Significant Learning Environments

A New Culture of Learning

In the new world of technology learning has taken on a new look.  How can teachers embrace that new culture of learning?  More importantly what does this new culture of learning look like? Douglas Thomas author of A New Culture of Learning says

“In the new culture we describe, learning thus becomes a lifelong interest that is renewed and redefined on a continual basis. Furthermore, everything—and everyone—around us can be seen as resources for learning. To harness that new kind of learning and understand where we are now headed.”

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To understand this new culture of learning lets look at the current culture of learning.  In the current culture of learning teachers are the main focus of learning.  Learning is transferred down from the teacher to the the students.  The students then are asked to transfer that learning back to the teacher in a form of assessments.  In this form of learning students are expected to learn what is taught and rarely given opportunities to divert from the teacher’s curriculum.  In this form of learning students have many boundaries and are asked to stay within those boundaries.

In the new age of learning Thomas, describes the classroom as a learning environment where teachers, students, technology, and boundaries all co-exist together.  In this new environment all these things are blended together in order to create a new sense of learning.  In this new culture students are not measured on regurgitated or transferred information rather the process of learning.  In this new form of learning-based approach the learning that students go through is the focal point .  Students strive in this environment to build upon learning.

Creating a Significant Learning Environment

Last year I took a new position as an instructional coach.  One of the first things that I did was go through training in student centered coaching.  This training opened up my eyes to creating a significant learning environment. Creating a significant learning environment is about keeping the student at the focus of learning.  This is what has driven me in my Innovation Plan.  I look forward to developing a blended learning environment.  I feel as thou the blended learning environment embodies a significant learning environment.

In creating a significant learning environment teachers take a look at the learning process. Has the student gone through the process of learning.  It’s not about developing the right multiple choice questions and regurgitating information back to the teacher.  It’s about creating a place for the students to struggle and develop in their own way.  Along with student growth comes student communication.  Students are asked to communicate amongst each other to help with their learning and challenge each other.  In this process it is not about the student just getting to the end, but how the student reached the end.

Now in the old form of learning students were given boundaries or constraints on learning.  These constraints often times limited the students growth and learning.  In a significant learning environment there are boundaries but those boundaries are expected to trigger the students imagination.  Students are asked to work with in the boundaries but push the limits of their own learning.  When students push the limits of their imagination and learning something beautiful happens.  Students begin to learn that growth comes with failure and struggle.  As students develop in their learning they begin to adapt and learning can really take place at the fore front.

This is one of the reason that I love blended learning.  Blended learning can be developed for each individual student.  Thats why building relationships with students is key in a significant learning environment.  Building relationships so that teachers know their students can help build these significant learning environments.

Challenges to Implementation

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In every organization there will be challenges.  As an instructional coach I have seen my fair share of challenges.  Maybe rather than calling them challengers I’ll call them resistors.  With in the blended learning model teachers are asked to rethink how they teach to students.  Creating a significant learning environment does the same thing.  It challenges the teacher to think about how they have been teaching for the past years. Those challenges to the teachers will be case for resistance.  In most cases it is resistance to the unknown.  That is why I will try to model, model, model.  Just like a car salesman running their buyers through all the bells and whistles on the car.  I need to sell to the teachers that they can’t live with out this in their classrooms.

With every new idea there have been naysayers.  People that thought they knew more than everyone else.  Ten years ago Steve Ballmer had this to say about the iPhone.

“Five hundred dollars, fully subsidized, with a plan?! I said, ‘That is the most expensive phone in the world! And it doesn’t appeal to business customers because it doesn’t have a keyboard!’” — Steve Ballmer, former Microsoft CEO

How wrong was he?  I know there will be naysayers in my organization.  I know there will be resistance to a blended learning environment.  It will be in the details of how I implement my ideas.  Knowing and trusting in the hours of research, discussions, and modeling I can feel confident in implementing blended learning.

 

Leading Change

Just the very word “CHANGE” can bring a system to the brink of turmoil.  So how can I create change in my district with out turmoil?  The answer is that most likely there will be turmoil along the way but having a plan before is key.  That plan all started with my Innovation Plan for bended learning.  While moving past my innovation plan I have now started to look at what obstacles innovators often times face.  True innovation will have obstacles.  How one deals with those obstacles can determine the success of your plan.


Why Before any organization can create change you have to know why.  The question of why drives everything.  These conversations must be had in order to have a strong understanding.  It isn’t enough to just know what you do and maybe how you do it.  You need to understand the “WHY“.  So in this course I worked to develop a strong why for blended learning.  So why blended learning?


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Next I need to understand what behaviors and actions are need for change.  One of the biggest things I learned is the power of the Influencer.  In this book I learn a number of strategies to help my district develop a plan to real create change.  Here is a detailed influencer plan for creating and sustaining change.  Changing behavior is where change really starts.  If you can change behaviors you have a chance at change taking form.


Untitled drawing (2)Next we are faced with the whirlwinds of every day life.  Teaching is a job that entails a large number of tasks during the day and week.  Its not just teaching your subject area.  The day to day grind of teaching can leave you unfocused.  This is where the 4DX model comes into play.  The 4DX model looks deeper into installing my innovation plan.    When looking at the 4DX model one must be extremely focused.  The 4DX model helps one do that with the whirlwinds of everyday life.


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Conversations often times can arise that may be uncomfortable and stressful.  When creating change these types of conversations are likely to come up, but they don’t have to be uncomfortable or stressful.  Good leaders can install certain skills within its organization to help deal with these conversations.  In the Crucial Conversations leaders are taught how to deal with conversations of this nature.  Here is how I can utilize Crucial Conversations skills in the future.


Executing these can help a district like mine stay away from the pitfalls of change.

 

What makes up good leadership?

Having good leadership with-in any system is important.  Leadership is often times the glue that hold an organization together.  So what qualities does one need to have in order to be an effective leader?  One can do a quick search on google and find many words like Integrity, Motivate, Inspire, Confidence, Positive Attitude, and much more.  In this weeks discussions in class I looked at two characteristics that can not be over looked.

Self Differentiated

The first characteristic is being a self differentiated leader.  Edwin Friedman discusses this in his book A Failure of Nerve.  Being self differentiated leader means understanding your self and your own emotions.  When leaders are able to understand their own anxiety and emotions they can be an effective leader.  Friedman describes this as knowing were one begins and ends. A leader that has true understanding of themselves is able to connect with others but remain connected to them selves at the same time.  An effective leader doesn’t get sucked into the whirlwinds of the workplace, but stays strong in their own convictions.  A self differentiated leader has the ability to take a stand on issues or topics that have the ability to change their system.  They make tough decisions in the face of over whelming criticism.

For me as a leader one of the biggest things that I need to be on the look out for is Sabotage.  When one is being a self differentiated leader they are most likely going to see sabotage.  You will be see as a threat and those around you will try to sabotage what you are working on.  If this happens know that the process is working.  If you are truly self differentiated then you will be able to see that this is happening and be able to defuse the situation.

Crucial Conversations

The second characteristic is being able to have crucial conversations.  This is not your everyday conversation sitting around in the teacher lounge conversation.  This is a conversation that has opposing opinions, strong emotions, and high stakes.  These are the type of conversations that nobody wants to have.  In the end these are the types of conversations that need to be had if change is to be received and developed in your organization.  I believe that many of us have never been taught how to have these conversations. The book Crucial Conversations lays down a framework for how to have these conversations with in your organization.  By utilizing the process a leader can ensure a much more transparent workplace.  With transparency comes trust and understanding of what is going to happen.  As I move forward with blended learning in my school district, I know someone along the way will question it.  

Crucial Conversations Process


1. GET UNSTUCK

Too many times I have been in a conversation that just keep spinning its wheels.  The first thing when having a crucial conversation is understanding that you are stuck and now looking to figure out how to get past it.  With implementing blended learning in my school district I am sure that there will be difficult conversations ahead.


2. START WITH THE HEART

When those conversations come up and they will, you will need to ask yourself some questions.  You need to ask your self what your motives are and what do you want to accomplish with in the conversation.  Because if you allow your heart to take over in a conversation one might go down the wrong path in a conversation.  You need to make sure that your heart and your brain are both in focus.  For me I am passionate about blended learning and the necessity for it to be implemented with in my district.  I need to be careful not to fall into the trap of letting my heart run a conversation.


3. LEARN TO LOOK

This is one of those areas where you need to understand when the wheels are going to fall off.  The sooner that is done the sooner that the conversation can get back on track.  Things that need to be looked for….

  • When the conversation is becoming crucial
  • learn to watch for safety signs
  • watch for those becoming silent or violent

Understanding these signs are crucial for everyone involved in the process.  Emotions can run high but at the end of the day we all want what is best for students.  It is important that I understand these signs.


4. MAKE IT SAFE

When having a crucial conversation things can become heated and people may feel unsafe.  When the conversation has hit this point I need to step out and restore safety for all involved.  “It might be a good time to change gears for a second.”  This might be a way to have all involved reset for a second.  Once I am able to understand where the safety risk is address the risk and restore the safety of the conversation.  If apologies are needed then they should be done.  Everyone needs to have respect for each other.  People need to be able to feel safe to let down their guard when having these conversations.


5. MASTER MY STORIES

Whether you like it or not the story will be told.  Will you be in charge of your story?  Some times in the passions of conversation people get lost in their story. It is important that I don’t get lost in my story.  I am passionate about Blended Learning but that doesn’t mean that I can’t get lost in my own story.  At the same time having stories that corroborate my own is important.  Some times it is important to not only share your own story but others as well.  In order to keep the conversation on point don’t lose your way in your own story.


6. STATE MY PATH

  • Share your Facts
  • Tell your story
  • Ask for others paths
  • Talk tentatively
  • Encourage Testing

Following these steps allows your conversation to build and have structure in the toughest of moments.  Remembering these steps can help me follow an outline for success in these conversations.


7. EXPLORE OTHERS’ PATHS

How to listen when other blow up or clam up.   Knowing when to listen is just as important talking.  The trick here is not to get hurt while listening.  Understand what people are feeling and saying. Understanding that listening is sometimes the best way to persuading can be difficult.  Listening gives up a sense of control in the conversation.  Listen carefully and allow people to move to the roots of the problem.  This can help all move in the right direction.


7. MOVE TO ACTION

Remember getting unstuck, that was the whole purpose of the conversation.  Lets not have the same conversation again!  That was the goal at the start.  While having the conversation was probably not as comfortable as you would like, it was important in moving closer to real action.  By having these conversations you can move past the road blocks and get down to business.  I will be sure to write down our decisions and how we plan to move on. If similar issues arise around the same problem I will remind people of the last conversation and what we all decided on.  This can help keep everyone on track and in the groove.


I think that this is one of my weakest areas when leading.  I look forward to practicing these skills to better help me be a better leader.  If I can stay to the process described, I think that I can not only help myself but others in my district.

 

Resources:

Friedman, E. H. (2007). A Failure of Nerve: Leadership in the age of the quick fix

Patterson, K., Grenny, J., & Swizler, A. (2012). Crucial conversations: tools for talking when stakes are high

Less is more when it comes to change.

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This week I am looking more into developing effective strategies for implementing change.   Over the this course I have looked into the Influencer and now the 4DX models. Implementing change in a business or school takes planning.  When looking at implementing Blended Learning, the hustle and the bustle of the daily grind can get in the way.  According to The 4 Disciplines of Execution this is called the whirlwind.  So how can we do more with less?  I know that everyday teachers are all pulled into a hundred different directions.  So how does the 4DX strategy help do more with less? First I want to let you in on what to expect.

5 Stages of Change 

Stage 1: Getting Clear

As instructional coach in my district I am constantly working to help teachers create student centered classrooms.  One of the ways that I am looking to help implement student centered classrooms is through blended learning.  In stage one the goal must be focused.  In order to do this the TLC and IC will develop the first year WIG.  The focus must be crystal clear in order for it to be successful.

Other areas of concern:

  • Identify Lead Measures
  • Create a Scoreboard
  • Schedule a mutual time for weekly meetings

Stage 2: Launch

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The TLC and IC will work together before the beginning of the year to develop a kickoff for our WIG.  This is crucial in gaining momentum and starting a sense of frenzy around the idea.  It will be up to me as the IC and leader to make sure that we remain focused and energized in our determination to reach our goal.  It will also be up to me as the IC to trust in the process that the team as created.

Stage 3: Adoption

Adopting a blended learning environment will take time.  The team needs to realize that small successes along the way are crucial in the process.  In order to be successful the team needs to be all in.  Know that there will be struggles along the way but as the plan begins to develop remember that we are in it for the long haul.  We will need to be focused more than ever.  We will need to make adjustments as need.  We will need to continue to support and hold each other accountable.

Stage 4: Optimization

In this stage we are “In It to Win It”.  We have seen the fruits of our labor at this point start to flourish.  Now we can trust even more in the process.  Each member of the team will start to live the teams WIG.  This stage is about encouragement and recognition.  Continue to encourage each other and at the same time recognize the work that need to still be done.

Stage 5: Habits

At this point we should be creating creatures of habit.  Our team should be creating daily and weekly routines that will help us reach our WIG.  They should start to see a cultural shift at this point.  They should also see themselves as pioneers of the school district that will be ready to lead the next years groups down the same path that they have just embarked on.

Implementing the 4DX Model

So what does the 4DX model look like?  Developing a model that can be successful is the struggle for any business or school looking to implement something of change.  The 4DX model was created in order to help people reach their Wildly Important Goal or WIG.  The 4DX model is broken down into four disciplines.

Discipline 1:Focus on the Wildly Important

Where people often times go array is focussing on too many ideas.  Thats not to say that the ideas are bad.  Most likely they are good ideas that could benefit everyone on involved.  How many times have we had discussions in our own faculty meetings but have never come to any specific goals.  Finding that specific goal is what discipline 1 is about.  When creating your Wildly Important Goal make sure to focus in on one to two goals.  Shooting for more than that is setting up failure.

WIG: The TLC and IC will implement one Blended Learning Unit by the end of 2020.

Discipline 2: Act on the Lead Measures

In discipline 2 one must find the leverage needed to move the WIG.  Finding the right leverage is key to success. This Lead Measure needs to be different from the Lag Measure.  Where the Lag Measure may seem like more common sense.  The Lead Measure is much more specific and leads to real success. Defining a Lead Measure needs to be predictable and influenceable.  It is important for the success of the WIG that all members of the team work together to create these measures. So with that being said these are some examples that I would guess we would come up with related to our WIG.  It is crucial that all members be involved or there is potential for members to not feel invested in the process.  Without that investment one is already setting up for failure.

Lag Measure: Develop Blended learning lessons

Lead Measure: Instructional Coach will work one on one with each member of the TLC team through a 6 week Coaching Cycle focused on blended learning.

Discipline 3: Keep a Compelling Score Board

Everyone needs to know what the score is.  When everyone knows what the score is everyone can understand where we are as a team.  Keeping score is important because it give more importance to the WIG.  With out the score board the WIG is likely to fail.  What does the scoreboard look like.  In this case it could be a poster in the teachers lounge keeping track of which teachers have met and gone through a coaching cycle.

Discipline 4: Create a Cadence of Accountability

In discipline 4 the team will create weekly agendas.  These agendas will keep us accountable to each other.  This gives each one of us a sense of value and accountability to each other.  By meeting on a weekly basis this set up a standard that the WIG is important.  This will help in the whirlwind of everything else that must be done during the work week.  Weekly meeting notes can be looked at to celebrate any successes from last weeks agenda.  What commitments were accomplished and which ones weren’t and why?  The WIG is constantly at the for front each week.  Unlike monthly faculty meetings where we get little time to work, weekly meeting can make a huge change.  Each week we can look at the scoreboard to see what needs to be done to score more and access our success.

Influencer vs 4DX

How does the influencer and the 4DX compare or work together.  The influencer develops around the emotional drive of several different people.  On the other hand the 4DX model looks to be more of a strategy based program.   The 4DX model takes the Influencer and pushes you past basic and more towards defined.  4DX has a more defined program and really takes you through the process of implementing a goal and working towards that goal.  The influencer works at getting that goal started and 4DX will help us through the entire process.  4DX really pushes that less is more. It will help us cross that finish line.

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