MD3 Dis1
2
Respond to at least two of your colleagues by explaining 2–3 concepts or strategies related to change, data-driven decision making, or leadership that you observed from watching your colleagues’ videos that resonate with your current professional practices. Then, explain why these concepts or strategies strike you as invigorating and potentially innovative and how you might apply them in your own educational setting.
Video transcripts are attached in attachments to go along with their posts…
Amanda Puryear
Dec 19, 2022Dec 19 at 7:56am
Module 3 Discussion 1: DATA AND COLLABORATION FOR SOCIAL CHANGE
Agents of change advocate for changes that better their community and, on a grander stage, the world. Fullan (2016) says that change is such an intricate part of life that we do not recognize that it is happening. Without agents, innovation would be left either unguided or misguided by adverse individuals. Agents help bring individuals together to steer educational change in the best possible direction that benefits all stakeholders. Collaboration among cross-specialization individuals to initiate change is essential to successful change. Bringing together individuals from diverse backgrounds creates well-rounded solutions to problems and provides sustainability to initiatives by growing the group's professional capital (Fullan, 2016). Collaboration also adds a level of accountability for choices made by the group or its members. According to Fullan (2016), the mindset of efforts changes from "mine" to "ours" as the collaborative group becomes more invested and takes ownership of the change.
In order to lead collaborative groups, agents of change must establish trust. When trust is present, success can thrive. According to Covey (2009), trust starts with building credibility in oneself as a leader and extending trust to their team. The use of data is essential to the building of credibility. Gathering and interpreting data help display the system's strengths and weaknesses. This interpretation, in combination with stakeholder understanding agents of change and collaborative groups, can turn this information into actionable knowledge to make informed decisions, eliminate the guesswork, and provide proof of action, to guide change (Marsh & Farrell, 2015). A second strategy for effective leadership is establishing a mission, vision, values, and goals and honoring them in the organization. These elements of organizations are created to provide clarity to stakeholders about the organization's purpose and actions (Gurley et al., 2014). By creating and utilizing these elements, stakeholders are provided with transparency leading to more trust in the organization.
References
Covey, S. (2009). How the best leaders build trust Links to an external site. . LeadershipNow. Retrieved from http://www.leadershipnow.com/CoveyOnTrust.ht
Fullan, M. (2016). The new meaning of educational change (5th ed.). New York, NY:Teachers College Press.
Gurley, D.K., Peters, G.B., & Collins, L. (2015). Mission, vision, values, and goals: An Links to an external site. exploration of key organizational statements and daily practice in schools Links to an external site. . J ournal of Educational Change, 16(2), 217-242. doi:10.1007/s10833-014-9229-x
Marsh, J. & Farrell, C. (2015). How leaders can support teachers with data-driven decision Links to an external site. making: A framework for understanding capacity building. Links to an external site. Educational Management Administration & Leadership, 43(2), 269-289. doi:10.1177/1741143214537229
Katheryn Gonzales
Dec 20, 2022Dec 20 at 10:49am
Becoming an educational leader of change is necessary when making a positive impact in education. As teachers, administration, and other stakeholders come together with a shared goal in mind they realize the system is “them”, we are the system. To motivate others in our field we need to use data to motivate and put a positive pressure on those we lead. To do this, the mentality needs to switch from a “my” to “our” mentality (Fullan, 2016). Collecting data and interpreting data is essential in the role of educational leader because data allows leaders to be reflective and to gain an understanding of the organization to establish a vision and mission for the organization (Gurley et al., 2015).
According to Gurley et al. (2015), school improvement is a complex task. To see organizational change, school leaders, and those they lead, need to understand, and have a shared understanding of the school’s mission, vision, values, and goals. According to Morel (2014), collaboration is aligning people’s actions to accomplish a task. This includes aligning one’s perspectives and skills to be productive. Collaboration begins by trust and building trust requires clarifying what the organization wants and can offer (Covey, 2009). Understanding the organizations mission, vision, values, and goals is one aspect of building trust and true collaboration. Coming together to collaborate allows the task force to build trust, communicate about shared goals, and create social cohesion and capital among the community leaders (Fullan, 2016). Marsh & Farrell (2015), determined that capacity building interventions are an important way for groups to collaborate with one another to use data to make informed decisions.
To make a positive social impact in my field I would use capacity building interventions to support, build skills, knowledge, and use of data in the field (Marsh & Farrell, 2015). Another evidence-based leadership strategy that would create positive social change would be to lead by establishing a mission, vision, values, and goals (Gurley et al., 2015).
References
Covey, S. (2009). How the best leaders build trust Links to an external site. Links to an external site. . LeadershipNow.
Retrieved from http://www.leadershipnow.com/CoveyOnTrust.html
Fullan, M. (2016). The new meaning of educational change (5th ed.). New York, NY: Teachers
College Press.
Gurley, D. K., Peters, G. B., Collins, L., & Fifolt, M. (2015). Mission, Vision, Values, and Goals: An Exploration of Key
Organizational Statements and Daily Practice in Schools. Journal of Educational Change, 16(2), 217–242.
Marsh, J. & Farrell, C. (2015). How leaders can support teachers with data-driven decision making: A framework for Links to an external site.
understanding capacity building. Links to an external site. Links to an external site. Educational Management Administration & Leadership, 43(2), 269- 289. doi:10.1177/1741143214537229\
Morel, N. J. (2014). Setting the Stage for Collaboration: An Essential Skill for Professional Growth. Delta Kappa Gamma
Bulletin, 81(1), 36–39.