1. Indiana Student Achievement Institute InSAI PREPARING FOR CHANGE (Document R.1)

2. InSAI’s beliefs and assumptions

3. Bottom-Up School Improvement Decision-Makers - All educators -Community - All students Assumptions about educators, community, students -Good people – care about kids -Capable of being thought-leaders -Capable of being change-makers -Will put kids first -Will adopt a “no excuses” approach -Will make good decisions

4.  Teams have the POWER TO CHANGE  I MUST CHANGE if I expect the system to change  Change involves DISCOVERING ANSWERS, not applying formulas.  REAL CHANGE IS REAL HARD, but not impossible! InSAI Beliefs About Leadership

5. Good planning includes:  Common BELIEF SYSTEM  Shared DECISION MAKING  Data-driven CHANGE PROCESS  Clearly defined ACTION PLANS  A plan for PROFESSIONAL DEVELOPMENT InSAI Beliefs About Planning

6. Parker Palmer MOVEMENT APPROACH

7. DIVIDED NO MORE A MOVEMENT APPROACH TO EDUCATIONAL REFORM Parker Palmer ISOLATED INDIVIDUALS MUTUAL SUPPORT PUBLIC ISSUESCULTURAL CHANGE

8. Peter Senge FIFTH DISCIPLINE

9.  VISION DATA CURRENT DATA  Peter Senge – The Balance of Tension Source: Peter Senge, The Fifth Discipline

10. ORGAN- IZATION VALUES BELIEFS Peter Senge – Points of Leverage Source: Peter Senge, The Fifth Discipline

11. SYSTEMIC CHANGE RESULTS IN: New Ideas Shared decision making Eagerness for change Systemic implementation Peter Senge – Learning Organizations Administrators have knowledge about the world and every aspect of the school LEADERSHIP LEARNING Source: Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday. Administrators + faculty and community have knowledge of the world and every aspect of the school ORGANIZATIONAL LEARNING

12. Asa Hilliard DO WE HAVE THE WILL TO EDUCATE ALL CHILDREN?

13. Asa Hilliard – Deep Restructuring Current educational reforms are nothing more than “rearranging the technical and logistical chairs on the educational Titanic.” Source: Hilliard, A. (1991). Do we have the will to educate all children?, Educational Leadership, 49(1), 31-36.

14. Asa Hilliard – Deep Restructuring Fundamental change will occur in an environment supportive of change Everyone at the table Trust Honest discussions Data analysis Source: Hilliard, A. (1991). Do we have the will to educate all children?, Educational Leadership, 49(1), 31-36.

15. Collegiality VS Congeniality Norm of Congeniality Would like everyone to be happy Avoid conflict Isolation Little team learning Norm of Collegiality Spirit of inquiry Talk about tough topics Observe each other o talk about practice o Teach one another

16. CHANGE LEADERS

17. CHANGE LEADERS VISION COMMITMENTTRANSITION LEADER

18. Vision

19. VISION A lofty, bold picture of the way our school will be if all of our dreams for kids come true.

20. Commitment

21. BUILDING COMMITMENT  Trust  Passion / Excitement  Clear Communications  High Expectations

22. Manage Transition

23. MANAGING TRANSITION OTHERS  Systemic Change  Rate of Change  Resistance YOU  Value All People  Low ego / High results  Don’t take it personally / Be tough  TRUST THE PROCESS

24. Indiana Student Achievement Institute InSAI PREPARING FOR CHANGE (Document R.1)