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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?

As schools and organisations move to remote education, there are potential gaps in our professional learning of which we should be aware. While many of us are discovering fresh opportunities for online and remote professional learning through podcasts, webinars and online courses, one of the most significant aspects of our professional learning has been curtailed thanks to social distancing.

Today I had the pleasure of joining over three-hundred educators for a day of learning and sharing. That this was a Sunday and that the event was organised as a free event for educators by educators speaks volumes of the quality and care that educators bring to their role. 

"Organising information to find clarity is key for making good decisions. This collaborative mind-mapping tool allows multiple users to work together to put together their ideas and resources."

"Every learning organisation has a culture. This forms an underlying set of values and ways of doing things which determines how practice is maintained, and changes resisted or embraced. This culture changes slowly over time and resides in the experience and experiences of staff and other significant stakeholders in the organisation. A wise leader, before embarking on significant changes, would do well to ensure they understand the cultural drivers of the particular school for these may accelerate, or hinder the pace and direction of change."

"From the outset, I want to be clear - Leonardo da Vinci, not Leonardo DiCaprio. But don't despair, there is a still a lot Mr da Vinci has to offer in our modern world, with many of seven key concepts that drove his inventive thinking still helping to influence our creative thinking. Ray Speakman and Ian Warwick, in their book, look closely at the seven key concepts that influenced da Vinci's life, and how they can make our own learning more original and thoughtful. The seven key concepts are no big secret, but the authors frame them into a modern narrative that makes understanding ourselves, nature and reality possible. Throughout, much is made of Leonardo's notebooks - the sanctuary where he noted his observations, thoughts and discoveries - where he was constantly pushing his understanding to the edges of what was possible during the period he lived. A lot can be learned from such an approach, as jotting down our thoughts, discoveries and inspirations can help us organise our minds - and could be beneficial for many young learners."

"New rights and responsibilities regarding personal data are set to be released in Europe on 25th May 2018 under the new General Data Protection Regulation (GDPR). For individuals, new rights are given by knowing what information organisations hold about you, and what they can do with it. organisations have new obligations, including ensuring permission has been given to hold such data and responsibilities about the way the data is held. The changes affect everyone, including schools, educational companies, and individuals."

"When you mention Artificial Intelligence (AI), you're likely to get a variety of responses ranging from the fear that robots will take over our jobs - and our lives - to the conviction that it will transform our future for the better. Now that AI is becoming an integral part of organisations such as NASA, the NHS and even your local council, is it time for education to embrace the power of AI? I believe that it is. While algorithms will never be a substitute for a good teacher, there are some exciting new ways that AI can help schools to spot patterns of progress, or identify pupils who are having difficulties with their learning."

There is a great deal that I like about this description of humanity at its best from Ryan & Deci. It is both a goal to be achieved and an indicator of conditions which are required for us to fulfil our potential. While the focus of this statement is on the actions of the individual we can see how society might act to deny individuals the opportunities to lead such an inspired and agentic life. I like to imagine what a school might be like if every individual who plays a part in its functioning strove to extend themselves, master new skills and apply their talents responsibly.  Maybe schools would be like the 'learning organisations' described by Peter Senge. 

Accessibility for an organisation but hopefully useful for the individual. Ease of access

"Development of technology within the classroom can aide the identification of contextual factors that may or may not contribute to effective use of technology in enhancing quality learning experiences. Factors such as organisational culture, teacher self-efficacy and their confidence and experience in utilising technology, resources and learner engagement all have to be considered to allow for an integrated approach."

Two quotes by Albert Einstein point to the importance of creating a culture within our schools (and organisations) that encourages experimentation, innovation, tinkering and indeed failure. If we are serious about embracing change, exploring new approaches, maximising the possibilities of new technologies, applying lessons from new research and truly seek to prepare our students for a new work order, we must become organisations that encourage learning from failure

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?

"As the development of apps has evolved, including the platforms they operate on, the ability to ease the organisational challenges in life have become more refined. Whilst the apps featured in this article come at a premium, the features that they display make organising busy lives less complex, with clever design, features and functionality that will keep you ready for the daily trials of being a busy teacher. The apps mentioned in this article are mainly built for Apple devices (iPhone / iPad / Mac), with links directing to the relevant App Stores, unless otherwise indicated."

This year is the fiftieth birthday of Harvard's Project Zero, a research project designed to explore the nature of thinking and learning and from this suggest pedagogies which align with what we know about the mind. For its birthday celebration Project Zero shared insights from its five decades of research with presentations from Howard Gardner, David Perkins, Shari Tasman, Steve Seidel and Daniel Wilson. The presentations revealed the changing nature of the work of Project Zero from its early days and focus on arts education to its current position as a research organisation with broad interests across education but with a focus on thinking, understanding and the workings of the mind.

"To relax the requirement for organisations to obtain consent before processing personal data, making it easier for online businesses to collect and share data and encouraging the growth of new technologies such as Internet of Things devices and artificial intelligence; and"

"Stay organised as a staff or as a class with media rich collaborative virtual sticky notes. Add text images, files, links, Google Documents and more. You can add due dates and see changes being made by others in real-time. Be organised on the go with the Android and iOS apps."

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. 

We are told 'Don't let the system get you down', and 'rail against the system' and endure the untold misery of 'We are updating your system.' Systems have a bad reputation for being bureaucratic, red-tape decorated jumping hoops. This is certainly true of many systems and no more so than in education. A system which isn't working well is clearly evident while those that are working as they should are often invisible or unnoticed, but vital to the smooth working of work, learning and life.