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Laura Mina mentioned Maker-Spaces at the last planning meeting. It seemed that there were a few Fellows who had were interested and might have had a few questions. This short NPR piece is timely and includes some time around a BTV Maker Space.

"Maker spaces have become hotbeds of technological innovation and entrepreneurship. Now, governments, universities and big corporations are taking notice - and beginning to invest in them." I personally believe for a number of reasons that every Vermont HS should have a Maker Space. First it is a place to encourage interdisciplinary work centered around elements of PBL. Second, it would allow students to connect with their communities to solve real problems with real solutions. And finally and perhaps most importantly, because it would help move the idea of "Libraries" being places where students go to find Information...to being places to the idea that they are places where students go to Interact & Collaborate around Ideas.

Although a bit dated, this seems like a great example of the type of library we want to create.  Combine this physical space with inspiring, practical Professional Development and we're going to cook!

Article that makes me question how schools and classrooms are physically designed. This is a direct reflection of how we do what we do. Would you try to play tennis on a beach volleyball court? If we really are going to change the sport we need to change the venue too.

New report - Optimal Learning Spaces Optimal Learning Spaces Design Implications for Primary Schools. Report is for primary schools, but same principles apply. Laura and Lauren, thought you might be interested in this fairly extensive report. Link to report on page is broken. Here is the report. Optimal Learning Spaces Design Implications for Primary Schools

"... enhancing teaching and learning outcomes by creating better built environments. It aims to link scientific knowledge to case-study examples "

"...three design principles emerge to support application in practice: the role of naturalness, the opportunity for individualisation and appropriate levels of stimulation."

The greatest challenge to change in learning is our reticence to simply take action: - change the space - change the program - expect high outcomes.

...about transforming the traditional library into "make spaces"

Article based on The Innovator's DNA: Mastering the 5 Skills of Disruptive Innovators Focus on concluding three chapters, People, Processes, and Philosophies, which draw on and offers 15 takeaways for Principals and School-Leaders.

What You Can Do to Become Stronger Innovation Leaders in Your School: 1. Own as Principal the role of Innovator-in-Chief: You can't delegate innovation. 2. Make your practice of "active innovation" visible. 3. Create complementary teams in school leadership. 4 . Observe closely what other principals and schools are doing. 5. Arrange for employee swaps. 6. Ask "Why?" 7. Seek people who had invented something, held deep expertise in a particular knowledge area, and demonstrated a passion to change the world. 8. Remember that innovators want to work with and for other innovators. 9. Embed innovation as an explicit, consistent element of performance reviews. 10. Develop formal and informal processes to facilitate knowledge exchanges. 11. Network externally. 12. Practice Beta testing and Prototyping. 13. Build many small, diverse teams. 14. Communicate and reinforce that Innovation is everyone's job. 15. Make innovation an explicit core value of your school. 16. Give more time for innovation. 17. Create "a safe space for others to innovate. 18. Model your risk taking and your learning from failure.

The book is framed around the Five Core Skills of Innovators, a framework highly valuable for ourselves and our students: What are we doing to do more of and become better at *Associating, *Questioning, *Observing, *Networking, *Experimenting.

""If you're not standing on the edge, you're taking up too much space." Littky

"When you issue an open invitation and gather together a large group of self-nominated passionate stakeholders from a broad cross-section across a system or organization and ask them to vision your shared ideal future, anything can happen."