Leveraging Leadership: Administrators & Technology
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Presentation at PETE & C 2011 in Hershey, PA, and FETC 2011 in Orlando, FL (2/3/11); earlier presentation at PETE & C 2010 in Hershey, PA.
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Leveraging Leadership: Administrators & Technology
- 1. Leveraging Leadership: Critical Impact of Administrators on Tech Use Bill Dolton Adjunct Faculty, Wilkes University Ed.Tech.Consultant, William Dolton LLC Supervisor Educational Technology (retired), LMSD www.williamdolton.com
- 2. Your Participation Is Important • CoverItLive or 3 X 5 • Twitter Hashtags: #PETEC2011 #FH20 • Wiki: https://doltonroad.wikispaces.com/TechLeadership
- 3. What is your primary role? • Building Administrator • Central Administrator • Tech Director • Curriculum Director • Teachers, Other Educator • Regional, County, or State Personnel
- 4. Show of Hands • Do you provide PD for administrators? • Do you know about and/or use ISTE’s NETS for Administrators (NETS•A)? • Do you plan administrative professional development based on NETS•A?
- 6. Compliance Complex Leadership Traps
- 7. Compliance Complex Accountability Prophylaxis Leadership Traps
- 8. Compliance Complex Accountability Prophylaxis RTI Leadership Traps
- 9. Compliance Complex Accountability Prophylaxis Reaction to Incident(s) Leadership Traps
- 10. Compliance Complex Accountability Prophylaxis (over) Reaction to (unplanned) Incident(s) (under) Leadership Traps
- 12. Visionary Leadership: 2009 inspire & lead NETS•A engage advocate http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
- 13. Digital Age Learning Culture: 2009 ensure & sustain NETS•A create & provide model promote participate http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
- 14. Excellence in Professional Practice: allocate 2009 facilitate NETS•A promote model stay abreast http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
- 15. Systemic Improvement: lead recruit collaborate leverage 2009 establish & provide NETS•A maintain http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
- 16. Digital Citizenship: model ensure promote 2009 NETS•A establish facilitate http://www.iste.org/Content/NavigationMenu/NETS/ForAdministrators/2009Standards/NETS_for_Administrators_2009.htm
- 17. “Lead, follow, or get out of the way.” ~Thomas Paine http://www.flickr.com/photos/kiwinz/4012598129/ CC BY 2.0
- 18. “Lead, and follow, or get out of the way.” ~Thomas Paine (apologies to) http://www.flickr.com/photos/kiwinz/4012598129/ CC BY 2.0
- 19. Tech Change Happens ... Fast Faster Too Fast! http://www.flickr.com/photos/leww_pics/4360472392/ CC BY-NC 2.0
- 20. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a 7. Connection with the Wider Blueprint Environment is Critical for Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
- 21. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a Promote a Wider 7. Connection with the Blueprint Shared Vision for Environment is Critical Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
- 22. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a 7. Connection with the Wider Blueprint Environment is Critical for Success 3. Problems are Our Friends Facilitate 4. Vision and Strategic Planning 8. Every Person is a Change Agent Conversations Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
- 23. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a 7. Connection with the Wider Establish Distributed Leadership for Blueprint Environment is Critical Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
- 24. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a 7. Connection with the Wider Blueprint Model Appropriate Use Critical for Environment is Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
- 25. Change Leadership Promote a Shared Vision Facilitate Conversations Establish Distributed Leadership Model Appropriate Use
- 26. Change Leadership Promote a Shared Vision Facilitate Conversations Establish Distributed Leadership Model Appropriate Use
- 27. Promote a Shared Vision
- 28. Change Process 1. You Can't Mandate What 6. Neither Centralization Nor Matters Decentralization Works 2. Change is a Journey, not a Promote a Wider 7. Connection with the Blueprint Shared Vision for Environment is Critical Success 3. Problems are Our Friends 8. Every Person is a Change 4. Vision and Strategic Planning Agent Come Later 5. Individualism and Collectivism Must Have Equal Power Michael Fullen, 1993
- 29. Your Turn... How can we nurture a strong vision and avoid mandating change?
- 31. creative commons attribution: http://www.flickr.com/photos/ronsho/587483238/ creative commons attribution: http://www.flickr.com/photos/fchouse/2635218505/
- 32. listen
- 33. Global Reach
- 34. Your Turn... How do we facilitate an open-ended conversation that promotes a shared vision?
- 37. Your Turn... How can we empower teachers and others to take leadership responsibilities?
- 39. Build Your Toolbox • Email • Blogs • Twitter • Google Docs • Wikis http://www.flickr.com/photos/zakh/337938459 CC BY-NC-SA 2.0 • RSS Reader / Feeds • Portables for observation & data collection
- 40. Email Is Not Enough!
- 41. Administrative Uses • Communicating • Collaborating • Publishing • Recording — Archiving
- 44. Your Turn... How can administrators model appropriate technology use?
- 45. Still Your Turn... How do we share share the vision of effective leadership for technology with administrators who are not here? ...those not engaged with technology?
- 46. Re-Cap • Promote a Shared Vision • Facilitate Conversations • Establish Distributed Leadership • Model Appropriate Use
- 47. You Get the Last Turn... What other leadership strategies are critical in your current context? And please evaluate this session...
- 48. Leveraging Leadership: Critical Impact of Administrators on Tech Use Bill Dolton Adjunct Faculty, Wilkes University Ed.Tech.Consultant, William Dolton LLC Supervisor Educational Technology (retired), LMSD www.williamdolton.com
- 49. Your Participation Is Important • CoverItLive or 3 X 5 • Twitter Hashtags: #PETEC2011 #FH20 • Wiki: https://doltonroad.wikispaces.com/TechLeadership
- 50. What is your primary role? • Building Administrator • Central Administrator • Tech Director • Curriculum Director • Teachers, Other Educator • Regional, County, or State Personnel
- 51. Show of Hands • Do you provide PD for administrators? • Do you know about and/or use ISTE’s NETS for Administrators (NETS•A)? • Do you plan administrative professional development based on NETS•A?
Notes de l'éditeur
- Visit the wiki now... If you have a twitter account, please use that with the hashtag -- we can only approve 25 of you for unmoderated comments when directly commenting in CoverItLive.
- Respond in CoverItLive or, if wireless fails, just raise your hands...
- Those in the room, just raise your hands...
- Facilitate and Inspire Student Learning and Creativity Design & Develop Digital-Age Learning Experiences & Assessments Model Digital-Age Work & Learning Promote & Model Digital Citizenship & Responsibility Engage in Professional Growth & Leadership
- Facilitate and Inspire Student Learning and Creativity Design & Develop Digital-Age Learning Experiences & Assessments Model Digital-Age Work & Learning Promote & Model Digital Citizenship & Responsibility Engage in Professional Growth & Leadership
- Facilitate and Inspire Student Learning and Creativity Design & Develop Digital-Age Learning Experiences & Assessments Model Digital-Age Work & Learning Promote & Model Digital Citizenship & Responsibility Engage in Professional Growth & Leadership
- Facilitate and Inspire Student Learning and Creativity Design & Develop Digital-Age Learning Experiences & Assessments Model Digital-Age Work & Learning Promote & Model Digital Citizenship & Responsibility Engage in Professional Growth & Leadership
- Facilitate and Inspire Student Learning and Creativity Design & Develop Digital-Age Learning Experiences & Assessments Model Digital-Age Work & Learning Promote & Model Digital Citizenship & Responsibility Engage in Professional Growth & Leadership
- Visionary Leadership - inspire/engage/advocate Digital Age Learning Culture - ensure/provide/model/promote Excellence in Professional Practice - allocate/facilitate/empower Systemic Improvement - lead/recruit/collaborate/leverage/maintain Digital Citizenship - model/ensure/promote
- Visionary Leadership - inspire/engage/advocate Digital Age Learning Culture - ensure/provide/model/promote Excellence in Professional Practice - allocate/facilitate/empower Systemic Improvement - lead/recruit/collaborate/leverage/maintain Digital Citizenship - model/ensure/promote
- Visionary Leadership - inspire/engage/advocate Digital Age Learning Culture - ensure/provide/model/promote Excellence in Professional Practice - allocate/facilitate/empower Systemic Improvement - lead/recruit/collaborate/leverage/maintain Digital Citizenship - model/ensure/promote
- Visionary Leadership - inspire/engage/advocate Digital Age Learning Culture - ensure/provide/model/promote Excellence in Professional Practice - allocate/facilitate/empower Systemic Improvement - lead/recruit/collaborate/leverage/maintain Digital Citizenship - model/ensure/promote
- Visionary Leadership - inspire/engage/advocate Digital Age Learning Culture - ensure/provide/model/promote Excellence in Professional Practice - allocate/facilitate/empower Systemic Improvement - lead/recruit/collaborate/leverage/maintain Digital Citizenship - model/ensure/promote
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Watch the Gotchas... -Compliance Complex - preoccupation with meeting mandated goals -Accountability Prophylaxis - emphasis on test results instead of critical student learning -Reaction to Incidents - too little planning and preparing --> too much time in response mode
- Fullen’s 8 principles of the Change Process But the rules of presentation dictate that this is too many items on a slide...
- ...So we’ll just deal with 4 of them (can’t violate the presentation rules!) Vision and Strategic Planning Come Later (Premature visions and planning blind) Neither Centralization Nor Decentralization Works (Both top-down and bottom-up strategies are necessary.) Connection with the Wider Environment is Critical for Success (The best organizations learn externally as well as internally.) Every Person is a Change Agent (Change is too important to leave to the experts, personal mind set and mastery is the ultimate protection.) (pp. 21-22)
- Let’s take a look back at some of Fullen’s points that we previously ignored -- two, in particular that relate to developing a vision...
- That’s better -- only three items. The presentation police can stand down... You Can't Mandate What Matters (The more complex the change, the less you can force it.) Change is a Journey, not a Blueprint (Change is non-linear, loaded with uncertainty and excitement and sometimes perverse.) Vision and Strategic Planning Come Later (Premature visions and planning blind)
- Too much discourse today looks like this. It’s not dialog and there’s no real communication going on. One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
- Too much discourse today looks like this. It’s not dialog and there’s no real communication going on. One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
- Too much discourse today looks like this. It’s not dialog and there’s no real communication going on. One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
- Too much discourse today looks like this. It’s not dialog and there’s no real communication going on. One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
- Too much discourse today looks like this. It’s not dialog and there’s no real communication going on. One of the most effective ways to communicate -- to facilitate and lead a productive conversation -- CLICK -- is to listen.
- And with the technology tools available, the range of our conversation is literally global. Start by listening, but do not hesitate to contribute. What you give will come back many fold...
- Don’t try to do it alone... Not only do you need to develop and distribute leadership among your staff members, You need to develop your Personal Learning Network among fellow administrators to broaden your expertise...
- Caveat: Use what works for you. If it’s contrived, it won’t be effective. Keep it simple. Start slow & small (unless you like the edge): e.g. email. DO: Develop a Personal Learning Network - read blogs, follow others on Twitter (Chris Lehmann, etc.) Handhelds - ICOT; LoTi Observer
- One of several video clips on a wiki created this past summer by Tom and me - along with several other Apple Distinguished Educators. This clip features Andy Crozier talking about the importance of his personal learning network using Web 2.0 tools.
- Respond to the poll in CoverItLive to indicate which of these would be a priority for you in your current situation or context. If you select “Other” in the poll, be prepared to share...