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When asked the simple question of what school standards are, most students are unable to answer the question. When the concept is explained, however, they really do not know if having common standards would make a difference or not. Codie Allen, a senior in the Vail School Distract says, “I think that things will pretty much stay stagnate, people aren’t really going to change because of standards.”

Council of Chief State School Officers. Common Core State Standards Initiative, 2010.

Our second common purpose of assessment should be making sure not only that students learn what’s important, but that their learning is of appropriate scope, depth, and rigo

Third, we need to accept how good we already are, so we can recognize success when we see i

And we haven’t figured out a way to tell the story of our effectiveness in 25 words or less, which is what busy people want and nee

Because we're not telling the stories of our successful outcomes in simple, understandable terms, the public continues to define quality using the outdated concept of inputs like faculty credentials, student aptitude, and institutional wealth — things that by themselves don’t say a whole lot about student learning.

And people like to invest in success. Because the public doesn't know how good we are at helping students learn, it doesn't yet give us all the support we need in our quest to give our students the best possible education.

But while virtually every college and university has had to make draconian budget cuts in the last couple of years, with more to come, I wonder how many are using solid, systematic evidence — including assessment evidence — to inform those decisions.

Now is the time to move our focus from the road we are traveling to our destination: a point at which we all are prudent, informed stewards of our resources… a point at which we each have clear, appropriate, justifiable, and externally-informed standards for student learning. Most importantly, now is the time to move our focus from assessment to learning, and to keeping our promises. Only then can we make higher education as great as it needs to be.

The Change Process as Problem Solving and Problem Finding

What is not useful about this framework is that it does not allow for change efforts that begin with the organization in extremis

this framework is that it gives rise to thinking about a staged approach to changing things.

Change as a “How” Problem

Change as a “What” Problem

Change as a “Why” Problem

The Approach taken to Change Management Mirrors Management's Mindset

People in core units, buffered as they are from environmental turbulence and with a history of relying on adherence to standardized procedures, typically focus on “how” questions.

To summarize: Problems may be formulated in terms of “how,” “what” and “why” questions. Which formulation is used depends on where in the organization the person posing the question or formulating the problem is situated, and where the organization is situated in its own life cycle. “How” questions tend to cluster in core units. “What” questions tend to cluster in buffer units. People in perimeter units tend to ask “what” and “how” questions. “Why” questions are typically the responsibility of top management.

One More Time: How do you manage change? The honest answer is that you manage it pretty much the same way you’d manage anything else of a turbulent, messy, chaotic nature, that is, you don’t really manage it, you grapple with it. It’s more a matter of leadership ability than management skill. The first thing to do is jump in. You can’t do anything about it from the outside. A clear sense of mission or purpose is essential. The simpler the mission statement the better. “Kick ass in the marketplace” is a whole lot more meaningful than “Respond to market needs with a range of products and services that have been carefully designed and developed to compare so favorably in our customers’ eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor.” Build a team. “Lone wolves” have their uses, but managing change isn’t one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader. Maintain a flat organizational team structure and rely on minimal and informal reporting requirements. Pick people with relevant skills and high energy levels. You’ll need both. Toss out the rulebook. Change, by definition, calls for a configured response, not adherence to prefigured routines. Shift to an action-feedback model. Plan and act in short intervals. Do your analysis on the fly. No lengthy up-front studies, please. Remember the hare and the tortoise. Set flexible priorities. You must have the ability to drop what you’re doing and tend to something more important. Treat everything as a temporary measure. Don’t “lock in” until the last minute, and then insist on the right to change your mind. Ask for volunteers. You’ll be surprised at who shows up. You’ll be pleasantly surprised by what they can do. Find a good “straw boss” or team leader and stay out of his or her way. Give the team members whatever they ask for — except authority. They’ll generally ask only for what they really need in the way of resources. If they start asking for authority, that’s a signal they’re headed toward some kind of power-based confrontation and that spells trouble. Nip it in the bud! Concentrate dispersed knowledge. Start and maintain an issues logbook. Let anyone go anywhere and talk to anyone about anything. Keep the communications barriers low, widely spaced, and easily hurdled. Initially, if things look chaotic, relax — they are. Remember, the task of change management is to bring order to a messy situation, not pretend that it’s already well organized and disciplined.

They will not achieve any "goals or outcomes." Indeed, they will not have "achieved" anything, except, perhaps, to doubt the value of terms like "achievement" when applied to reading literature.

To describe this as a learning objective is demeaning and reductive to all concerned.

except to observe certain habits of mind, nuances of thinking, an appreciation for subtleties and ambiguities of argument, and an appreciation of the capacity for empathy, as well as the need, on certain occasions, to resist this capacity. There is no reason for anyone to take the course except a need to understand more about the consciousness of others, including nonhuman animals.