School Culture and
Student Achievement
March, 2013
PENZU Registration
• Register for PENZU
• Go to www.penzu.com
• Leave it open because we will use it for
Reflection exercises
Wiki
http://region3pd.ncdpi.wikispaces.net
NC State Board of Education Mission
“Every public school student will graduate
from high school, globally competitive for
work and postsecondary education and
prepared for life in the 21st Century.”
Outcomes:
• Common understanding of Change Style
Indicator;
• Identify your leadership style;
• Understand the relationship between Change
and your leadership style; and
• Use a change process and coaching to enhance
school culture
Can We Agree?
•
•
•
•
To be actively involved
Value differences
Agree to disagree
Listen
Why address change?
Place holder
video
Change Style Indicator (CSI)
• Assessment Instrument designed to
measure your preferred style in approaching
change and dealing with situations involving
change
Change Style Indicator (CSI)
CSI DOES
• Offer an explanation of preferred style for leading
and responding to change
• Describe the change style preferences that are
more personally influenced than situational
influence
• Create an appreciation for change style diversity
Change Style Indicator (CSI)
CSI DOES NOT
• Present a right or wrong “better” or “worse
change style
• Measure level of competence at leading and
managing change
• Limit individuals to predetermined
responses to change
Change Style Preference
• Conservers; Accept the structure; prefer
change that is incremental
• Pragmatists: Explore the structure; Prefer
change that is functional
• Originators: Challenge the structure; Prefer
change that is expensive
Characteristics
When facing Change, Conservers:
• Generally appear deliberate, disciplined, and organized
• Prefer change that maintains current structure
• May operate from conventional assumptions
• Enjoy predictability
• May appear cautious and inflexible
• May focus on details and the routine
• Honor tradition and established practice
Characteristics
When facing change, Originators:
• May appear unorganized, undisciplined, unconventional and
spontaneous
• Prefer change that challenges current structure
• Will likely challenge accepted assumptions
• Enjoy risk and uncertainty
• May be impractical and miss important details
• May appear visionary and systems in their thinking
• May treat accepted policies and procedures with little regard
Characteristics
When facing changes, Pragmatists:
• May appear practical, agreeable, flexible
• Prefer change that emphasizes workable outcomes;
• Are more focused on results than structure
• Operate as mediators and catalysts for understanding
• Are open to both sides of an argument
• May take more of a middle-of-the-road approach
• Appear more team-oriented
Find your Change Style Indicator
• Which characteristics made you come to
that conclusion?
• Discuss the characteristics with your
colleagues.
Perceptions
Originators see Conservers as:
• Dogmatic
• Bureaucratic
• Yielding to authority
• Having their “head in the sand”
• Preferring the status quo
• Lacking new ideas
Perceptions
Conservers see Originators as:
Divisive
Impulsive
Lacking appreciation of tested ways of getting things done
Starting but not finishing projects
Not interested in follow-through
Wanting change for the sake of change
Not understanding how things get done
Perceptions
Pragmatists can be perceived by strong
Conservers and Originators as:
• Compromising
• Mediating
• Indecisive
• Early influenced
• Noncommittal
• Hiding behind team needs
18
Collaboration
• Conservers – Prefer to keep current structure operating
smoothly; Focus on relationships; Encourage building on
what is already working
• Originators – Prefer to challenge accepted structure; Focus
on the task; Encourage exploring new possibilities
• Pragmatists- Prefer balanced inquiry; Focus on shared
objectives; Encourage looking at the current circumstances
19
Creativity
• Originators- Inspiration; Conceptualize;
Initiate
• Pragmatists – Perspiration; Concretize;
Implement
• Conservers - Verification; Refine, Follow
through
Reflection Time
• Which impacts you most about change?
• Perceptions
• Collaboration
• Creativity
Leadership Styles
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Reference info
Leadership Style
• How does your leadership style hinder
change in your organization?
• How does it serve as a bridge for change in
your organization?
“…[W]hen you change the culture, you have to
go slow, you have to educate, and you have to
explain what you’re doing and for what reasons.
We started slow, and it became a cultural norm.”
Clark Hults
24
Explore the Change Process
1.
2.
3.
4.
5.
How can I make a difference in
the lives of all students? How can
internal commitment be
obtained?
What is needed to understand
change and help others
understand change?
How can a climate be cultivated
that is based on genuine
relationships that focus on
authenticity and care?
How do we develop a culture that
focuses on development and use
of knowledge to enhance
instruction and learning?
How can the team be guided
through their differences?
• Moral Purpose
• Understanding
Change
• Cultivating
Relationships
• Knowledge
Development
and Sharing
• Productive
Disturbance
Practical Applications that Impacts
Ability to Lead Cultural Change
Recognizing that there is a change
style indicator
Leadership style dictates how
situations are approached
Recognition of a change process that
leads to cultural norms and
improvements
Reflection Time
• Explain
what you
want to
change
and
explain
how you
will do it?
Questions and Answers
Contact Information
• Mary Russell, PD Lead – Region 3
• Mary.russell@dpi.nc.gov
• Frances Harris-Burke, Regional Lead –
Region 5
• Frances.harrisburke@dpi.nc.gov
Exit Ticket
• After this session I feel…
Leadership Styles and Climate
Leader
Characteristic
Message
Characteristic
s
Coercive
Demands
Compliance
Authoritative
Mobilizes
people
toward a
vision
“Do what I
tell you.”
Drive to
achieve,
initiative,
self-control
“Come with
me.”
Selfconfidence,
empathy,
change
catalyst
When
changes
require a
new vision,
or when a
clear
direction is
needed
Positive
Appropriate
Situations
In a crisis, to
kick start a
turnaround,
or with
problem
employees
Overall
impact on
climate
Negative
Affiliative
Creates
harmony and
builds
emotional
bonds
“People
come first.”
Empathy,
building
relationships,
communicati
on
To heal rifts
in a team or
to motivate
people
during
stressful
circumstance
s
Positive
Democratic
Forges
consensus
through
participation
Pacesetting
Sets high
standards for
performance
Coaching
Develops
people for
the future
“What do
you think?”
Collaboration
, team
leadership,
communicati
on
To build buyin or
consensus, or
to get input
form
valuable
employees
“Do as I do,
now.”
Conscientious
ness, drive to
achieve,
initiative
“Try this.”
Positive
Negative
Positive
Developing
others,
empathy,
selfawareness
To get quick
To help an
results form a employee
highly
improve
motivated and performance
competent
or develop
team
long-term
strengths
Adaptive from Goleman 2000, p. 82-83 (as presented by
Fullan)