Horner:Administrator Training MO SW-PBS SI 08

Transforming Complexity into Practical Action Rob Horner University of Oregon www.pbis.org

The Challenge ,[object Object],[object Object],[object Object]

Development of Science to Practice Efforts ,[object Object],[object Object],[object Object],[object Object]

The current technology of Implementation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Implementation ,[object Object],[object Object],[object Object],© Dean Fixsen, Karen Blase, Robert Horner, George Sugai, 2008

Sobering Observation © Dean Fixsen, Karen Blase, Robert Horner, George Sugai, 2008 "All organizations [and systems] are designed, intentionally or unwittingly, to achieve precisely the results they get." R. Spencer Darling (Business Expert)

Unintended Effects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Our education system has grown up through a process of “disjointed incrementalism” (Reynolds, 1988) K-12 Education SPED Migrant ELL At-Risk Title I Gifted

Proposed Solution ,[object Object],Define Problem Develop Plan Implement Data Used for Evaluation

Define Problem Develop Plan Implement Data Used for Evaluation

Lessons Learned from PBIS ,[object Object],[object Object],[object Object],[object Object]

Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

10% 5% 0% 30% 20% 0% 60% 60% 5% 95% 95% 95% Joyce & Showers, 2002 Training Outcomes Related to Training Components Training Outcomes Training Components Knowledge of Content Skill Implementation Classroom Application Presentation/ Lecture Plus Demonstration Plus Practice Plus Coaching/ Admin Support Data Feedback

Discipline Foundation Policy: LAUSD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Efficient Systems of Support ,[object Object],[object Object]

Working Smarter ,[object Object],[object Object],[object Object],[object Object],Initiative, Project, Committee Purpose Outcome Target Group Staff Involved SIP/SID/ etc Attendance Committee Character Education Safety Committee School Spirit Committee Discipline Committee DARE Committee EBS Work Group

Sample Team Matrix Initiative, Committee Purpose Outcome Target Group Staff Involved SIP/SID/ etc Attendance Committee Increase attendance % of students attending All students Eric, Ellen, Marlee Goal #2 Character Education Improve character Student behavior? All students Marlee, J.S., Ellen Goal #3 Safety Committee Improve safety Dangerous students Has not met Goal #3 School Spirit Committee School spirit All students Has not met Discipline Committee Improve behavior Improve discipline Bullies, repeat offenders Ellen, Eric, Marlee, Otis Goal #3 DARE Committee Decrease drug use High risk drug users Don ?? EBS Work Group Implement 3-tier model Office referrals, Attendance, Grades All students Eric, Ellen, Marlee, Otis, Emma Goal #2 Goal #3

Lessons Learned ,[object Object]

Leadership Team Funding Visibility Political Support Training Coaching Evaluation Local Demonstration Schools Active Coordination Behavioral Expertise

~80% of Students ~15% ~5% CONTINUUM of SWPBS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

A Process for Systems Change Foundations Practices Systems Measures *Fidelity *Student impact 1 3,4 2

A Process for Systems Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

A Process for Systems Change ,[object Object]

SYSTEMS PRACTICES DATA Supporting Staff Behavior Supporting Decision Making Supporting Student Behavior Positive Behavior Support OUTCOMES Social Competence & Academic Achievement

“ What the Worlds Greatest Managers Do Differently ” -- Buckingham & Coffman 2002, Gallup Interviews with 1 million workers, 80,000 managers, in 400 companies. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Summary ,[object Object],[object Object],[object Object]

Horner:Administrator Training MO SW-PBS SI 08

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Horner:Administrator Training MO SW-PBS SI 08