Skip to main content

Home/ JHU / ISTE 2010/ Group items tagged gets

Rss Feed Group items tagged

Filter: All | Bookmarks | Topics Simple Middle
21More

Margaret J. Wheatley: Goodbye, Command and Control - 0 views

www.margaretwheatley.com/...goodbyecommand.html margaret wheatley administration education leadership management leader jhuiste vision
shared by Brendan Murphy on 03 Aug 10 - Cached
  • We sought prediction and control, and also charged leaders with providing everything that was absent from the machine: vision, inspiration, intelligence, and courage
  • productivity gains in truly self-managed work environments are at minimum thirty-five percent higher than in traditionally managed organizations
  • There is both a need to have more autonomy in one’s work, and strong evidence that such participation leads to the effectiveness and productivity we crave.
  • ...17 more annotations...
  • We never effectively control people with these systems, but we certainly stop a lot of good work from getting done.
  • creating systems of relationships where all members of the system benefit from their connections.
  • People organize together to accomplish more, not less
  • Whenever we look at organizations as machines and deny the great self-organizing capacity in our midst, we, as leaders, attempt to change these systems from the outside in
  • Most of us know that as people drive to work they're wondering how they can get something done for the organization despite the organization
  • They are tinkering in their local environments, based on their intimate experience with conditions there and their tinkering shows up as effective innovation
  • solutions cannot be imposed; they have to remain local.
  • If people are clear about the purpose and true values of their organization, their individual tinkering will result in system wide coherence.
    • Brendan Murphy
      Brendan Murphy on 03 Aug 10
       
      This is why we have to develop a clear and shared vision.
  • Clarity about who we are as a group creates freedom for individual contributions.
  • If conformity is the goal, it will kill local initiative.
  • People develop new levels of trust for one another that show up as more cooperation and more forgiveness
  • But you can't direct people into perfection; you can only engage them enough so that they want to do perfect work.
  • They need information, access to one another, resources, trust, and follow-through
  • Ultimately, we have to rely not on the procedure manuals, but on people’s brains and their commitment to doing the right thing.
  • the higher you are in the organization, the more change is required of you personally
  • Commitment and loyalty are essential in human relationships. So how can we pretend we don't need them at work?
  • Employability in lieu of mutual commitment is a cop-out.
11More

LEADERSHIP FOR THE 21st CENTURY: BREAKING THE BONDS OF DEPENDENCY - 1 views

www.cdl.org/...bonds_dependency.php leadership challenge education jhuiste
shared by Brendan Murphy on 12 Jul 10 - Cached
  • there is no external answer that will substitute for the complex work of changing one's own situation.
  • It is one thing to say in most successful organizations members share a clear, common vision, which is true, but quite another to suggest that this stems primarily from direct vision-building, which is not. Vision-building is the result of a whole range of activities (pp. 208-209).
    • Brendan Murphy
      Brendan Murphy on 13 Jul 10
       
      So the vision doesn't create a sense of team rather when you build a team a vision is created.
  • critical consumers
  • ...4 more annotations...
  • 1.Respect those you want to silence. 2.Move toward the danger in forming new alliances. 3.Manage emotionally as well as rationally. 4.Fight for lost causes.
    • Brendan Murphy
      Brendan Murphy on 13 Jul 10
       
      Are these the four guidelines they were talking about in the introduction paragraph?
    • Brendan Murphy
      Brendan Murphy on 15 Jul 10
       
      1. I think a strong leader is not afraid to listen to those who disagree with them. I think the strongest leader listens carefully and includes the best ideas. I don't think majority rule is always the best way to run things, I think going with what the group thinks is best but tempered by vocal minorities is the best way to run a group. It is certainly better than a dictatorship, even when the dictator is the smartest and most benevolant person in the room. 2. Akin to the first guideline forming alliances with people you want to stay away from is important. They will not work to sabotage your plans if they feel their feelings are being listened to and heard. People don't think they know everything, but they do think they should be heard. If a leader is one who is known for being able to work with new groups then I think new groups will be more willing to accept an offer or collaboration. 3. We cannot inspire people without a bit of passion. While some paths may seem like the most prudent financially, or whatever, in the end the only path that will work is the one that people support. Sometimes we have to be willing to break away from what we think is the best path in order to be successful on the most loved path. 4. Everyone loves an underdog. At least we do in this time and this place. Lost causes in education are usually the causes that will bring about the most dramatic change. I think most people see schools as getting the short end of the stick in most political arenas, thus we are one big lost cause.
  • create opportunities for learning from dissonance
  • high priority on reculturing
    • Brendan Murphy
      Brendan Murphy on 13 Jul 10
       
      Hiring and or converting existing staff to work towards a common goal
  • Articulating and discussing hope
2More

Apple - ACOT2 - A Culture of Innovation and Creativity - 0 views

ali.apple.com/innovation
shared by Brendan Murphy on 20 Aug 10 - Cached
  • the answer lies instead in creating a culture that supports and advances innovation at its core.
    • Brendan Murphy
      Brendan Murphy on 20 Aug 10
       
      STep 3 in CBAM managing everyting or getting organized so you can acomplish it all
16More

edweek.org: Technology Counts 2006: Delving Into Data - 0 views

litd.psch.uic.edu/...edweek20060504.html technology leadership jhuiste education administration data datamining school management
shared by Brendan Murphy on 24 Aug 10 - Cached
  • from the students' first years in school right up to that very day.
    • Brendan Murphy
      Brendan Murphy on 24 Aug 10
       
      There is such a thing as too much information, but I get the point.
    • Brendan Murphy
      Brendan Murphy on 24 Aug 10
       
      I worked for a compay that sold Pnnicle Analytics and the stuff you can learn from data mining is awesome. Especially when they make an intuitive interface.
  • student identifiers,
    • Brendan Murphy
      Brendan Murphy on 24 Aug 10
       
      I can see how this would raise a lot of privacy concerns
  • Without links to other data, the usefulness of student identifiers is diminished,
  • ...6 more annotations...
  • Data on Teachers Uneven
    • Brendan Murphy
      Brendan Murphy on 24 Aug 10
       
      I can see how collecting data on teachers is a problem until we answer the question of how do we evaluate quality teachers. What if someone points to a implementation dip and uses that as grounds for termination?
  • use their data to help struggling teachers and to reward successful ones
    • Brendan Murphy
      Brendan Murphy on 24 Aug 10
       
      I like how there is nothing negative. Data is used to help.
  • but the information is used in principals' evaluations of their teachers
    • Brendan Murphy
      Brendan Murphy on 24 Aug 10
       
      But now its used in evaluations
  • While it's useful to have that kind of longitudinal data [for policy purposes]," he says, "one should not impute conclusions about the true depth of a child's intellectual development in terms of math, science, or whatever."
  • results on statewide tests aren't as useful as many policymakers think.
  • Students take the tests at the start of every quarter in every subject, and the results are available the same day. The data are broken down by the racial, ethnic, economic, and other subgroups used in NCLB accountability reports.
    • Brendan Murphy
      Brendan Murphy on 24 Aug 10
       
      I've never understood why it would take any longer.
16More

SEDL - School Context: Bridge or Barrier to Change - 0 views

www.sedl.org/...ecology.html leadership education administration change week 6 sedl
shared by Brendan Murphy on 18 Aug 10 - Cached
  • Those seeking lasting school improvement must face the fact that effective change takes time and resources.
  • Funding is also important because underfunding a project may result in the inability to address problems until the next fiscal year (Pink, 1990
  • Allowing the time needed for new programs to demonstrate results is often overlooked as a bridge to school improvement. Slavin (1989) points out:
  • ...13 more annotations...
  • the cellular organization of schools keeps teachers physically apart from other professionals in the school. This isolation then impacts teacher attitudes and limits the relationships between teachers, students, administrators, and the community -- relationships that are essential factors in the change process.
  • Structures in the school that contribute to teacher isolation and the feeling that the individual cannot make a difference are indeed barriers to school improvement efforts.
  • Secondary students, in particular, must cope with a structure with which no worker in the real world would be saddled (Shanker, 1989). Shanker (1989) describes some of these conditions: They're put into a room to work with 30 or more of their peers, with whom they cannot communicate. The teacher gives them their tasks, and, when the bell rings 40 or so minutes later, they have to gather up their belongings and head to another "work station" for a whole new set of tasks with a new "supervisor" who has a different personality and, very likely, a different method of operation. This routine is repeated six or seven times a day�All youngsters are expected to have sufficient motivation and self-discipline to get down to serious work on day one in anticipation of a "reward" far down the road -- something most adults need all their fortitude to accomplish. (p. 3)
  • Spady (1988) believes that the organization of schools around the calendar, the clock and the schedule, exerts a pervasive influence on the thinking of those who work and study in them. This focus on time, along with the legal mandate to keep students in the custody of the school for fixed periods of time, may result in teachers adopting the unproductive syndromes of "putting in time" and "covering material" (Spady, 1988).
  • In a 1987 study, Pittman and Haughwout estimate that the
  • dropout rate at a school increases one percent for every 400-student increase in the high school population.
  • benefits to the curriculum gained by size of enrollment peaked at 400 students
  • In large schools a breakdown occurs in communication, feedback about performance, and staff involvement in decision making (Hallinger, Bickman, & Davis, 1990).
  • According to Fullan (1991), the working conditions of teachers in the vast majority of schools are not conducive to sustained teacher innovation
  • To improve teacher performance, the work environment must enhance teachers' sense of professionalism and decrease their career dissatisfaction.
  • Sarason (1982) reports that the untested assumption that few others think the same way keeps school staff from expressing ideas for improving the school.
  • This vast array of regulations runs counter to the findings of Chubb and Moe (1990), who found that schools with a greater percentage of academically achieving students have "substantial school autonomy from direct external control" (p. 183)
  • Basic education policy should be shaped at state and district levels, but the day-to-day decision-making should shift to the local school, according to a report of the Carnegie Foundation (1988). This report concludes that what is needed is school-based authority with accountability at the school level.
26More

Expert Project Management - Can A Project Manager be a Servant Leader? A Reflective Cri... - 1 views

www.maxwideman.com/...characteristics.htm education jhuiste leadership administration servant leader management
shared by Brendan Murphy on 20 Jul 10 - Cached
  • verbal and non-verbal signals
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Those cues that we can't see through email and im etc....
  • people
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Everyone is a person and has value. Similar to listening to those you wnat to silence or forming alliances with danger
  • make whole
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Something I would expect from the Dali Lama. when things are not working perhaps there is discord in the universe.
  • ...10 more annotations...
  • disturber and an awakener.
  • integrated, holistic position
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Everything is connected, but you don't see that until you are woken from your slumber and can see the world for what it truely is.
  • persuasion
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Here we go with the persuasion again.
  • think beyond
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Kind of like seeing the big picture. or systems thinking.
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Ok this is just the systems thinking. how everything works together
  • consequence of a decision
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      This is thinking about renewal in the future.
  • commitment to serving
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      When you make the commitment you start building trust, when you have trust then the constitutents start to take on their own leadership role, not because you asked them, but because they want to for the good of the organization.
  • committed to the growth
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Like the learning organizations from the first reading this week. Jossey-Bass chapter 1
  • interest in the ideas and suggestions
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Listening to people has been a theme from GARdner
  • building community
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      The theme of all the leadership so far has been you do not get your authority from fiat, but rather you earn it or it is given to you by those you lead.
  • high trust level among employees gives an organization an agility
    • Brendan Murphy
      Brendan Murphy on 20 Jul 10
       
      Schools definately need the agility to change with the students needs.
1 - 7 of 7
Showing 20▼ items per page