Group items tagged

n practical terms, any change effort that does not consider the culture into which it is introduced is unlikely to succeed. The worst-case scenario is that the change effort is resisted to such a degree that it is never truly implemented. In many cases, however, the change effort fails to produce the sort of results initially imagined despite the efforts of all involved to adopt the change. Although the new behaviours are adopted, something goes wrong, and it isn't always that the new idea itself is to be blamed. - Maybe it's culture?

Hire a virtual assistant from India with Invedus. Select your to-do list to an expert Virtual Assistant, on a flexible monthly plan. Get time to grow your business with Invedus. Hire a virtual assistant to meet your need for highly skilled manpower to complete administrative and technical operations. Being present at a remote area, this office assistant of yours uses online collaboration tools and delivers all your secretarial tasks. To learn more about Invedus virtual assistant services, Visit the website. https://invedus.com/services/virtual-assistant/ #virtualassistantindia #hirevirtualassistantindia #va #virtualassistantcompaniesinindia #virtualassistantservices #virtualassistantsinindia #virtualassistantsindia #invedus

As we move towards this brighter future with the fear of a global pandemic somewhat alleviated, what might be our next steps? How might we apply the lessons learned so rapidly, and brutally during this past twelve-month period? Might COVID be a catalyst for the reinvention of education that so many have been calling for?

Two resources that might appeal to educators pondering the future.

Hire expert digital marketers to promote your business with offshore digital marketing services. Transfer your workload and get the best services for SEO, PPC and others. You can explorer more about Why outsourcing digital marketing to India is an ideal decision? Check the link below. https://bit.ly/2V2MiT2

One of the key ways by which we make sense of our world is by analysing the stories that we and others use to describe it. These stories are a construct of our experiences, our beliefs, our cultural perspectives and the interactions between these things. Even when the context in which the story is set is the same, the details and nature of the story that particular individuals or collective share can differ vastly. Only by listening to each story with empathy and genuine desire to understand each individual's telling of this story do we develop true insights. Making sense of the stories of education should be a key process for all educators.

COVID19 has taken the rule book on change, torn it into small pieces and thrown most of it out the window. What might this mean for education?

The bushfire crisis that is currently impacting Australia is beyond devastating. The scale of these fires defies the imagination. For so long now we have lived with skies laden with smoke as a constant and inescapable reminder that this is not an ordinary summer. This is weather and drought at its most extreme. Our only salvation will be rain but this is not the season for that and the long term forecasts are not promising. Our young people, in particular, will be affected and will need special care in the weeks and months to come. What might this mean for schools and for student agency?

We are living in interesting, frightening and rapidly changing times. Where rapid changes and transformations through technology, politics, globalisation and the climate, conspire against normality. These times demand a fresh approach to education, one that provides learners with the thinking dispositions they need to turn challenges into opportunities.  "All that was 'normal' has now evaporated; we have entered postnormal times, the in-between period where old orthodoxies are dying, new ones have not yet emerged, and nothing really makes sense." But what thinking might guide us through this time of volatility, uncertainty, complexity and ambiguity?

Last week I decided that a good home cooked meal was in order. Lacking inspiration it turned to a recipe book I had been gifted the previous Christmas and found what appeared to be a tasty and nutritious option. I read on with enthusiasm and was soon imaging myself dining on this wholesome meal. If the end result looked half as good as the glossy picture that accompanied the recipe, I would be in luck.

The frog in the pot of boiling water in An Inconvenient Truth is a cinematic moment that has the desired effect. It is one of the moments from the film that the audience remembers long after the credits roll. I have often thought about how this metaphor applies to change and particularly the way that change operates in schools.

This unavoidable and irreducible complexity means that schools are challenging place to study, to understand and to manage change within. Even for the teacher who spends everyday inside the school there is so much going on that unguided observations and the plans based upon them come with no guarantee of success. - We need a lens and a lever to manage this complexity. -  Such a lens is offered by the 'cultural forces'.

With the year rushing to a close, this seems like the right time to set goals for the year ahead. To pause and consider what next and make some personal promises.  The trouble is that the history of setting New Year Resolutions is littered with failures. It is so easy at this point  in time to make commitments for change and then just a few weeks later to have forgotten what they were.

Data occupies a somewhat curious place within education. Mention it to teachers and you tend to get one of two responses. One group will roll their eyes and with great sarcasm how data is "so exciting". The other group responds with something akin to "actually I quite like data" indicating that experience has shown them that they are members of a small group. The question is why do some people find data to be a useful and fascinating tool while others see it as a good method for inducing sleep? 

Taken simplistically there could be a feeling that due to the complexity of large systems change becomes an uncontrollable beast with a mind of its own. 

The foundational stability of schools might be our greatest strength.Getting the fundamentals right and protecting them during change efforts is essential. 

 If the young people of today are to thrive beyond the walls of the classroom they will need to be able to cope with a world characterised by volatility, uncertainty, complexity and ambiguity. The children of todays Kindergarten will enter the workplace in the fourth-decade of the 21st Century. We debate the merits of teaching 21st Century Skills and what they might be while teaching children who have lived their entire lives in that very century. The challenge is how will schools and individual teachers respond to this drive for urgent change.

A recent post by George Couros (author of The innovators Mindset) posed an interesting question about the role that culture plays in shaping the trajectory of an organisation. The traditional wisdom is that culture trumps all but George points to the role that individuals play in shaping and changing culture itself. Is culture perhaps less resilient than we are led to imagine and is it just a consequence of the individuals with the greatest influence? Or, is something else at play here?

You do not need to look very hard to find a report claiming that schools and education needs to change. But real change needs more than teacher blaming and increased accountability. What will drive real change is . . .

I am currently reading "Thank you for being late: An optimist's guide to thriving in the age of accelerations" and have found in this the answer to these questions. In essence we are confronting two types of change, one that we have always faced and one that is unique to our current times. 

Understanding responses to change is critical and with the predicted future of education increasingly being linked to innovative practices which prepare students for an unknown future change is a central theme

The potential for reliably predicting the outcome of any change effort is surely difficult if not even impossible once the number of influences becomes large. Acknowledging the complexity that exists and seeing the potential for growth, creativity and innovation that can exist within an organisation at 'the edge of chaos' are useful strategies as schools face a period of unprecedented change.