Cffbc 2010


Published on

Keynote for Classrooms for the Future PA Coach Bootcamp

Published in: Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • How a knowledge and learning culture was successfully developed using Communities of Practice (CoP)
    Most users were familiar with distribution lists – e.g. newsletters and e-bulletins. In fact over 30,000 local government employees subscribe to the IDeA e-bulletin.
    There were also users familiar with using forums – the IDeA web site supports a large number of fairly active forums. But these are not ‘communities of practice’. Certainly there was an element of collaboration using the forums, but there was no concept of trust or transparency, and no access to a common (domain-specific) library of material. The website itself was designed as a broadcast medium (Web1.0) and not as a resource to enable connections to be made between users.
    The key to moving forward was to develop a compelling business case that would emphasise the enormous potential that could be gained by encouraging connections with and between users and allowing the conversations to flow.
    So, it was one final step to developing the concept of a ‘community’, which would encourage greater collaboration through a variety of social networking tools and social media applications. The early adopters – as you will probably guess – are those who were already familiar with forums and maybe even social networking sites (Myspace, Facebook, Flickr etc.)
  • With project-based learning, students work individually and in groups. They are constructors of knowledge. Children become collaborators building understanding.
  • Cffbc 2010

    1. 1. Housekeeping Paperless handouts Sheryl Nussbaum-Beach Co-Founder & CEO Powerful Learning Practice, LLC President 21st Century Collaborative, LLC
    2. 2. Learning by Wandering: The Next Generation To explore strange new worlds To seek out new life and new civilizations To boldly go where no man has gone before With tools that make it mad, crazy easy to do so! Re-enactment in Second Life ---------
    3. 3. Congrats on contextualizing and mobilizing what you are learning! How will you leverage, how will you enable your teachers to leverage- collective intelligence in their classrooms? You can’t go back… When we make our learning transparent, we become teachers.
    4. 4. Native American Proverb “He who learns from one who is learning, drinks from a flowing river.” . Sarah Brown Wessling, 2010 National Teacher of the Year Describes her classroom as a place where the teacher is the “lead learner” and “the classroom walls are Lead Learner
    5. 5. “Direction-not intention- determines our destination.” Andy Stanley Are your daily choices as a 21st Century coach taking you and your learners in the direction you want to go? Principle of the Path
    6. 6. Web 1.0 Web 2.0 Web 3.0 We are living in a new economy – powered by technology, fueled by information, and driven by knowledge. -- Futureworks: Trends and Challenges for Work in the 21st Century
    7. 7. It is estimated that 1.5 exabytes of unique new information will be generated worldwide this year. That’s estimated to be more than in the previous 5,000 years. Knowledge Creation
    8. 8. For students starting a four-year education degree, this means that . . . half of what they learn in their first year of study will be outdated by their third year of study.
    9. 9. Shifting From Shifting To Learning at school Learning anytime/anywhere Teaching as a private event Teaching as a public collaborative practice Learning as passive participant Learning in a participatory culture Learning as individuals Linear knowledge Learning in a networked community Distributed knowledge
    10. 10. Photo credit: Alec Couros What does it mean to be a connected learner with a well developed network? What are the advantages or drawbacks? How is it a
    11. 11. Inclination toward being open minded Dedication to the ongoing development of expertise Creation of a culture of collegiality- believing that "None of us is as good as all of us" and that the contributions of all can lead to improved individual practice Willingness to be a co-learner, co- creator, and co-leader Willingness to leaving one's comfort zone to experiment with new strategies and taking on new responsibilities Dispositions and Values Commitment to understanding gained through listening and asking good questions related to practice Perseverance toward deep thought by exploring ideas and concepts, rethinking, revising, and continual repacking and unpacking, resisting urges to finish prematurely Courage and initiative to engage in discussions on difficult topics Alacrity to share and contribute Desire to be transparent in thinking
    12. 12. Play — the capacity to experiment with one’s surroundings as a form of problem-solving Performance — the ability to adopt alternative identities for the purpose of improvisation and discovery Simulation — the ability to interpret and construct dynamic models of real- world processes Appropriation — the ability to meaningfully sample and remix media content Multitasking — the ability to scan one’s environment and shift focus as needed to salient details. Distributed Cognition — the ability to interact meaningfully with tools that expand mental capacities .
    13. 13. Collective Intelligence — the ability to pool knowledge and compare notes with others toward a common goal Judgment — the ability to evaluate the reliability and credibility of different information sources Transmedia Navigation — the ability to follow the flow of stories and information across multiple modalities Networking — the ability to search for, synthesize, and disseminate information Negotiation — the ability to travel across diverse communities, discerning and respecting multiple perspectives, and grasping and following alternative norms. .
    14. 14. What does it mean to work in a participatory 2.0 world?
    15. 15. Building Relationships
    16. 16. As long as improvement is dependent on a single person or a few people or outside directions and forces– it will fail. Your primary goal as a coach should be to replicate yourself and your wisdom in others. What if… 1.Your school had a significant number of skillful teacher leaders/coaches who understood the shareded mission of the school and were able to learn forward. 2.Your school was committed to self-renewal (reculturing) through deep reflection, inquiry, conversations, and focused action. These behaviors were part of the of the daily work.
    17. 17. 1. Clarify, and Define- shared language, community values, beliefs, assumptions, perceptions, and experiences 2. Inquire into Practice- collaborative action research 3. Co-construct Meaning & Knowledge- Compare beliefs and expectations with results of inquiry (data) 4. Frame Action and Develop Implementation Plan- (wisdom of the crowd) 5. Distributive Leadership- Shared learning, purpose, action, responsibility, Sustainable & Self-renewing-- Coaching Model
    18. 18. Dynamics of Different Relationships Community of Practice Project Teams Informal networks Purpose Learning Sharing Creating Knowledge Accomplish specific task Communication flows Boundary Knowledge domain Assigned projector task Networking, resource building and establishing relationships Connections Common application or discovery- innovation Commitment to goal Interpersonal acquaintances Membership Semi - permanent Constant for a fixed period Links made based on needs of the individual Time scale As long as it adds value to the its members Fixed ends when project deliverables have been No pre-engineered end
    19. 19. Looking Closely at Learning Community Design 4L Model (Linking, Lurking, Learning, and Leading) inspired by John Seeley Brown This model is developed around the roles and interactions members of a community have as participants in that community.
    20. 20. Degrees of Transparency and Trust Join our list Join our forum Join our community Increasing collaboration and transparency of process
    21. 21. PLP takes a 3-pronged approach to PD - Professional Learning Communities - Global Communities of Practice or Inquiry - Personal Learning Networks PLCs = local, f2f, collective CoPs = online, deep, collective PLNs= online, nodes, individual Knowledge Building Should be… Passive Reflective Active
    22. 22. The driving engine of the collaborative culture of a PLC is the team. They work together in an ongoing effort to discover best practices and to expand their professional expertise. PLCs are our best hope for reculturing schools. We want to focus on shifting from a culture of teacher isolation to a culture of deep and meaningful collaboration. Professional Learning Communities FOCUS: Local , F2F, Job-embedded- in Real Time
    23. 23. Communities of Practice FOCUS: Situated, Synchronous, Asynchronous- Online and Walled
    24. 24. Personal Learning Networks OCUS: Individual, Connecting to Learning Objects, Resources nd People – Social Network Driven
    25. 25. Community is the New Professional Development Cochran-Smith and Lytle (1999a) describe three ways of knowing and constructing knowledge that align closely with PLP's philosophy and are worth mentioning here. Knowledge for Practice is often reflected in traditional PD efforts when a trainer shares with teachers information produced by educational researchers. This knowledge presumes a commonly accepted degree of correctness about what is being shared. The learner is typically passive in this kind of "sit and get" experience. This kind of knowledge is difficult for teachers to transfer to classrooms without support and follow through. After a workshop, much of what was useful gets lost in the daily grind, pressures and isolation of teaching. Knowledge in Practice recognizes the importance of teacher experience and practical knowledge in improving classroom practice. As a teacher tests out new strategies and assimilates them into teaching routines they construct knowledge in practice. They learn by doing. This knowledge is strengthened when teachers reflect and share with one another lessons learned during specific teaching sessions and describe the tacit knowledge embedded in their experiences.
    26. 26. Community is the New Professional Development Knowledge of Practice believes that systematic inquiry where teachers create knowledge as they focus on raising questions about and systematically studying their own classroom teaching practices collaboratively, allows educators to construct knowledge of practice in ways that move beyond the basics of classroom practice to a more systemic view of learning. I believe that by attending to the development of knowledge for, in and of practice, we can enhance professional growth that leads to real change. Cochran-Smith, M., & Lytle, S.L. (1999a). Relationships of knowledge and practice: Teaching learning in communities. Review of Research in Education, 24, 249-305. Passive, active, and reflective knowledge building in local (PLC), global (CoP) and contextual (PLN) learning spaces.
    27. 27. Coaching in the 21st Century should be... about co-learning, co-constructing meaning, co-leading : through— (PLNs, PLCs & CoPs)
    28. 28. 32 Learning Individuals Classroom Community Connected Learning Community
    29. 29. TPCK Model There is a new model that helps us think about how to develop technological pedagogical content knowledge. You can learn more about this model at the website:
    30. 30. • 9000 School • 35,000 math and science teachers in 22 countries How are teachers using technology in their instruction? Law, N., Pelgrum, W.J. & Plomp, T. (eds.) (2008). Pedagogy and ICT use in schools around the world: Findings from the IEA SITES 2006 study. Hong Kong: CERC-Springer, the report presenting results for 22 educational systems participating in the IEA SITES 2006, was released by Dr Hans Wagemaker, IEA Executive Director and Dr Nancy Law, International Co-coordinator of the study. SITE 2006 IEA Second Information Technology in Education Study
    31. 31. Increased technology use does not lead to student learning. Rather, effectiveness of technology use depended on teaching approaches used in conjunction with the technology. How you integrate matters- not just the technology alone. It needs to be about the learning, not the technology. And you need to choose the right tool for the task. As long as we see content, technology and pedagogy as separate- technology will always be just an add on. Findings
    32. 32. Shifts focus of literacy from individual expression to community involvement.
    33. 33. According to Clay Shirky, there are four scaffolded stages to mastering the connected world: sharing, cooperating, collaborating, and collective action. Share Cooperate (connect) Collaborate Collective Action
    34. 34. • Critical thinking and problem-solving • Collaboration across networks and leading by influence • Agility and adaptability • Initiative and entrepreneurialism • Effective oral and written communication • Accessing and analyzing information • Curiosity and imagination Tony Wagner’s Seven Survival Skills as defined in his most recent book, The Global Achievement Gap. If all students are to acquire these survival skills for success in the 21st Century, then what systemic changes must take place in our schools and classrooms? What do good schools look like - schools where all students are mastering skills that matter the most?
    35. 35. It is never just about content. Learners are trying to get better at something. It is never just routine. It requires thinking with what you know and pushing further. It is never just problem solving. It also involves problem finding. It’s not just about right answers. It involves explanation and justification. It is not emotionally flat. It involves curiosity, discovery, creativity, and community. It’s not in a vacuum. It involves methods, purposes, and forms of one of more disciplines, situated in a social context. David Perkins- Making Learning Whole 21st Century Learning – Check List
    36. 36. Focus on Possibilities –Appreciate “What is” –Imagine “What Might Be” –Determine “What Should Be” –Create “What Will Be” Blossom Kids Classic Problem Solving Approach – Identify problem – Conduct root cause analysis – Brainstorm solutions and analyze – Develop action plans/interventions Most families, schools, organizations function on an unwritten rule… –Let’s fix what’s wrong and let the strengths take care of themselves Speak life life to your students and teachers… –When you focus on strengths, weaknesses become irrelevant
    37. 37. Spending most of your time in your area of weakness —while it will improve your skills, perhaps to a level of “average”—will NOT produce excellence This approach does NOT tap into motivation or lead to engagement The biggest challenge facing us as leaders: how to engage the hearts and minds of the learners
    38. 38. Strengths Awareness  Confidence  Self-Efficacy  Motivation to excel  Engagement Apply strengths to areas needing improvement  Greater likelihood of success
    39. 39. Let Go of Curriculum
    40. 40. Letting Student Passion and Interest Rule the Curriculum Lisa Duke's students at First Flight High School in the Outer Banks in NC created this video as part of a service project in her Civics and Economics course curriculum.
    41. 41. 46 Free range learners Free-range learners choose how and what they learn. Self-service is less expensive and more timely than the alternative. Informal learning has no need for the busywork, chrome, and bureaucracy that accompany typical classroom instruction.
    42. 42. FORMAL INFORMAL You go where the bus goes You go where you choose Jay Cross – Internet Time
    43. 43. MULTI-CHANNEL APPROACH SYNCHRONOUS ASYNCHRONOUS PEER TO PEER WEBCAST Instant messenger forumsf2f blogsphotoblogs vlogs wikis folksonomies Conference rooms email Mailing lists CMS Community platforms VoIP webcam podcasts PLE Worldbridges
    44. 44.
    45. 45. Rethinking Leading and Learning 1. Relationships first & capacity building 2. Understand shift , movement and nature of change itself 3.Power of mobilized collaboration and communication 4. Community and social fabric 5. Teacher as action researcher 6. Transparency, transparency, transparency
    46. 46. Change is inevitable: Growth is Optional Change produces tension- out of our comfort zone. “Creative tension- the force that comes into play at the moment we acknowledge our vision is at odds with the current reality.” Senge
    47. 47. Real Question is this: Are we willing to change- to risk change- to meet the needs of the precious folks we serve? Can you accept that Change (with a “big” C) is sometimes a messy process and that learning new things together is going to require some tolerance for ambiguity.
    48. 48. It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful. There is more security in the adventurous and exciting, for in movement there is life, and in change there is power. Alan Cohen
    49. 49. Last Generation