the work of dynamic teams · 2018-06-27 · heifetz, r., and linsky, m. leadership on the line:...
TRANSCRIPT
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The work of dynamic teamsNew norms and processes for work
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The courage to tackle big complex challenges, through solving lots of small, manageable problems
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Professor Michael Fullan
Being ‘right’ at the end is better than being ‘right’ at the beginning.
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Agile Mindset
www.simonbreakspear.com © 2018 Learn Labs Pty Ltd. All rights reserved!5
AGILE LEADERSHIP INTO ACTION
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!6www.simonbreakspear.com © 2018 Learn Labs Pty Ltd. All rights reserved
1. Clarify 2. Incubate 3. Amplify
Agile Implementation Process
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Visual Tools & Protocols
Structure thinking Discipline conversation Make decisions Create useful output
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www.simonbreakspear.com/agileleadership
SIMONBREAKSPEAR
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Think about your top three improvement efforts in your 2018-2020 plan. Pick one strategic direction to focus on.
SIMONBREAKSPEAR
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IMPACT PORTFOLIO
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Helicopter Capability Learning to see the whole
ZOOM IN AND ZOOM OUT ON CHANGE
•What is currently happening? •How are these elements interconnected? •How successful are we at having impact?
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–Ronald Heifetz
Get off the Dance Floor and onto the Balcony
Heifetz, R., and Linsky, M. Leadership on the Line: Staying Alive Through the Dangers of Leading. Boston: Harvard Business School Press, 2002.
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HIGH IMPACT ON LEARNING
LOW IMPACT ON LEARNING
Low INVESTMENT (Time, $, leadership)
High INVESTMENT (Time, $, leadership)
Impact Portfolio
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1. List 5 of the key change initiatives occurring across your team/ school/ organisation focussed on this one strategic direction
(To narrow further, pick one focus area e.g. Improving teacher practice, improving literacy/numeracy, improve student wellbeing).
Work as a team
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HIGH IMPACT ON LEARNING
LOW IMPACT ON LEARNING
•Make a judgment of the current relative impact
•Focus on the current impact, not the desired or intended impact
• Consider, discuss the evidence that leads you to this judgment
FOCUS ON RELATIVE IMPACT
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High IMPACT ON LEARNING
Low IMPACT ON LEARNING
Low INVESTMENT (Time, $, leadership)
High INVESTMENT (Time, $, leadership)
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Now spread out against relative investment
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High IMPACT ON LEARNING
Low IMPACT ON LEARNING
Low INVESTMENT (Time, $, leadership)
High INVESTMENT (Time, $, leadership)
Reviewing High-Leverage Activities
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REVIEW YOUR MAP
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KEEPSTOP
TWEAK NEW
ADJUST TO GAIN LEVERAGE
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CLARIFY CANVAS
IMPACT PROBLEM
CHANGE EVIDENCE
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CLARIFY CANVAS
WHAT IMPACT DO WE WANT TO HAVE? (What do we want more of? What do we want less of?)
IMPA
CT
WHAT SPECIFICALLY IS THE PROBLEM WE ARE TRYING TO SOLVE?
PRO
BLE
M
WHAT CHANGE COULD WE MAKE THAT WILL RESULT IN IMPROVEMENT?
CH
AN
GE
HOW WILL WE KNOW IF WE ARE HAVING THE DESIRED IMPACT?
EVID
ENC
EInspired by IHI Model for Improvement
Take out a clarify canvas
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CLARIFY CANVAS
WHAT IMPACT DO WE WANT TO HAVE? (What do we want more of? What do we want less of?)IM
PAC
TWHAT SPECIFICALLY IS THE PROBLEM WE ARE TRYING TO SOLVE?
PRO
BLE
M
WHAT CHANGE COULD WE MAKE THAT WILL RESULT IN IMPROVEMENT?
CH
AN
GE
HOW WILL WE KNOW IF WE ARE HAVING THE DESIRED IMPACT?
EVID
ENC
EInspired by IHI Model for Improvement
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What additional evidence do you need to gather back at your site in order to ‘check’ the definition of your problem
• Audit and analyse student data
• Conduct a fast diagnostic analysis of student knowledge, skills & capabilities
• Conduct student observations and interviews
• Lesson observations and teacher discussions
• Engagement with family and community
• Analysis of quality of instructional resources and programs
• Analysis of student work samples across classes and learning areas
“Definitely incomplete, possibly incorrect.”
SIMONBREAKSPEAR
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Rapid Action Plan
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What implementation work should you prioritise in the next 6 weeks of term 2?
• I’m wondering if we should start .. • I’m wondering if we should tweak …
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Rapid Action Plan
Q2. Responsibility Q3. Timeline for delivery Q4. Resources
What resources, support or capacity will be needed?
Who will take the lead? What is the timeframe for delivery?
Team ___________________________ Q1. What are the next most important steps to take?
Start Date _____________ Q5. Barriers
What could get in the way of successful completion?
�26© 2018 Learn Labs Pty Ltd. All rights reserved
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Rapid Action Plan
Q2. Responsibility Q3. Timeline for delivery Q4. Resources
What resources, support or capacity will be needed?
Who will take the lead? What is the timeframe for delivery?
Team ___________________________ Q1. What are the next most important steps to take?
Start Date _____________ Q5. Barriers
What could get in the way of successful completion?
�27© 2018 Learn Labs Pty Ltd. All rights reserved
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Rapid Action PlanQ2. Responsibility Q3. Timeline for delivery Q4. Resources
What resources, support or capacity will be needed?
Who will take the lead? What is the timeframe for delivery?
Team ___________________________ Q1. What are the next most important steps to take?
Start Date _____________ Q5. Barriers
What could get in the way of successful completion?
�28© 2018 Learn Labs Pty Ltd. All rights reserved