Post on 23-Feb-2016
description
SDSSALeadership and Mass Customized Learning
Inevitable TOO!The total leader embraces the inevitable
July 16, 2013Chuck Schwahn
Schwahn Leadership Associateschuckschwahn@yahoo.com
www.masscustomizedlearning.com
Inevitable TOO!
Inevitable TOO!The Total Leader
Embraces the Inevitable
Chuck Schwahn and Bea McGarveySignificant contributions: Pat Crawford, Duff Rearick, and Jay Scott
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the meeting was, . . . Inevitable
What if every learner, came to school every day,
was met at their learning level, was challenged, was successful,
and looked forward to coming back to school tomorrow.
What if every learner, every hour of every day, was:
•Met at his/her learning level•Learned through their most
effective learning styles•Learned concepts through
content of interest to him/her•Saw relevance in what he/her
was learning.
Well, today it’s possible.We need vision and
courage, but, it’s doable!
Strategic Design
Strategic Direction•Beliefs/Values•Mission•Exit Outcomes•Vision
Strategic Alignment•People•Practices•Processes•Structures
Leadership 101
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STRATEGIC DESIGN Requires
STRATEGIC DIRECTION Requires
STRATEGIC ALIGNMENT Requires
AUTHENTIC LEADERS Who DEFINE PURPOSE
VISIONARY LEADERS Who FRAME VISION
RELATIONAL LEADERS Who DEVELOP OWNERSHIP
QUALITY LEADERS Who BUILD CAPACITY
SERVICE LEADERS Who ENSURE SUPPORT
TOTAL LEADERS Creating
PRODUCTIVE CHANGE
+
+ + + +
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Key Domains of Total Leaders
VISIONARY Vision
AUTHENTIC Purpose
RELATIONAL Ownership
QUALITY Capacity
SERVICE Support
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The TOTAL LEADER for Productive Change
TheAuthentic
Leader
TheVisionary
Leader
TheCulturalLeader
TheQualityLeader
TheServiceLeader
The TOTAL LEADER for the MCL Vision
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The TOTAL LEADER for the MCL Vision
TheAuthentic
Leader
TheVisionary
Leader
TheCulturalLeader
TheQualityLeader
TheServiceLeader
DEFINES theREASONfor MCL
FRAMES the PICTURE
of MCL
DEVELOPSOWNERSHIP
for MCL
BUILDSCAPACITY
for MCL
ENSURESSUPPORT for MCL
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The TOTAL LEADER for Productive Change
AuthenticLeadership
VisionaryLeadership
CulturalLeadership
QualityLeadership
ServiceLeadership
“MCL hasmeaningfor me!”
“MCL is clear, exciting, doable, INEVITABLE!”
“I want to be part of making MCL a reality!”
“I (we) canMake MCL a
reality!”
“Our leadersare really helping!”
Who Total Leaders ARE as they Manage the Mass Customized
Learning Vision.
OPENNESS HONESTY TRUSTWORTHINESS
VISION COURAGE
INTEGRITY
Leadership
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Without TRUSTthere can be no realEMPOWERMENT
and effective, efficient, and healthy organizations empower everyone . . .
INTENTIONALLY!
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From TRUST to EMPOWERMENT:1. When you have personally accepted the MCL
Vision . . . 2. I will TRUST you to use your best instincts
and strategies to make MCL a reality for learners . . .
3. I will support what you do . . . tell me what you need . . .
4. I will understand and accept “good shot failures” . . .
5. Count on me to “have your back!”
What Total Leaders DO when they Manage the
Mass Customized Learning
Vision.
STRATEGIC DESIGN Requires
STRATEGIC DIRECTION Requires
STRATEGIC ALIGNMENT Requires
AUTHENTIC LEADERS Who DEFINE PURPOSE
VISIONARY LEADERS Who FRAME VISION
RELATIONAL LEADERS Who DEVELOP OWNERSHIP
QUALITY LEADERS Who BUILD CAPACITY
SERVICE LEADERS Who ENSURE SUPPORT
TOTAL LEADERS Creating
PRODUCTIVE CHANGE
+
+ + + +
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Essential Elements of Mass Customized Learning
• What differentiates MCL from other change efforts
• or, You are not doing MCL unless . . .
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If you study the research of the best practicesof the most effective out-of-date schools,
And then combine that research into ameta-analysis of the most effective practices
of out-of-date schools,
You will end with a convincing list ofbest practices
of the best out-of-date schools.
Schwahn and McGarvey
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How the Inevitable: MCL Vision is Unique
1. NO Industrial Age, Assembly Line2. How is the Learner Outcome Best Learned3. Intrinsic Learner Motivation4. Learner and Professional Role Changes5. Accepting of Cross-Industry Learning6. Technology as Transformer of School
Structure7. ePortfollio Management System
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You have replaced the Bureaucratic, Industrial Age,
Assembly Line delivery of instruction with a
“MCL compatible” system
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You BEGIN with the learner in mind . . . at center . . .
That is: You ask the questions:1. Who is walking through our doors?2. What “future” will our learners encounter when they
leave our system?3. How is this “Learner Outcome” best learned?4. And therefore, how do we structure our learning system?
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Your extrinsic “learner reward” system has been replaced by natural intrinsic
learner motivators.1. Meeting the individual learner at his/her learning
level2. Allowing for individual learning styles
3. Learning through content of high interest4. Learning that is clearly relevant to life
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Role/Mindset Changes• From Students to Learners
• From Teachers to Learning Facilitators• From Lone Ranger to Team Member• From Worker to Professional
• From Principal as Manager to Principal as Leader
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You, and your system, are open to, accepting of, and searching for
Cross-Industry Learning opportunities
1. Who is customizing their products and services to individual customers and clients?
2. “How do they do that?”3. What implications might this technique, strategy, or system
have for education, for Mass Customizing Learning?
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You and your system embrace TECHNOLOGY as TRANSFORMER
That is, you see technology as serving two important functions:
1. Technology as Teacher . . . for those learner outcomes best learned via technology
2. Technology as Transformer . . . allowing school systems to be restructured and transformed into modern learning communities
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ePortfolios serve as the learning community’s Management System• Assessment of Learner Outcomes for Individuals
• Learner Permanent Achievement Record• Learner Attendance Records
• Grouping Learners with Similar Needs• Reporting and Communicating with Parents
• System Accountability to Community• State Reporting Data???