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Leading a Digital Schools Conference
My Takeaways - August 16
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Reach every student every day
Professor Kathryn Moyle
What is a 'digital learning'? What pedagogies enable students to learn how to learn; and what types of leadership are required to support these pedagogies? In this address, these questions will be interrogated with a focus on successful approaches to school leadership of teaching and learning to promote and sustain digital learning. The use of both data and coaching and mentoring in a school leaders 'toolkit' will be unpacked. Case studies of successful practices from Australia, New Zealand the USA will be presented to highlight coaching and mentoring strategies for leading digital learning. The main concepts identified in the keynote address will be examined in further depth in the workshops.
Research Director: Education Policy and Practice
PhD, MEd, BEd, MACE
21st Century Challenges
Environment - Economic - Social
India - China - US - Indonesia 50% of 18-22 year old population
Young people with Good Problem Solving Skills
Social Skills can offset partly a lack of the above
Digital Problem Solving Skills - key concepts
Purpose of Education
Students must be creators - CODING is one way to =achieve this
True collaboration only happens when everyone on the team believes that the team is actually greater than the sum of its parts. This session will share the NBCS practice and resources around building collaborative teams at every level of our community. Having collaboration as one of our five core values has helped our people at every level to make the journey from communication, along the continuum through cooperation, coordination & allocation, before landing in the beating heart of true collaborative practice. As we have done so, we have, as a community, developed co-created practices across the entire school which define and support every member of our community to operate within a collaborative way of doing and being without compromising other core values.
COSTS - BENEFITS - THREATS
Stop Meeting s
Prioritise - you can’t solve all the problems at once
Maximum gain for the minimum effort
RULES
Building Your Team
No Punishments - collaborative code we are the owners
Building a CODE of Co-Operation 101
Lack of professional preparation or awareness of the issues
Switched on - ready to solve problems conversationists who don’t follow their mantra
Indecision
…….. mis -information lack of process
If you Arte not ready don’t turn up - or a signal you are not in the moment
201
What is your role in this process and has it been done (well is a bonus)
301 Aspirational
What if’s
Professional learning should be school and teacher managed as part of a teacher’s every day work and structured in ways to enable teachers to become more effective practitioners. The first of two sessions, this workshop explores how to develop and implement a framework for building teacher capacity through the establishment of a school wide teacher performance and development framework in the context of a high performing school. The need for leaders to create a culture of improvement, and one in which each teacher feels an urgent responsibility to influence the achievement of all students. Leaders will be taken through a framework of how to establish a sustainable teacher performance and development plan whereby staff are provided with the tools to evaluate their teaching and its impact, collaborate with colleagues on what is considered high impact teaching, expect to actively participate in and control their own professional learning, taking responsibility for their own role in a whole school improvement agenda.
Key considerations will be – planning the implementation of a performance and development framework for all staff, by examining why the school needs such a framework when student data suggests a high performing school, by identifying staff resistance to such change and by developing strategies to manage the implementation of the process effectively to ensure collective responsibility and by in.Reach every student every day
Professor Kathryn Moyle
What is a 'digital learning'? What pedagogies enable students to learn how to learn; and what types of leadership are required to support these pedagogies? In this address, these questions will be interrogated with a focus on successful approaches to school leadership of teaching and learning to promote and sustain digital learning. The use of both data and coaching and mentoring in a school leaders 'toolkit' will be unpacked. Case studies of successful practices from Australia, New Zealand the USA will be presented to highlight coaching and mentoring strategies for leading digital learning. The main concepts identified in the keynote address will be examined in further depth in the workshops.
Research Director: Education Policy and Practice
PhD, MEd, BEd, MACE
21st Century Challenges
Environment - Economic - Social
India - China - US - Indonesia 50% of 18-22 year old population
Young people with Good Problem Solving Skills
Social Skills can offset partly a lack of the above
Digital Problem Solving Skills - key concepts
Purpose of Education
Students must be creators - CODING is one way to =achieve this
True collaboration only happens when everyone on the team believes that the team is actually greater than the sum of its parts. This session will share the NBCS practice and resources around building collaborative teams at every level of our community. Having collaboration as one of our five core values has helped our people at every level to make the journey from communication, along the continuum through cooperation, coordination & allocation, before landing in the beating heart of true collaborative practice. As we have done so, we have, as a community, developed co-created practices across the entire school which define and support every member of our community to operate within a collaborative way of doing and being without compromising other core values.
COSTS - BENEFITS - THREATS
Stop Meeting s
Prioritise - you can’t solve all the problems at once
Maximum gain for the minimum effort
RULES
Building Your Team
No Punishments - collaborative code we are the owners
Building a CODE of Co-Operation 101
Lack of professional preparation or awareness of the issues
Switched on - ready to solve problems conversationists who don’t follow their mantra
Indecision
…….. mis -information lack of process
If you Arte not ready don’t turn up - or a signal you are not in the moment
201
What is your role in this process and has it been done (well is a bonus)
301 Aspirational
What if’s
Professional learning should be school and teacher managed as part of a teacher’s every day work and structured in ways to enable teachers to become more effective practitioners. The first of two sessions, this workshop explores how to develop and implement a framework for building teacher capacity through the establishment of a school wide teacher performance and development framework in the context of a high performing school. The need for leaders to create a culture of improvement, and one in which each teacher feels an urgent responsibility to influence the achievement of all students. Leaders will be taken through a framework of how to establish a sustainable teacher performance and development plan whereby staff are provided with the tools to evaluate their teaching and its impact, collaborate with colleagues on what is considered high impact teaching, expect to actively participate in and control their own professional learning, taking responsibility for their own role in a whole school improvement agenda.
Key considerations will be – planning the implementation of a performance and development framework for all staff, by examining why the school needs such a framework when student data suggests a high performing school, by identifying staff resistance to such change and by developing strategies to manage the implementation of the process effectively to ensure collective responsibility and by in.Dan Haesler
Vision
What and Why …..
Articulating the vision is 10% of the process
Everybody should have import and wrestle with it
Leave your ego at the door
Create urgency ……
Lets have professional Dialogue
HOW
eg POLICIES
Where are they now
Do we have a list of current policies
what is missing
Who creates and edits them
When
do we have a common understanding where they live
How do we put copies so they are accessible to staff - parents and students when necessary
Skills
When you don’t have the skills - people either fight it or run away from it
Without skills we get anxious
Fighters and build the coalition of the unwilling
Incentive
Whats in it for me? It is not always all about the kid
Power brokers - should never be put in the same room as new teachers - says DH
Resources
What is the Space like - invitation n to trial
Time and Money
We don’t have more time …. [incentive kicks in]
Plan
No milestones
Who is accountable
Treadmill - False start
Stages of Change
When you were blissfully unaware that there was a need to change
Contemplation - is where most of the heavy lifting should occur - weigh up the pros and cons
Pre Contemplation - Contemplation - Preparation - ACT - - Maintenance
We overestimate…
Our impacts on others
We underestimate..
PATIENCE - really important
The time it will take to have that impact
150hrs of conversation just to create the vision
3hrs every day for a term
Leadership and Management are important
The purpose of leadership …
Is to challenge the status quo
The purpose of management…
Is to maintain the status quo
Leadership & management
- you need both if you’re going to achieve change
Your dream team
THE RIGHT PEOPLE IN THE RIGHT PLACE AT AND WITH THE RIGHT TIME
You must have titles in the room - critical not at the expense of people who don’t have titles
If people aren’t chasing quickly
Enough for you ….
You need to change
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