TELL Study Teams Year 2 Hillsborough County Public Schools September 24, 2015 Phil Carr Program Consultant/Client Lead Andrew Sioberg Director, Teaching and Learning Initiative

when we focus on teachers, our students succeed

Copyright © 2015 New Teacher Center. All Rights Reserved. Transparency 1.Each member of the team should complete a program reflection template. You may all work together to complete it but each member needs his/her own filled in. 2.When prompted, find someone from another team who you do not know and go introduce yourself. 3.Share your Program Reflection Template with each other and leave the conversation with at least one thing about it to share with your group 4.When prompted, return to your team and share your learning.

Copyright © 2015 New Teacher Center. All Rights Reserved. Program Reflections PlanExecutionWhy What was It? What worked? What did not work? Where are you Going

Copyright © 2015 New Teacher Center. All Rights Reserved. Overview TELL Year 2 Study Teams will dive deeper into change theory and application around their chosen TELL working conditions. Teams will have the opportunity to continue and expand current change work or to begin a “new” change project. The TELL Year 2 PD work will consist of 3 Face to Face PD sessions and 4 In-field coaching sessions.

Copyright © 2015 New Teacher Center. All Rights Reserved. Outcomes Reflect On and Refine TELL Change Work Deepen Knowledge of Kotter’s Work Apply the Work of Robert Fullan to Your Own TELL Change Work Strengthen Participant Understanding of Trust As It Relates To Change Create a Plan for Continued Change Around the TELL Constructs

Copyright © 2015 New Teacher Center. All Rights Reserved. AGENDA Welcome Overview Reflections Kotter 7 and 8 Fullan on Change Trust Plan for Moving Forward Closure

Copyright © 2015 New Teacher Center. All Rights Reserved. NORMS Equity of Voice Active Listening Respect for All Perspectives Safety and Confidentiality Self-Monitor Use of Electronics

Copyright © 2015 New Teacher Center. All Rights Reserved. Leading Change Kotter’s 8 Required Steps SECTION TWO

Copyright © 2015 New Teacher Center. All Rights Reserved. Kotter’s 8 Required Steps 1.Establish a sense of urgency 2.Create a guiding coalition 3.Develop a vision and strategy 4.Communicate the change vision 5.Empower broad-based action 6.Generate short term wins 7.Consolidate gains and produce more change 8. Anchor new approaches in the culture

Copyright © 2015 New Teacher Center. All Rights Reserved. Kotter 7 Consolidate Gains and Produce More Change More change, not less: The guiding coalition uses the credibility afforded by short term wins to tackle additional and bigger change projects. More help: Additional people are brought in and developed to help with all the changes. Leadership from senior management: Senior people focus on maintaining clarity of purpose for the overall project and keeping urgency up.

Copyright © 2015 New Teacher Center. All Rights Reserved. Kotter 7 Consolidate Gains and Produce More Change Project management and leadership from below: lower ranks in the hierarchy provide leadership and management for projects. Reduction of unnecessary interdependencies: To make change easier, leaders identify and eliminate unnecessary interdependencies

Copyright © 2015 New Teacher Center. All Rights Reserved. Kotter 7 Resistance: Always Waiting to Reassert Itself “Irrational and political resistance to change never fully dissipates. Even if you are successful in the early stages of transformation, you often don’t win over the self centered person who is appalled when the change encroaches on his/her turf, or the narrowly focused who can’t fathom why you want to spend so much time worrying about customers.”

Copyright © 2015 New Teacher Center. All Rights Reserved. Action Planning KotterWhoWhatWhen 7

Copyright © 2015 New Teacher Center. All Rights Reserved. Kotter 8 Anchoring Change in Culture Comes last, not first: Most alterations in norms and shared values come at the end of the transformation process. Depends on results: New approaches usually sink into a culture only after it’s very clear that they work and are superior to the old method.

Copyright © 2015 New Teacher Center. All Rights Reserved. Kotter 8 Anchoring Change in Culture Requires a lot of talk: Without verbal instruction and support, people are often reluctant to admit the validity of new practices. May involve turnover: Sometimes the only way to change culture is to change key people. Makes decision on succession crucial: If promotion processes are not changed to be compatible with new practices, the old culture will reassert itself.

Copyright © 2015 New Teacher Center. All Rights Reserved. Action Planning KotterWhoWhatWhen 8

Copyright © 2015 New Teacher Center. All Rights Reserved. Michael Fullan Change Leader SECTION THREE

Copyright © 2015 New Teacher Center. All Rights Reserved. Michael Fullan Change Leader 1.Practice Drives Theory 2.Be Resolute 3.Motivate the Masses 4.Collaborate to Compete 5.Learn Confidently 6.Know Your Impact 7.Sustain Simplexity: Just Right Simple

Copyright © 2015 New Teacher Center. All Rights Reserved. Team Read and Chart Activity Each school team will read a brief description of a chapter of CHANGE LEADER. After reading, school teams will discuss and create a poster presentation for the whole group. Teams will then gallery walk posters, leaving one member behind to explain their poster to groups as they come to table. When teams have returned to their tables, capture thoughts on Action Planning Template Clarifying Questions?

Copyright © 2015 New Teacher Center. All Rights Reserved. Action Planning FullanContextWhoWhen Fullan

Copyright © 2015 New Teacher Center. All Rights Reserved. “I don’t want much, I only want trust, And you know it don’t come easy.” Ringo Starr© Startling Music LTD

Copyright © 2015 New Teacher Center. All Rights Reserved. TRUST BUILDING Think about an educator you really trusted. Colleague, Supervisor, ETC Describe his/her qualities How did his/her behavior demonstrate sincerity, reliability, benevolence and competence?

Copyright © 2015 New Teacher Center. All Rights Reserved. Importance of Trust Building 1.Find a conversation partner you don’t know. 2.Have a conversation around your response to the previous slide. 3.Discuss and prepare to share some qualities/attributes/indicators of trust.

Copyright © 2015 New Teacher Center. All Rights Reserved. What the Data TELLs Us Article pages 6-9 Highlight or mark passages words or phrases that resonate. When prompted, share with your team. When prompted, one member of team will share out. (The tallest person on the team)

Copyright © 2015 New Teacher Center. All Rights Reserved. Dimensions of Trust Building Sincerity Whether the individual’s speech matches his/her internal conversation Reliability Whether or not the other will comply with promises made Competence The other’s ability to “deliver the goods” Benevolence The other’s good will

Copyright © 2015 New Teacher Center. All Rights Reserved. Be Sincere Whether or not the external conversation matches the perceived internal conversation Admit mistakes Demonstrate personal regard Maintain confidentiality

Copyright © 2015 New Teacher Center. All Rights Reserved. Be Reliable Comply with the promises made Keep commitments Behave consistently Be available

Copyright © 2015 New Teacher Center. All Rights Reserved. Be Competent Provide appropriate data Share expertise and resources Share experience

Copyright © 2015 New Teacher Center. All Rights Reserved. Action Planning TrustWhoWhatWhen Trust

Copyright © 2015 New Teacher Center. All Rights Reserved. Self Assess Individually self access change work past and future. When prompted, share and discuss with team.

Copyright © 2015 New Teacher Center. All Rights Reserved. Self Assess Kotter1234THOUGHTS?

Copyright © 2015 New Teacher Center. All Rights Reserved. Plan for moving Forward Homework… Vision based on team’s assessment and tonight’s learning Individual plan moving forward, revised Action Planning Template Next meeting and coaching visits. Online Feedback Form Info (F2F PD)

Thank you For More Information Phil Carr Program Consultant/Client Lead Andrew Sioberg Director Teaching and Learning Initiative