What do we know now about school improvement The inheritance at the school Expectations of the school Social housing schools Crossroads schools Leafy suburban schools The importance of Context place ID: 462179
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Slide1
The School Effect
What do we know
now
about school improvement?Slide2
The inheritance at the school
Expectations of the school
Social housing schoolsCrossroads schoolsLeafy suburban schools
The importance of Context: placeSlide3
When Schools first made a difference
Michael
Rutter et al: ‘Fifteen Thousand Hours’.Peter Mortimore et al: ‘School Matters’.
HMI: ‘Ten Good Schools’.
Finding out more about the verbs of ‘school improvement’. Slide4
An example of a map for school improvement?
-
leading creatively and courageously
-managing creatively and effectively
-reviewing creatively
-
developing creative staff
-
focusing on teaching, learning, assessing
-creating an environment fit for learning
-involving parents and community creatively
-
involving pupils creatively Slide5
MORAL PURPOSE
UNDERSTANDING CHANGE
RELATIONSHIP BUILDINGKNOWLEDGE CREATION AND SHARINGCOHERENCE MAKING
Encircled by ENERGY ENTHUSIASM and HOPE
Backed by EXTERNAL and INTERNAL COMMITMENT
Michael
Fullan
Some general qualities of leadership – not context boundSlide6
Success not Failure
Multi-faceted and limitless not general inherited and predictable
Inclusive not exclusiveIpsative and formative not comparative and normative
Lifelong not once and for all
Courageous Leadership: the need for Values/Beliefs/PrejudicesSlide7
Delegation
Time
Understanding Change
Skills of Courageous LeadershipSlide8
Nine
Levels
of DelegationLook into this problem. Give me all the facts. I will decided what to do
Let me know the alternative available with the pros and cons of each. I will decide what to select
Let me know the criteria for your recommendation, which alternatives you have identified and which one appears best to you with any risk identified. I will make the decision
Recommend a course of action for my approval
Let me know what you intend to do. Delay action until I approve
Let me know what you intend to do. Do it unless I say not to
Take action. Let me know what you did. Let me know how it turns out
Take action. Communicate with me only if your action is unsuccessful
Take action. No further communication with me is necessary Slide9
Slide10
Understanding of context
A theory (map) of school improvement
The subtleties of communicationThe use of language
Four underpinning elements of cultural changeSlide11
The right people…
In the right place….
Doing the right things….At the right timeComplemented by having….Slide12
Creative Staff Development
Responsibility
Permitting CircumstancesNew Experiences
RespectSlide13
You know you are in a good school when….
Teachers TALK about teaching
Teachers OBSERVE each other teach
Teachers plan, organise and evaluate TOGETHER
Teachers teach each otherSlide14
You know you are in a good school..
Staff TALK about learning
Staff OBSERVE another’s working practicesStaff plan, organise and evaluate TOGETHERStaff teach each otherSlide15
Creative Review
Confirm
Adjust
TransformSlide16
Impact Analysis
High Effort / High Impact
High Effort / Low ImpactLow Effort / Low ImpactLow Effort / High ImpactSlide17
Five Essential Foundations
Data
and information richShared Values
Language
Always a Journey not a Destination
A Commitment to partnerships and collaborationSlide18
compliance
philosophy
small matters
quiet life
embodied, real learning
one offs, special events
exercising trudge
A futures learning outlook for schools?
big questionsSlide19
A route to freedom
Experiences
Two TimetablesEducation of the mind and the spirit
Avoiding isolation and finding alliesSlide20
Partnership Questions
Purposes?
Budget?Who leads on what?Success criteria?Review dates?Expediter?Internal ownership?Slide21
Unwarranted optimism
Regard crisis as the norm and complexity as fun
A bottomless well of intellectual curiosityA complete absence of paranoia or self-pity
What a courageous leader must haveSlide22
Making the best of Ofsted
Inspectors are of variable quality
The value of triadsKnowing your data and weaknessesPlaying Dutch Admirals