Labor-Management Collaboration: Impact on Student

Transcript:Labor-Management Collaboration: Impact on Student:
Labor-Management Collaboration: Impact on Student Achievement Saul Rubinstein California Labor Management Initiative May 9, 2015 San Diego Overview Identify Key Principles for Successful Union-Management Collaborative Partnerships Link between Partnerships, Educator Collaboration & Student Performance Impact of Partnerships on Union-Management Relations Impact of Partnerships on Knowledge Transfer and Adoption of Innovation Unions as Value-Adding Networks Policy Implications and State Initiatives Create a Network of Educator Collaboration Across NJ and within Districts Union-Management Partnerships and Educational Quality An Approach to Public School Reform/Improvement based on: District-level & School-level Union- Management Collaboration Empowering Educator Collaboration in Schools Innovation from Educators Within Districts & Schools Focus on Teaching and Learning . . Taylor: Mass Production Industrial Model 1913-73 S Management Labor Thinks Does Divide Complex Knowledge into Simple Parts Create Narrow Standards for Each Part Separate Classes of Employees: Thinkers & Doers Invent Management for Division of Labor & Compliance School Reform Necessitates a Shift from Mass Production Thinking & Organization Mass Production Industrial/Factory System failed: Not responsive or flexible in face of global competition Lacked a focus on quality & customers Undervalued knowledge & contributions from workforce We must reintegrate outdated industrial mass production division of labor that separates “thinking” and “doing” Increased importance of all employees’ input: Voice, Participation, Expertise, Empowerment Quality of Decisions & Implementation Employees not interchangeable parts – Professionals Team-based structures – Group vs. Individual Focus Why Partnership? Quality of Decisions People Closest to the Problem Quantity of Solutions – More Resources Devoted to Improvement Quality of Implementation – More Support Motivation through Voice Full Participation Partial Participation Pseudo Participation Institution for Conflicting Interests: Collective Bargaining U M Institution for common interests? Partnerships U M (Teaching Quality and Student Achievement) Study of Long-term Collaborative Partnerships (Rubinstein & McCarthy 2011) Urban and Rural, NEA and AFT, North and South, East and West, Wealthy and Poor Sustained for More than 10 Years Culture of Union-Management Collaboration Recognition of Common Interests Focused on strategies to improve teaching and learning Organizational Infrastructures: Input into Planning, Problem Solving, Decision Making Common Patterns around Four Themes: Motivation to Collaborate Strategic Priorities Supportive System Infrastructure Sustaining Factors Motivating Collaboration: Crisis or Pivotal Event Recognition of common interests Crisis is here now Overcame obstacles or pivotal events/strike Movement away from adversarial relationships Looked for opportunities to do things differently for teachers and students Focus on Strategic Priorities Emphasis on System Quality: Substantive Problem Solving, Innovation, & Willingness