Innovation Process MS Institute Series Experience
Description: Innovation Process MS Institute Series Experience forced on mens minds the conviction that what had ever been must ever be Henry Adams Agenda Introductions Philadelphia Context Grade 9 12 Public High School with 750 Students opened
Related Topics
Download Presentation
"Innovation Process MS Institute Series Experience" is the property of its rightful owner. Permission is granted to download and print the materials on this website for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Presentation Transcript
slide1. Innovation Process MS Institute Series<br>
slide2. Experience forced on men’s minds the conviction that what had ever been must ever be… Henry Adams<br>
slide3. Agenda<br>
slide4. Introductions<br>
slide5. Philadelphia Context Grade 9 – 12 Public High School with 750 Students opened Sept. 2006
Neighborhood High School with comprehensive curriculum, not special admit
3 Year project funded by the School District of Philadelphia with a standard budget allocation
Microsoft’s contribution primarily human capital, partnership development support and MCS resourcing and is part of our US Partners in Learning portfolio
New construction in West Philadelphia (163K Sq. Ft.)
Best practices and outcomes to be leveraged worldwide. Building not required.
Resources available at www.microsoft.com/education/sof 5<br>
slide6. Are You Ready? Leading Reform<br>
slide7. Improving Organizations through Leadership Management Cybernetics
An outgrowth of the cybernetics scientific field, it rigorously examines the management of organizations from a systems perspective.
An early scientist in management cybernetics, Anthony Stafford Beer (1926-2002), made a significant contribution to the field of Organization Development with his brilliantly succinct description of the “The Three Functions of Leadership”.
The 3-part Model
Creating the Future
Nurturing Identity
Managing the Present<br>
slide8. Success will Require Adjustment Day to Day Activities _____% Strategic Planning activities to enable your organization to improve and grow
_____% Activities and strategies built to communicate and nurture who you, and how people feel about you.
_____%<br>
slide9. My bet, in most schools… Day to Day Activities >75 %
(6 hours out of an 8 hour day) Strategic Planning activities to enable your organization to improve and grow
<10 % Activities and strategies built to communicate and nurture who you, and how people feel about you.
<15 %<br>
slide10. Where do you spend your time? Day to Day Activities _____% Strategic Planning activities to enable your organization to improve and grow
_____% Activities and strategies built to communicate and nurture who you, and how people feel about you.
_____%<br>
slide11. It starts with questions…<br>
slide12. 6 Essential Questions<br>
slide13. With Every Question Asked…. Consider<br>
slide14. Surveying the Organization Identify key areas for success
Curriculum
HR
Finance
Technology
Building / Security
Special Education
Professional Development / Leadership Training
Community Relations / Development
Public Relations
Federal Programs
Assessment<br>
slide15. Organizational Review Process Common Template
90 Minute Reviews
Common Scorecard
Organizational Health Index
Morale
Leadership Succession Plan
Budget
Success Metrics
SWOT Analysis
Analysis Summary
Organizational strengths to leverage
Identification of necessary synergies
Identification of team members<br>
slide16. 6i Development Process© 1 2 3 4 5 6 introspection investigation inclusion innovation implementation introspection STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 STAGE 6 Establish
Pedagogy
Methodology
Culture
Success Metrics
Benchmarks Indentify and Review
Best Practice Innovation Research Advisory Board SWOT Process Engage
Community
Key Leaders
Government
Partners Determine
Personnel
Curriculum
Building
IT Architecture Act
Training
Readiness
Launch Reflect
Review
Adjust The 6i Development Process<br>
slide17. The Role of Introspection stage 1 Introspection Establish Pedagogy Methodology Culture Success Metrics Benchmarks 1 Desired Outcomes:
Establish Development Principles
Create common language describing desired culture, vision and mission
Gain a general consensus of identified stakeholders in the areas of instructional pedagogy and methodology for the organization being developed or re-engineered
Identify initial metrics for success and potential benchmarking opportunities Essential Questions
What are you trying to create?
Who are you creating it for?<br>
slide18. Question 1 What are you trying to create?<br>
slide19. CHAMPION Building the Team Structure<br>
slide20. Building the Team Fundemental Characteristics Ability to influence
Self Critical
Intellectual Horsepower
Our Context
Higher Education
Community Leaders
Internal Organization
External Organization<br>
slide21. Vision Owner
Organizational leader
High Level Influence – Not Day to Day Involvement
Can articulate, persuade non-believers
Courage and Will…
Captains
Respected members of the organization
Day to Day Owners
Self Critical
Willing
Champion
Project Cheerleader
Ability to influence, inspire, mitigate, foresee, organize, lead Building the Team Individual Characteristics<br>
slide22. Your Team…<br>
slide23. Step 1: Principles of the Organization What's important to you as a team? 23<br>
slide24. Motivations
Obstacles
Trends
Interests
Values
Environment MOTIVE Question 2 Who are you creating it for<br>
slide25. Creating Vision and Mission 6i Resource Template: Learner Profile M O T I V E Recommended Implementation Model and Additional Resources
First step of working group planning team
Continued use in community every 3 – 4 months via educator and learner focus group discussions
US DOE Report: The Millennials
Gates Foundation: The Silent Epidemic<br>
slide26. Creating Vision and Mission Activities Exercises
Given “MOTIVE”, what are relevant characteristics learning environments must provide?
Summarize these characteristics into common themes.
Based on the common themes, establish your vision for the learning environment.
Consider traditional and non-traditional success metrics Corresponding Resource Guide Materials: Pages 2 - 4<br>
slide27. Your Accomplishments! Building the Team
Establishing Project Principles
Define your Customer
Identify Vision and Common Language
Consider potential metrics<br>
slide28. The Role of Investigation Desired Outcomes:
Identify and research best practice
Formulate an advisory board that brings different perspective: Global/Industry/Higher Education
Identify Critical Success Factors
Conduct SWOT analysis 2 Investigation Review and Identify
Best Practice Innovation Research Advisory Board
SWOT Process stage 2 Essential Questions
What are you trying to create?
How will you organize your work?
What are your critical success factors?
What assets are required?<br>
slide29. What are you trying to create? 29 Establishing the Learning Environment Principles<br>
slide30. Implications 30 Schedule, Calendar, Contracts, Information Access Professional Development, Instruction, Tools, Systems, Partnerships Tools, Assessment Models, Space, Customer Awareness<br>
slide31. What will be your scope? In order to achieve your desired outcome, where must you innovate?<br>
slide32. The Building Begins… Identifying Critical Success Factors What is a critical success factor?
Identifies those factors that are required for your organization to deliver on its learning vision
States that the organization will devote time and resource to the factor
Why are they important?
Creates common language for an organization, stating clearly what is important
Limits the possibility of scope creep and misaligned initiatives
How many should we have?
Everything can’t be critical
5 – 7 factors broad enough to encompass multiple considerations, narrow enough to manage<br>
slide33. The Building Begins… Identifying Critical Success Factors Given your learning vision established in stage 1 and based on what you have learned in stage 2 investigations, begin to brainstorm what will be critical for success through these 3 lenses:
People
Process
Environment<br>
slide34. The Building Begins… Our Critical Success Factors<br>
slide35. The Building Begins… Identifying Critical Success Factors Investigation 2 Success Factor 2: Proficient and inviting curriculum-driven setting The physical setting must support and be conducive to the continuous and changing needs of the learning community. The technical infrastructure must support current and future mobile and fixed technical equipment and should enable the sharing of all data types. All learning spaces must provide the necessary elements that allow for instruction and learning at all times and be mobile and flexible to adapt to changes in teaching and learning activities.<br>
slide36. The Building Begins… The SWOT Analysis What is a SWOT Analysis
A strategic planning tool used to gain better understanding of an organization
When analyzing a critical success factor, a SWOT Analysis documents an organization’s Strengths, Weaknesses, Threats, and Opportunities as they relate to that factor
Provides a method to determine what assets and strategies need to be created in order to address the critical success factors and achieve an organizations vision or goals Investigation 2 Strength: what elements of your organization can be considered a strength in helping to address the critical success factor
Weakness: what elements of your organization are considered to be a weakness
Opportunity: If you successful address the critical success factor, what additional opportunities can be created for your organization
Threat: What external factors could be seen as a threat to address the critical success factor<br>
slide37. Success Factor: Proficient and inviting curriculum–driven setting The physical setting must support and be conducive to the continuous and changing needs of the learning community. The technical infrastructure must support current and future mobile and fixed technical equipment and should enable the sharing of all data types. All learning spaces must provide the necessary elements that allow for instruction and learning at all times and be mobile and flexible to adapt to changes in teaching and learning activities. The physical setting must also act as a motivating element for members of the learning community and support the mission and vision of the school. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Wireless infrastructure
1:1 access
Glass-enriched, flexible and moveable learning spaces
Prepares students for the technology rich workplace and society they will live and work in
Provides a model for school design and construction Teachers need to rethink the way they design and deliver content
Teachers must learn to mentor and engage students and community members in teaching and learning process.
Difficult to plan for future needs of physical space Have real observable societal impact
Prepare learners who are able to adapt to changing, technology rich society and workplace
Prepare all learners for jobs yet to be identified
Drive architectural design
Develop integrated spaces for collaboration and team projects
Ability to extend beyond school day to meet the needs of the community
Motivate all members of the community to learn, grow and be involved Maintaining currency of infrastructure and technology tools
Not maximizing use of facility to achieve cost effectiveness
Administrators and staff have not been selected<br>
slide38. The Building Begins… Investigation Activities Conduct a SWOT Analysis for each critical success factor
Identify and develop strategies that will:
Leverage your organizations strengths and opportunities
Mitigate your organizations threats and weaknesses
Start to determine what needs to be built
Reflect on your current assets that should continue
Align all assets to a critical success factor Corresponding Resource Guide Materials: Pages 5 - 8<br>
slide39. Stage 2 action items Identify Research Resources
Create Investigation Strategy
Define and Articulate Scope
Define and Articulate Critical Success Factors
Perform SWOT Analysis<br>
slide40. Community Inclusion Creation of Advisory Councils
Neighborhood Council
City-wide Council
Learner / Educator Council
Role
Provide Perspective
Project Advocacy
Critical Friend
Responsibilities
Quarterly Meetings
Monthly Updates
Participation in development meetings as appropriate 3 Inclusion<br>
slide41. Stage 4: Innovation Desired Outcome:
Build assets, aligned to critical success factors, delivering on vision, within scope of project and budget stage 4 Innovation Determine Personnel Building IT Architecture
Curriculum
Professional Development Plan 4 Identify partners who:
Demonstrate an understanding of the vision
Demonstrate the ability to be self critical
Demonstrate the ability to listen
Leverage the Community
Curriculum Summit
Hiring Process
Building Design
Remember Your Critical Success Factors
Hard choices become easier
Consistent decision making process<br>
slide42. Innovation What assets will you need?<br>
slide43. Stage 5: Implementation Desired Outcomes:
Preparation
Testing
Launch stage 5 Implementation Act
Training Readiness Launch 5 Overestimate!
Time to prepare
Time to test
Time to fix
Less is More
It’s a journey
Set appropriate expectations
Provide a roadmap
Failure to be Expected
Plan for failure<br>
slide44. Stage 6: Introspection Desired Outcomes:
Review and revise Development Principles
Review and revise common language describing desired culture, vision and mission
Review and revise implementation and innovation strategies stage 6 Introspection Reflect, Review and Adjust 6<br>
slide45. Next Steps 30/60/90 Day plan Corresponding Resource Guide Materials: Page 9<br>
slide46. Implementation Lessons Never enough time
If it can go wrong… it will
Money and technology are great… people are better
Failure is a necessary step towards success…<br>
slide47. Potential Roadblocks Inherent Vertical Challenges
Minimal organizational capacity to initiate systemic reform strategies
Minimal organizational capacity and resources to support non-essential programs of which technology is considered in many instances
Prevailing culture of fear of failure. If not permitted to fail, innovation is impossible
Intricacies of political webs embedded deep within institutions that outlive any innovative leadership
Policy and practice that reinforce the status quo
Basic lack of fundamental acumens for all community stakeholders; parents, learners, educators, district leadership
Need for immediate satisfaction/proof of concept/validation of new educational approaches long before they can realistically be expected
Microsoft Lessons
We make it too hard
Capture and Analyze the Whole Student
Emphasis on Support<br>
slide2. Experience forced on men’s minds the conviction that what had ever been must ever be… Henry Adams<br>
slide3. Agenda<br>
slide4. Introductions<br>
slide5. Philadelphia Context Grade 9 – 12 Public High School with 750 Students opened Sept. 2006
Neighborhood High School with comprehensive curriculum, not special admit
3 Year project funded by the School District of Philadelphia with a standard budget allocation
Microsoft’s contribution primarily human capital, partnership development support and MCS resourcing and is part of our US Partners in Learning portfolio
New construction in West Philadelphia (163K Sq. Ft.)
Best practices and outcomes to be leveraged worldwide. Building not required.
Resources available at www.microsoft.com/education/sof 5<br>
slide6. Are You Ready? Leading Reform<br>
slide7. Improving Organizations through Leadership Management Cybernetics
An outgrowth of the cybernetics scientific field, it rigorously examines the management of organizations from a systems perspective.
An early scientist in management cybernetics, Anthony Stafford Beer (1926-2002), made a significant contribution to the field of Organization Development with his brilliantly succinct description of the “The Three Functions of Leadership”.
The 3-part Model
Creating the Future
Nurturing Identity
Managing the Present<br>
slide8. Success will Require Adjustment Day to Day Activities _____% Strategic Planning activities to enable your organization to improve and grow
_____% Activities and strategies built to communicate and nurture who you, and how people feel about you.
_____%<br>
slide9. My bet, in most schools… Day to Day Activities >75 %
(6 hours out of an 8 hour day) Strategic Planning activities to enable your organization to improve and grow
<10 % Activities and strategies built to communicate and nurture who you, and how people feel about you.
<15 %<br>
slide10. Where do you spend your time? Day to Day Activities _____% Strategic Planning activities to enable your organization to improve and grow
_____% Activities and strategies built to communicate and nurture who you, and how people feel about you.
_____%<br>
slide11. It starts with questions…<br>
slide12. 6 Essential Questions<br>
slide13. With Every Question Asked…. Consider<br>
slide14. Surveying the Organization Identify key areas for success
Curriculum
HR
Finance
Technology
Building / Security
Special Education
Professional Development / Leadership Training
Community Relations / Development
Public Relations
Federal Programs
Assessment<br>
slide15. Organizational Review Process Common Template
90 Minute Reviews
Common Scorecard
Organizational Health Index
Morale
Leadership Succession Plan
Budget
Success Metrics
SWOT Analysis
Analysis Summary
Organizational strengths to leverage
Identification of necessary synergies
Identification of team members<br>
slide16. 6i Development Process© 1 2 3 4 5 6 introspection investigation inclusion innovation implementation introspection STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 STAGE 6 Establish
Pedagogy
Methodology
Culture
Success Metrics
Benchmarks Indentify and Review
Best Practice Innovation Research Advisory Board SWOT Process Engage
Community
Key Leaders
Government
Partners Determine
Personnel
Curriculum
Building
IT Architecture Act
Training
Readiness
Launch Reflect
Review
Adjust The 6i Development Process<br>
slide17. The Role of Introspection stage 1 Introspection Establish Pedagogy Methodology Culture Success Metrics Benchmarks 1 Desired Outcomes:
Establish Development Principles
Create common language describing desired culture, vision and mission
Gain a general consensus of identified stakeholders in the areas of instructional pedagogy and methodology for the organization being developed or re-engineered
Identify initial metrics for success and potential benchmarking opportunities Essential Questions
What are you trying to create?
Who are you creating it for?<br>
slide18. Question 1 What are you trying to create?<br>
slide19. CHAMPION Building the Team Structure<br>
slide20. Building the Team Fundemental Characteristics Ability to influence
Self Critical
Intellectual Horsepower
Our Context
Higher Education
Community Leaders
Internal Organization
External Organization<br>
slide21. Vision Owner
Organizational leader
High Level Influence – Not Day to Day Involvement
Can articulate, persuade non-believers
Courage and Will…
Captains
Respected members of the organization
Day to Day Owners
Self Critical
Willing
Champion
Project Cheerleader
Ability to influence, inspire, mitigate, foresee, organize, lead Building the Team Individual Characteristics<br>
slide22. Your Team…<br>
slide23. Step 1: Principles of the Organization What's important to you as a team? 23<br>
slide24. Motivations
Obstacles
Trends
Interests
Values
Environment MOTIVE Question 2 Who are you creating it for<br>
slide25. Creating Vision and Mission 6i Resource Template: Learner Profile M O T I V E Recommended Implementation Model and Additional Resources
First step of working group planning team
Continued use in community every 3 – 4 months via educator and learner focus group discussions
US DOE Report: The Millennials
Gates Foundation: The Silent Epidemic<br>
slide26. Creating Vision and Mission Activities Exercises
Given “MOTIVE”, what are relevant characteristics learning environments must provide?
Summarize these characteristics into common themes.
Based on the common themes, establish your vision for the learning environment.
Consider traditional and non-traditional success metrics Corresponding Resource Guide Materials: Pages 2 - 4<br>
slide27. Your Accomplishments! Building the Team
Establishing Project Principles
Define your Customer
Identify Vision and Common Language
Consider potential metrics<br>
slide28. The Role of Investigation Desired Outcomes:
Identify and research best practice
Formulate an advisory board that brings different perspective: Global/Industry/Higher Education
Identify Critical Success Factors
Conduct SWOT analysis 2 Investigation Review and Identify
Best Practice Innovation Research Advisory Board
SWOT Process stage 2 Essential Questions
What are you trying to create?
How will you organize your work?
What are your critical success factors?
What assets are required?<br>
slide29. What are you trying to create? 29 Establishing the Learning Environment Principles<br>
slide30. Implications 30 Schedule, Calendar, Contracts, Information Access Professional Development, Instruction, Tools, Systems, Partnerships Tools, Assessment Models, Space, Customer Awareness<br>
slide31. What will be your scope? In order to achieve your desired outcome, where must you innovate?<br>
slide32. The Building Begins… Identifying Critical Success Factors What is a critical success factor?
Identifies those factors that are required for your organization to deliver on its learning vision
States that the organization will devote time and resource to the factor
Why are they important?
Creates common language for an organization, stating clearly what is important
Limits the possibility of scope creep and misaligned initiatives
How many should we have?
Everything can’t be critical
5 – 7 factors broad enough to encompass multiple considerations, narrow enough to manage<br>
slide33. The Building Begins… Identifying Critical Success Factors Given your learning vision established in stage 1 and based on what you have learned in stage 2 investigations, begin to brainstorm what will be critical for success through these 3 lenses:
People
Process
Environment<br>
slide34. The Building Begins… Our Critical Success Factors<br>
slide35. The Building Begins… Identifying Critical Success Factors Investigation 2 Success Factor 2: Proficient and inviting curriculum-driven setting The physical setting must support and be conducive to the continuous and changing needs of the learning community. The technical infrastructure must support current and future mobile and fixed technical equipment and should enable the sharing of all data types. All learning spaces must provide the necessary elements that allow for instruction and learning at all times and be mobile and flexible to adapt to changes in teaching and learning activities.<br>
slide36. The Building Begins… The SWOT Analysis What is a SWOT Analysis
A strategic planning tool used to gain better understanding of an organization
When analyzing a critical success factor, a SWOT Analysis documents an organization’s Strengths, Weaknesses, Threats, and Opportunities as they relate to that factor
Provides a method to determine what assets and strategies need to be created in order to address the critical success factors and achieve an organizations vision or goals Investigation 2 Strength: what elements of your organization can be considered a strength in helping to address the critical success factor
Weakness: what elements of your organization are considered to be a weakness
Opportunity: If you successful address the critical success factor, what additional opportunities can be created for your organization
Threat: What external factors could be seen as a threat to address the critical success factor<br>
slide37. Success Factor: Proficient and inviting curriculum–driven setting The physical setting must support and be conducive to the continuous and changing needs of the learning community. The technical infrastructure must support current and future mobile and fixed technical equipment and should enable the sharing of all data types. All learning spaces must provide the necessary elements that allow for instruction and learning at all times and be mobile and flexible to adapt to changes in teaching and learning activities. The physical setting must also act as a motivating element for members of the learning community and support the mission and vision of the school. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Wireless infrastructure
1:1 access
Glass-enriched, flexible and moveable learning spaces
Prepares students for the technology rich workplace and society they will live and work in
Provides a model for school design and construction Teachers need to rethink the way they design and deliver content
Teachers must learn to mentor and engage students and community members in teaching and learning process.
Difficult to plan for future needs of physical space Have real observable societal impact
Prepare learners who are able to adapt to changing, technology rich society and workplace
Prepare all learners for jobs yet to be identified
Drive architectural design
Develop integrated spaces for collaboration and team projects
Ability to extend beyond school day to meet the needs of the community
Motivate all members of the community to learn, grow and be involved Maintaining currency of infrastructure and technology tools
Not maximizing use of facility to achieve cost effectiveness
Administrators and staff have not been selected<br>
slide38. The Building Begins… Investigation Activities Conduct a SWOT Analysis for each critical success factor
Identify and develop strategies that will:
Leverage your organizations strengths and opportunities
Mitigate your organizations threats and weaknesses
Start to determine what needs to be built
Reflect on your current assets that should continue
Align all assets to a critical success factor Corresponding Resource Guide Materials: Pages 5 - 8<br>
slide39. Stage 2 action items Identify Research Resources
Create Investigation Strategy
Define and Articulate Scope
Define and Articulate Critical Success Factors
Perform SWOT Analysis<br>
slide40. Community Inclusion Creation of Advisory Councils
Neighborhood Council
City-wide Council
Learner / Educator Council
Role
Provide Perspective
Project Advocacy
Critical Friend
Responsibilities
Quarterly Meetings
Monthly Updates
Participation in development meetings as appropriate 3 Inclusion<br>
slide41. Stage 4: Innovation Desired Outcome:
Build assets, aligned to critical success factors, delivering on vision, within scope of project and budget stage 4 Innovation Determine Personnel Building IT Architecture
Curriculum
Professional Development Plan 4 Identify partners who:
Demonstrate an understanding of the vision
Demonstrate the ability to be self critical
Demonstrate the ability to listen
Leverage the Community
Curriculum Summit
Hiring Process
Building Design
Remember Your Critical Success Factors
Hard choices become easier
Consistent decision making process<br>
slide42. Innovation What assets will you need?<br>
slide43. Stage 5: Implementation Desired Outcomes:
Preparation
Testing
Launch stage 5 Implementation Act
Training Readiness Launch 5 Overestimate!
Time to prepare
Time to test
Time to fix
Less is More
It’s a journey
Set appropriate expectations
Provide a roadmap
Failure to be Expected
Plan for failure<br>
slide44. Stage 6: Introspection Desired Outcomes:
Review and revise Development Principles
Review and revise common language describing desired culture, vision and mission
Review and revise implementation and innovation strategies stage 6 Introspection Reflect, Review and Adjust 6<br>
slide45. Next Steps 30/60/90 Day plan Corresponding Resource Guide Materials: Page 9<br>
slide46. Implementation Lessons Never enough time
If it can go wrong… it will
Money and technology are great… people are better
Failure is a necessary step towards success…<br>
slide47. Potential Roadblocks Inherent Vertical Challenges
Minimal organizational capacity to initiate systemic reform strategies
Minimal organizational capacity and resources to support non-essential programs of which technology is considered in many instances
Prevailing culture of fear of failure. If not permitted to fail, innovation is impossible
Intricacies of political webs embedded deep within institutions that outlive any innovative leadership
Policy and practice that reinforce the status quo
Basic lack of fundamental acumens for all community stakeholders; parents, learners, educators, district leadership
Need for immediate satisfaction/proof of concept/validation of new educational approaches long before they can realistically be expected
Microsoft Lessons
We make it too hard
Capture and Analyze the Whole Student
Emphasis on Support<br>