take active steps to ensure continued relationship building, particularly for remote workers" (Emmett, et al., 2020). Teacher evaluations should continue as should professional learning.
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