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Statewide Career Academy Meeting Statewide Career Academy Meeting

Statewide Career Academy Meeting - PowerPoint Presentation

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Uploaded On 2020-08-06

Statewide Career Academy Meeting - PPT Presentation

Really really good questions Pop Quiz XEROX Star 1981 Tried to sell as mainframe terminal Mouse Graphical User Interface Ethernet Network Laser Printing Many successful companies that fall on hard times IBM KMart Sears Kodak Xerox saw clearly the changes in the ID: 800383

evolution innovation dimensions depth innovation evolution depth dimensions shift spread sustainability scale developers power scaling microsoft users conditions framework

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Presentation Transcript

Slide1

Statewide Career Academy Meeting

Slide2

Really,

really

good

questions

Slide3

Pop Quiz

Slide4

Slide5

Slide6

Slide7

Slide8

Slide9

XEROXStar – 1981

Tried to sell as mainframe terminal

Mouse

Graphical User Interface

Ethernet Network

Laser Printing

Slide10

Many successful companies that fall on hard times - IBM, K-Mart, Sears, Kodak, Xerox – saw clearly the changes in the environment.

But they were unable to change highly structured organizational cultures that had been born in a different world

.

Slide11

The future of Nebraska Career Academies …

How do we

implement & sustain

strategic change?

Slide12

Dimensions of

Scale

Depth

Sustainability

Spread

Shift

Evolution

Microsoft Scaling Framework

Source: http

://www.microsoft.com/education/demos/scale/

Slide13

Dimensions of

Scale

Depth

Sustainability

Spread

Shift

Evolution

Getting to scale requires

developing an innovation that produces deep, transformative, and consequential changes in instructional practice, which in turn leads to improved education outcomes for students

.

Microsoft Scaling Framework

Slide14

Microsoft Scaling Framework

Dimensions of

Scale

Depth

Sustainability

Spread

Shift

Evolution

Sustaining scaled growth

means maintaining these changes in practice over substantial periods of time. Making innovations durable requires robust design to enable adapting to negative shifts in context.

Slide15

Dimensions of

Scale

Depth

Sustainability

Spread

Shift

Evolution

Scaling up is achieved by diffusion of the innovation to large numbers of users. Widespread adoption

requires modifications to retain effectiveness while reducing the resources and expertise required for successful implementation.

Microsoft Scaling Framework

Slide16

Dimensions of

Scale

Depth

Sustainability

Spread

Shift

Evolution

Ownership of the innovation is assumed by users, who deepen and sustain the innovation via adoption.

This process requires moving

beyond “brand” to support users as co-designers and co-evaluators.

Microsoft Scaling Framework

Slide17

Dimensions of

Scale

Depth

Sustainability

Spread

Shift

Evolution

The innovation as revised

by its adapters is influential in reshaping the thinking of its designers.

This process requires learning from users’ adaptations about how to rethink the innovation’s mode.

Microsoft Scaling Framework

Slide18

Dimensions

Depth

Sustainability

Spread

Shift

Evolution

Power of Dimension

Evaluation

and Research

Studying an innovation provides ways to understand and enhance the causes of its effectiveness. If we don’t know why it works, we can’t strengthen or adapt it.

Traps to

Avoid

Trap of Perfection

Developers should

not seek an unattainable goal of “perfection” at the cost of deflecting resources from other dimensions of scale.

Next Steps

Studying

What Makes it Successful

What are the sources of the innovation’s effectiveness? On what conditions does it depend? How is it related to other factors or conditions?

Application

Slide19

Dimensions

Depth

Sustainability

Spread

Shift

Evolution

Power of Dimension

Robust Design

Robust

design involves interventions that are “ruggedized” to retain efficacy in contexts where conditions for success are absent or limited.

Traps to

Avoid

Trap of Mutation

Developers

should ensure that ways they modify the innovation to adapt to various inhospitable contexts do not undercut its core conditions for success.

Next Steps

Contexts

How can

the innovation be modified so it functions in various conditions? How do we support “robust-design” that evolves the innovation towards conditions for success that enable full effectiveness?

Application

Slide20

Dimensions

Depth

Sustainability

Spread

Shift

Evolution

Power of Dimension

Reducing Resources and Expertise

Deliberately producing a less powerful version of the innovation can seem counter-productive

to developers who have worked hard to maximize its power (depth), yet often potential implementers need to “start small” in terms of the resources and expertise they can initially provide.

Traps to

Avoid

Trap of Optimality

Developers should realize a somewhat less powerful innovation that reaches much greater numbers of uses is a step forward

.

Next Steps

Creating

“Light” Versions

How much power is retained in a “light” version of the innovation that requires fewer resources or less expertise of its users?

How can early wins occur with a “light” version to demonstrate success?

Application

Slide21

Dimensions

Depth

Sustainability

Spread

Shift

Evolution

Power of Dimension

Moving Beyond “BRAND” to Co-Ownership

Users gain a rich

sense of the innovation’s effectiveness in their contexts that can greatly aid revision and improvement of the innovation. Also implementers who assume ownership are more likely to sustain its use over time.

Traps to

Avoid

Trap of Origination

Developers should not attempt to control the original

innovation in ways that deter adaptation and further innovation by users.

Next Steps

Fostering

Co-Designers

How can users across multiple implementation sites form a “community of practice” that helps answer questions about scale?

Application

Slide22

Dimensions

Depth

Sustainability

Spread

Shift

Evolution

Power of Dimension

Rethinking the Model

Developers’ creativity may gradually wane from working so closely with an innovation in which they have invested substantial time and effort. Letting go for a while

is a method for reactivating creative insights about improvement.

Traps to

Avoid

Trap of Unlearning

Developers' unwillingness

to take a “fresh look” can prevent genuine evolution.

Next Steps

Evolving Design Assumptions

How

can developers unlearn their beliefs and assumptions to start the innovation process over again? How can they “make the familiar strange” to facilitate re-conceptualization and discontinuous evolution?

Application