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?
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
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
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...