Leveraging Leadership: Administrators & Technology

942 views

Published on

Presentation at PETE & C 2011 in Hershey, PA, and FETC 2011 in Orlando, FL (2/3/11); earlier presentation at PETE & C 2010 in Hershey, PA.

Published in: Education, Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
942
On SlideShare
0
From Embeds
0
Number of Embeds
70
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

  • Visit the wiki now...
    If you have a twitter account, please use that with the hashtag -- we can only approve 25 of you for unmoderated comments when directly commenting in CoverItLive.

  • Respond in CoverItLive
    or, if wireless fails, just raise your hands...
  • Those in the room, just raise your hands...
  • Facilitate and Inspire Student Learning and Creativity
    Design & Develop Digital-Age Learning Experiences & Assessments
    Model Digital-Age Work & Learning
    Promote & Model Digital Citizenship & Responsibility
    Engage in Professional Growth & Leadership
  • Facilitate and Inspire Student Learning and Creativity
    Design & Develop Digital-Age Learning Experiences & Assessments
    Model Digital-Age Work & Learning
    Promote & Model Digital Citizenship & Responsibility
    Engage in Professional Growth & Leadership
  • Facilitate and Inspire Student Learning and Creativity
    Design & Develop Digital-Age Learning Experiences & Assessments
    Model Digital-Age Work & Learning
    Promote & Model Digital Citizenship & Responsibility
    Engage in Professional Growth & Leadership
  • Facilitate and Inspire Student Learning and Creativity
    Design & Develop Digital-Age Learning Experiences & Assessments
    Model Digital-Age Work & Learning
    Promote & Model Digital Citizenship & Responsibility
    Engage in Professional Growth & Leadership
  • Facilitate and Inspire Student Learning and Creativity
    Design & Develop Digital-Age Learning Experiences & Assessments
    Model Digital-Age Work & Learning
    Promote & Model Digital Citizenship & Responsibility
    Engage in Professional Growth & Leadership
  • Visionary Leadership - inspire/engage/advocate
    Digital Age Learning Culture - ensure/provide/model/promote
    Excellence in Professional Practice - allocate/facilitate/empower
    Systemic Improvement - lead/recruit/collaborate/leverage/maintain
    Digital Citizenship - model/ensure/promote
  • Visionary Leadership - inspire/engage/advocate
    Digital Age Learning Culture - ensure/provide/model/promote
    Excellence in Professional Practice - allocate/facilitate/empower
    Systemic Improvement - lead/recruit/collaborate/leverage/maintain
    Digital Citizenship - model/ensure/promote
  • Visionary Leadership - inspire/engage/advocate
    Digital Age Learning Culture - ensure/provide/model/promote
    Excellence in Professional Practice - allocate/facilitate/empower
    Systemic Improvement - lead/recruit/collaborate/leverage/maintain
    Digital Citizenship - model/ensure/promote
  • Visionary Leadership - inspire/engage/advocate
    Digital Age Learning Culture - ensure/provide/model/promote
    Excellence in Professional Practice - allocate/facilitate/empower
    Systemic Improvement - lead/recruit/collaborate/leverage/maintain
    Digital Citizenship - model/ensure/promote
  • Visionary Leadership - inspire/engage/advocate
    Digital Age Learning Culture - ensure/provide/model/promote
    Excellence in Professional Practice - allocate/facilitate/empower
    Systemic Improvement - lead/recruit/collaborate/leverage/maintain
    Digital Citizenship - model/ensure/promote
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode
  • Watch the Gotchas...
    -Compliance Complex - preoccupation with meeting mandated goals
    -Accountability Prophylaxis - emphasis on test results instead of critical student learning
    -Reaction to Incidents - too little planning and preparing --> too much time in response mode




  • Fullen’s 8 principles of the Change Process
    But the rules of presentation dictate that this is too many items on a slide...
  • ...So we’ll just deal with 4 of them (can’t violate the presentation rules!)

    Vision and Strategic Planning Come Later (Premature visions and planning blind)
    Neither Centralization Nor Decentralization Works (Both top-down and bottom-up strategies are necessary.)
    Connection with the Wider Environment is Critical for Success (The best organizations learn externally as well as internally.)
    Every Person is a Change Agent (Change is too important to leave to the experts, personal mind set and mastery is the ultimate protection.) (pp. 21-22)













  • Let’s take a look back at some of Fullen’s points that we previously ignored -- two, in particular that relate to developing a vision...
  • That’s better -- only three items. The presentation police can stand down...

    You Can't Mandate What Matters (The more complex the change, the less you can force it.)
    Change is a Journey, not a Blueprint (Change is non-linear, loaded with uncertainty and excitement and sometimes perverse.)
    Vision and Strategic Planning Come Later (Premature visions and planning blind)


  • Too much discourse today looks like this. It’s not dialog and there’s no real communication going on.
    One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
  • Too much discourse today looks like this. It’s not dialog and there’s no real communication going on.
    One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
  • Too much discourse today looks like this. It’s not dialog and there’s no real communication going on.
    One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
  • Too much discourse today looks like this. It’s not dialog and there’s no real communication going on.
    One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
  • Too much discourse today looks like this. It’s not dialog and there’s no real communication going on.
    One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
  • And with the technology tools available, the range of our conversation is literally global. Start by listening, but do not hesitate to contribute. What you give will come back many fold...


  • Don’t try to do it alone...
    Not only do you need to develop and distribute leadership among your staff members,
    You need to develop your Personal Learning Network among fellow administrators to broaden your expertise...


  • Caveat:
    Use what works for you. If it’s contrived, it won’t be effective.
    Keep it simple. Start slow & small (unless you like the edge): e.g. email.
    DO: Develop a Personal Learning Network - read blogs, follow others on Twitter (Chris Lehmann, etc.)
    Handhelds - ICOT; LoTi Observer
  • One of several video clips on a wiki created this past summer by Tom and me - along with several other Apple Distinguished Educators. This clip features Andy Crozier talking about the importance of his personal learning network using Web 2.0 tools.


  • Respond to the poll in CoverItLive to indicate which of these would be a priority for you in your current situation or context.
    If you select “Other” in the poll, be prepared to share...



  • Leveraging Leadership: Administrators & Technology

    1. 1. Levering Leadership: Administrators & Technology Bill Dolton Adjunct Faculty, Wilkes University Ed.Tech.Consultant, William Dolton LLC Supervisor Educational Technology (retired), LMSD Tom McGee Educational Technology Specialist, LMSD Wednesday 9:15 am - 10:15 am Cocoa Suites 4/5 (160)
    2. 2. Your Participation Is Required • CoverItLive or 3 X 5 • Twitter Session Hashtag — #KL31 • Wiki: https://doltonroad.wikispaces.com/TechLeadership
    3. 3. What is your primary role? • Building Administrator • Central Administrator • Tech Director • Curriculum Director • Teachers, Other Educator • Regional, County, or State Personnel
    4. 4. Show of Hands • How many are involved in providing professional development for administrators? • How many know about ISTE’s NETS for Administrators? • How many use these to plan administrative professional development?
    5. 5. 2008 http://www.iste.org/Content/NavigationMenu/NETS/ForTeachers/2008Standards/NETS_for_Teachers_2008.htm
    6. 6. Facilitate Design & Develop & Inspire Model 2008 Promote Engage & Model http://www.iste.org/Content/NavigationMenu/NETS/ForTeachers/2008Standards/NETS_for_Teachers_2008.htm
    7. 7. 2009 http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
    8. 8. inspire, ensure, provide, model, promote engage, advocate allocate, facilitate, empower 2009 lead, recruit, model, collaborate, ensure, leverage promote http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
    9. 9. Leadership Traps
    10. 10. Compliance Complex Leadership Traps
    11. 11. Compliance Complex Accountability Prophylaxis Leadership Traps
    12. 12. Compliance Complex Accountability Prophylaxis RTI Leadership Traps
    13. 13. Compliance Complex Accountability Prophylaxis Reaction to Incident(s) Leadership Traps
    14. 14. Compliance Complex Accountability Prophylaxis (over) Reaction to (unplanned) Incident(s) (under) Leadership Traps
    15. 15. “Lead, follow, or get out of the way.” ~Thomas Paine http://www.flickr.com/photos/kiwinz/4012598129/ CC BY 2.0
    16. 16. Change Happens http://www.flickr.com/photos/zuctronic/526637118/ CC BY-NC-ND 2.0
    17. 17. Change Happens http://www.flickr.com/photos/seandreilinger/299307680/ CC BY-NC-SA 2.0
    18. 18. Change Happens http://www.flickr.com/photos/leww_pics/4360472392/ CC BY-NC 2.0
    19. 19. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a 7. Connection with the Wider Blueprint Environment is Critical for Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
    20. 20. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a 7. Connection with the Wider Blueprint Environment is Critical for Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
    21. 21. Change Process Develop & Distribute Leadership Lead the Conversation Model Appropriate Use Nurture the Vision
    22. 22. Change Process Nurture the Vision Lead the Conversation Develop & Distribute Leadership Model Appropriate Use
    23. 23. Change Process Nurture the Vision Lead the Conversation Develop & Distribute Leadership Model Appropriate Use
    24. 24. Nurture the Vision
    25. 25. Change Process 1. You Can't Mandate What Can’t 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a 7. Connection with the Wider Blueprint Environment is Critical for Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
    26. 26. Change Process You Can’t Mandate What Matters Change is a Journey, not a Blueprint Vision and Strategic Planning Come Later Michael Fullen, 1993
    27. 27. Your Turn... How can we nurture a strong vision and avoid mandating change?
    28. 28. Lead the Conversation
    29. 29. creative commons attribution: http://www.flickr.com/photos/ronsho/587483238/ creative commons attribution: http://www.flickr.com/photos/fchouse/2635218505/
    30. 30. listen
    31. 31. Your Turn... How do we facilitate a collaborative conversation that helps develop the vision?
    32. 32. Develop & Distribute Leadership
    33. 33. http://www.flickr.com/photos/mrsenil/3444429070/ CC BY-NC-ND 2.0
    34. 34. Your Turn... How can we empower teachers to take leadership responsibilities?
    35. 35. Model Appropriate Use
    36. 36. Tools • Email • Blogs • Twitter • Google Docs • Wikis http://www.flickr.com/photos/zakh/337938459 CC BY-NC-SA 2.0 • RSS Reader / Feeds • Handhelds for observation & data collection
    37. 37. Leadership 2.0 Wiki https://pln2lead.wikispaces.com/stories
    38. 38. Leadership 2.0 Wiki https://pln2lead.wikispaces.com/stories
    39. 39. Your Turn... How can administrators model appropriate technology use?
    40. 40. Still Your Turn... How do we share share the vision of effective leadership for technology with administrators who are not here? ...those not engaged with technology?
    41. 41. Re-Cap • Nurture the Vision • Lead the Conversation • Model Appropriate Use • Develop & Distribute Leadership
    42. 42. You Get the Last Turn... What other leadership strategies are critical in your current context?
    43. 43. KL312386
    44. 44. Act 48 Code for this session: KL312386

    ×