Comparative Analysis of PAPR Reduction Techniques in OFDM Using Precoding Tec...IJSRD
In this modern era, Orthogonal Frequency Division Multiplexing (OFDM) has been proved to be an explicit promising technique for wired and wireless systems because of its several advantages like high spectral efficiency, robustness against frequency selective fading, relatively simple receiver implementation etc. Besides having a number of advantages OFDM suffers from few disadvantages like high Peak to Average Power Ratio (PAPR), Intercarrier Interference (ICI), Intersymbol Interference (ISI) etc. These detrimental effects, if not compensated properly and timely, can result in system performance degradation. This paper mainly concentrates on reduction of PAPR.A comparisons have been made between various precoding techniques against conventional OFDM.
Comparative Analysis of PAPR Reduction Techniques in OFDM Using Precoding Tec...IJSRD
In this modern era, Orthogonal Frequency Division Multiplexing (OFDM) has been proved to be an explicit promising technique for wired and wireless systems because of its several advantages like high spectral efficiency, robustness against frequency selective fading, relatively simple receiver implementation etc. Besides having a number of advantages OFDM suffers from few disadvantages like high Peak to Average Power Ratio (PAPR), Intercarrier Interference (ICI), Intersymbol Interference (ISI) etc. These detrimental effects, if not compensated properly and timely, can result in system performance degradation. This paper mainly concentrates on reduction of PAPR.A comparisons have been made between various precoding techniques against conventional OFDM.
Change Management for Competitive Advantage - Managing People Group PresentationFahad Ramzan
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
At some point, even experienced trainers, facilitators and managers find themselves standing before groups whose dynamics are all over the board. Everyone is expressing an opinion, ideas are flying at warp speed, emotions are high, disagreement is rampant, and some people are shutting down while others are rebelling against the process. Wouldn’t it be great to have the tools that allow you to regain control and confidently lead the group to effective results every time?
Join us and learn practical facilitation techniques to elevate your group handling skills and help you achieve amazing organizational results. Whether you facilitate focus groups, executive sessions, community gatherings or task forces doing activities such as strategy development, issue resolution, requirements analysis, process improvement, or action planning, this webinar will give you a comprehensive approach you can apply immediately.
**This web seminar was adapted from “The Effective Facilitator” – the first course accredited for covering the 30 Certified Master Facilitator (CMF) competencies.**
IDEAL FOR: Training and HR Professionals, Consultants, Facilitators, Functional Team Leaders/Managers, Executives, Project Managers, Sales Professionals, Analysts, and more
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
*
Chapter 10
Leadership for Performance Excellence
*
OutlineDiscuss the importance of leadership for qualityDescribe the role of leaders in performance excellence,Provide some examples of leaders who have inspired their organizations Provide examples of leadership practicesCompare the TQ view of leadership to several prominent leadership theories
*
Simon Sinek, leadership expert, speaks at ASQ's 2012 World Conference on Quality and Improvement
https://youtu.be/ifqD69oVyHc
Importance of Leadership Deming’s 14 Points
Point 1. Create and publish to all employees a statement of the aims and purposes of the company or other organization. The management must demonstrate constantly their commitment to this statement.
Point 7. Teach and institute leadership.
Point 8. Drive out fear. Create trust. Create a climate for innovation.
Point 12. Remove barriers that rob people of pride in workmanship.
Point 14. Take action to accomplish the transformation.Driver of performance excellence in the Baldrige Award criteria
*
Steve Jobs on Continuous Improvement
https://youtu.be/Wc6bI16xuko
*
Leadership PerspectivesVision that stimulates hope and mission that transforms hope into realityRadical servanthood that saturates the organizationStewardship that shepherds its resourcesIntegration that drives its economyCourage to sacrifice personal or team goals for the greater community goodCommunication that coordinates its effortsConsensus that drives unity of purposeEmpowerment that grants permission to make mistakes, encourages the honesty to admit them, and gives the opportunity to learn from themConviction that provides the stamina to continually strive toward business excellence
*
*
Executive LeadershipDefining and communicating business directionsEnsuring that goals and expectations are metReviewing business performance and taking appropriate actionCreating an enjoyable work environmentSoliciting input and feedback from customersEnsuring that employees are effective contributorsMotivating, inspiring, and energizing employeesRecognizing employee contributionsProviding honest feedback
*
*
Roles of a Quality LeaderEstablish a visionLive the valuesLead continuous improvement
*
*
Leadership SystemThe leadership system refers to how leadership is exercised, formally and informally, throughout an organization. These elements include how key decisions are made, communicated, and carried out at all levels. It includes
structures and mechanisms for decision making
selection and development of leaders and managers
reinforcement of values, directions, and performance expectations
mechanisms for leaders’ self-examination and self-improvement
*
Bringing our Core Values to life: Quality – 2:10
https://youtu.be/Ln7qbwXKVJk
Leadership Theory –
Mintzberg’s ModelInterpersonal roles
Figurehead
Leader
LiaisonInformational roles
Monitor
Disseminator
Spokesperson
*Decisional rolesEntrepreneurDisturbance handlerResource allocatorNegotiator
*
...
Overview Our team has been immersed in ‘whole .docxgertrudebellgrove
Overview
Our team has been immersed in ‘whole system change’ for the past few years
in Ontario, Canada; California; Australia and New Zealand; and elsewhere. Our main
mode of learning is to go from practice to theory, and then back and forth to obtain
more specific insights about how to lead and participate in transformative change in
schools and school systems.
In this workshop we take the best of these insights from our most recent
publications: Stratosphere, The Professional Capital of Teachers, The Principal,
Freedom to Change, and Coherence and integrate the ideas into a single set of
learnings.
The specific objectives for participants are:
1. To learn to take initiative on what we call 'Freedom to Change’.
2. To Understand and be able to use the ‘Coherence Framework’.
3. To analyze your current situation and to identify action strategies fro making
improvements.
4. Overall to gain insights into ‘leadership in a digital age’.
We have organized this session around six modules:
Module I Freedom From Change 1-4
Module II Focusing Direction 5-10
Module III Cultivating Collaborative Cultures 11-14
Module IV Deepening Learning 15-22
Module V Securing Accountability 23-30
Module VI Freedom To Change 31-32
References 33
Please feel free to reproduce and use the
material in this booklet with your staff and others.
2015
Freedom From Change
1
Shifting to
the Right Drivers
Right Wrong
§ Capacity building
§ Collaborative work
§ Pedagogy
§ Systemness
§ Accountability
§ Individual teacher and
leadership quality
§ Technology
§ Fragmented strategies
Freedom:
If you could make one
change in your school or
system what would it be?
What obstacles stand in
your way?
What would you change? What are the obstacles?
Trio Talk:
§ Meet up with two colleagues.
§ Share your choice and rationale.
§ What were the similarities and differences in the choices?
Module 1
2
The Concepts of Freedom § Freedom to is getting rid of the constraints.
§ Freedom from is figuring
out what to do when you
become more liberated.
Seeking Coherence § Within your table read the seven quotes from Coherence and circle
the one you like the best.
§ Go around the table and see who selected which quotes.
§ As a group discuss what ‘coherence’ means.
Coherence: The Right Drivers in Action for Schools, Districts, and Systems
Fullan, M., & Quinn, J. ( 2015). Corwin & Ontario Principals’ Council.
# Quote
1. There is only one way to achieve greater coherence, and that is through purposeful action and interaction,
working on capacity, clarity, precision of practice, transparency, monitoring of progress, and continuous
correction. All of this requires the right mixture of “pressure and support”: the press for progress within
supportive and focused cultures. p. 2
2. Coher ...
For NGOs and international organisations to thrive, we need to change the way we are funded and improve the way we work. We need to manage our organizations better, be more agile, and need to diversify funding to make them more robust.
In this webinar, we will:
- Reflect on 10 years of transforming non-profits into agile and better-funded changemakers
- Identify five essential attributes that have made some MzN partners successful and thrive through the COVID-19 crisis
- Look ahead to see what leaders can do now to create organizations that deliver profound impact and advance in a disrupted world
The session is relevant for CEOs and non-profit leaders in organisational development, strategy, and change who want to build the NGO of the future.
Change Management for Competitive Advantage - Managing People Group PresentationFahad Ramzan
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
At some point, even experienced trainers, facilitators and managers find themselves standing before groups whose dynamics are all over the board. Everyone is expressing an opinion, ideas are flying at warp speed, emotions are high, disagreement is rampant, and some people are shutting down while others are rebelling against the process. Wouldn’t it be great to have the tools that allow you to regain control and confidently lead the group to effective results every time?
Join us and learn practical facilitation techniques to elevate your group handling skills and help you achieve amazing organizational results. Whether you facilitate focus groups, executive sessions, community gatherings or task forces doing activities such as strategy development, issue resolution, requirements analysis, process improvement, or action planning, this webinar will give you a comprehensive approach you can apply immediately.
**This web seminar was adapted from “The Effective Facilitator” – the first course accredited for covering the 30 Certified Master Facilitator (CMF) competencies.**
IDEAL FOR: Training and HR Professionals, Consultants, Facilitators, Functional Team Leaders/Managers, Executives, Project Managers, Sales Professionals, Analysts, and more
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
*
Chapter 10
Leadership for Performance Excellence
*
OutlineDiscuss the importance of leadership for qualityDescribe the role of leaders in performance excellence,Provide some examples of leaders who have inspired their organizations Provide examples of leadership practicesCompare the TQ view of leadership to several prominent leadership theories
*
Simon Sinek, leadership expert, speaks at ASQ's 2012 World Conference on Quality and Improvement
https://youtu.be/ifqD69oVyHc
Importance of Leadership Deming’s 14 Points
Point 1. Create and publish to all employees a statement of the aims and purposes of the company or other organization. The management must demonstrate constantly their commitment to this statement.
Point 7. Teach and institute leadership.
Point 8. Drive out fear. Create trust. Create a climate for innovation.
Point 12. Remove barriers that rob people of pride in workmanship.
Point 14. Take action to accomplish the transformation.Driver of performance excellence in the Baldrige Award criteria
*
Steve Jobs on Continuous Improvement
https://youtu.be/Wc6bI16xuko
*
Leadership PerspectivesVision that stimulates hope and mission that transforms hope into realityRadical servanthood that saturates the organizationStewardship that shepherds its resourcesIntegration that drives its economyCourage to sacrifice personal or team goals for the greater community goodCommunication that coordinates its effortsConsensus that drives unity of purposeEmpowerment that grants permission to make mistakes, encourages the honesty to admit them, and gives the opportunity to learn from themConviction that provides the stamina to continually strive toward business excellence
*
*
Executive LeadershipDefining and communicating business directionsEnsuring that goals and expectations are metReviewing business performance and taking appropriate actionCreating an enjoyable work environmentSoliciting input and feedback from customersEnsuring that employees are effective contributorsMotivating, inspiring, and energizing employeesRecognizing employee contributionsProviding honest feedback
*
*
Roles of a Quality LeaderEstablish a visionLive the valuesLead continuous improvement
*
*
Leadership SystemThe leadership system refers to how leadership is exercised, formally and informally, throughout an organization. These elements include how key decisions are made, communicated, and carried out at all levels. It includes
structures and mechanisms for decision making
selection and development of leaders and managers
reinforcement of values, directions, and performance expectations
mechanisms for leaders’ self-examination and self-improvement
*
Bringing our Core Values to life: Quality – 2:10
https://youtu.be/Ln7qbwXKVJk
Leadership Theory –
Mintzberg’s ModelInterpersonal roles
Figurehead
Leader
LiaisonInformational roles
Monitor
Disseminator
Spokesperson
*Decisional rolesEntrepreneurDisturbance handlerResource allocatorNegotiator
*
...
Overview Our team has been immersed in ‘whole .docxgertrudebellgrove
Overview
Our team has been immersed in ‘whole system change’ for the past few years
in Ontario, Canada; California; Australia and New Zealand; and elsewhere. Our main
mode of learning is to go from practice to theory, and then back and forth to obtain
more specific insights about how to lead and participate in transformative change in
schools and school systems.
In this workshop we take the best of these insights from our most recent
publications: Stratosphere, The Professional Capital of Teachers, The Principal,
Freedom to Change, and Coherence and integrate the ideas into a single set of
learnings.
The specific objectives for participants are:
1. To learn to take initiative on what we call 'Freedom to Change’.
2. To Understand and be able to use the ‘Coherence Framework’.
3. To analyze your current situation and to identify action strategies fro making
improvements.
4. Overall to gain insights into ‘leadership in a digital age’.
We have organized this session around six modules:
Module I Freedom From Change 1-4
Module II Focusing Direction 5-10
Module III Cultivating Collaborative Cultures 11-14
Module IV Deepening Learning 15-22
Module V Securing Accountability 23-30
Module VI Freedom To Change 31-32
References 33
Please feel free to reproduce and use the
material in this booklet with your staff and others.
2015
Freedom From Change
1
Shifting to
the Right Drivers
Right Wrong
§ Capacity building
§ Collaborative work
§ Pedagogy
§ Systemness
§ Accountability
§ Individual teacher and
leadership quality
§ Technology
§ Fragmented strategies
Freedom:
If you could make one
change in your school or
system what would it be?
What obstacles stand in
your way?
What would you change? What are the obstacles?
Trio Talk:
§ Meet up with two colleagues.
§ Share your choice and rationale.
§ What were the similarities and differences in the choices?
Module 1
2
The Concepts of Freedom § Freedom to is getting rid of the constraints.
§ Freedom from is figuring
out what to do when you
become more liberated.
Seeking Coherence § Within your table read the seven quotes from Coherence and circle
the one you like the best.
§ Go around the table and see who selected which quotes.
§ As a group discuss what ‘coherence’ means.
Coherence: The Right Drivers in Action for Schools, Districts, and Systems
Fullan, M., & Quinn, J. ( 2015). Corwin & Ontario Principals’ Council.
# Quote
1. There is only one way to achieve greater coherence, and that is through purposeful action and interaction,
working on capacity, clarity, precision of practice, transparency, monitoring of progress, and continuous
correction. All of this requires the right mixture of “pressure and support”: the press for progress within
supportive and focused cultures. p. 2
2. Coher ...
For NGOs and international organisations to thrive, we need to change the way we are funded and improve the way we work. We need to manage our organizations better, be more agile, and need to diversify funding to make them more robust.
In this webinar, we will:
- Reflect on 10 years of transforming non-profits into agile and better-funded changemakers
- Identify five essential attributes that have made some MzN partners successful and thrive through the COVID-19 crisis
- Look ahead to see what leaders can do now to create organizations that deliver profound impact and advance in a disrupted world
The session is relevant for CEOs and non-profit leaders in organisational development, strategy, and change who want to build the NGO of the future.
Webinar presentation on March 16, 2012; technology tools for differentiated instruction -- tools for enhancing DI strategies, managing the DI process, and transforming teaching and learning with an emphasis on differentiation.
A template for creating a technology-enhanced Think Dots activity using a slide deck. The internal links in the slide deck did not survive the upload, so it would be necessary to create links from each die on the first page to the respective slide in the deck, then a link back to the first slide from the image in the bottom right.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
1. Leveraging Leadership:
Critical Impact of Administrators on Tech Use
Bill Dolton
Adjunct Faculty, Wilkes University
Ed.Tech.Consultant, William Dolton LLC
Supervisor Educational Technology (retired), LMSD
www.williamdolton.com
2. Your Participation
Is Important
• CoverItLive or 3 X 5
• Twitter Hashtags: #PETEC2011 #FH20
• Wiki: https://doltonroad.wikispaces.com/TechLeadership
3. What is your
primary role?
• Building Administrator
• Central Administrator
• Tech Director
• Curriculum Director
• Teachers, Other Educator
• Regional, County, or State Personnel
4. Show of
Hands
• Do you provide PD for administrators?
• Do you know about and/or use ISTE’s NETS for
Administrators (NETS•A)?
• Do you plan administrative professional
development based on NETS•A?
13. Digital Age
Learning Culture: 2009
ensure & sustain NETS•A
create & provide
model
promote
participate
http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
14. Excellence in
Professional
Practice:
allocate 2009
facilitate NETS•A
promote
model
stay abreast
http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
15. Systemic Improvement:
lead
recruit
collaborate
leverage 2009
establish & provide NETS•A
maintain
http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
16. Digital Citizenship:
model
ensure
promote 2009
NETS•A
establish
facilitate
http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
17. “Lead,
follow,
or get out of the way.”
~Thomas Paine
http://www.flickr.com/photos/kiwinz/4012598129/ CC BY 2.0
18. “Lead,
and follow,
or get out of the way.”
~Thomas Paine (apologies to)
http://www.flickr.com/photos/kiwinz/4012598129/ CC BY 2.0
19. Tech Change Happens ...
Fast
Faster
Too Fast!
http://www.flickr.com/photos/leww_pics/4360472392/ CC BY-NC 2.0
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. Change Process
1. You Can't Mandate What 6. Neither Centralization Nor
Matters Decentralization Works
2. Change is a Journey, not a
Promote a Wider
7. Connection with the
Blueprint Shared Vision for
Environment is Critical
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
22. 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
Facilitate
4. Vision and Strategic Planning
8. Every Person is a Change
Agent
Conversations
Come Later
5. Individualism and Collectivism
Must Have Equal Power Michael Fullen, 1993
23. 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
Establish Distributed Leadership for
Blueprint Environment is Critical
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
24. 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 Model Appropriate Use Critical for
Environment is
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
25. Change Leadership
Promote a Shared Vision
Facilitate Conversations
Establish Distributed Leadership
Model Appropriate Use
26. Change Leadership
Promote a Shared Vision
Facilitate Conversations
Establish Distributed Leadership
Model Appropriate Use
28. Change Process
1. You Can't Mandate What 6. Neither Centralization Nor
Matters Decentralization Works
2. Change is a Journey, not a
Promote a Wider
7. Connection with the
Blueprint Shared Vision for
Environment is Critical
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
45. 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?
46. Re-Cap
• Promote a Shared Vision
• Facilitate Conversations
• Establish Distributed Leadership
• Model Appropriate Use
47. You Get the Last Turn...
What other leadership strategies
are critical in your current context?
And please evaluate this session...
48. Leveraging Leadership:
Critical Impact of Administrators on Tech Use
Bill Dolton
Adjunct Faculty, Wilkes University
Ed.Tech.Consultant, William Dolton LLC
Supervisor Educational Technology (retired), LMSD
www.williamdolton.com
49. Your Participation
Is Important
• CoverItLive or 3 X 5
• Twitter Hashtags: #PETEC2011 #FH20
• Wiki: https://doltonroad.wikispaces.com/TechLeadership
50. What is your
primary role?
• Building Administrator
• Central Administrator
• Tech Director
• Curriculum Director
• Teachers, Other Educator
• Regional, County, or State Personnel
51. Show of
Hands
• Do you provide PD for administrators?
• Do you know about and/or use ISTE’s NETS for
Administrators (NETS•A)?
• Do you plan administrative professional
development based on NETS•A?
Editor's Notes
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...