FOSTERING SUSTAINABLE CHANGE IN EDUCATION

Prof. Julie Pelto

NEUTRALIZING FEAR Aaron T. Beck, David Burns MD

Solution

FEAR MANAGEMENT

SolutionSolution

Solution

SolutionSolution

Solution

Situation that

generates fear

What if??scenarios

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I SPY WITH MY LITTLE EYE……… This curriculum is poorly made, how is it to

be implemented? I would like to know who is behind this

decision and who does it benefit? It seems to me there is a myth that teachers

don’t know how to work in teams. If more resources are not provided, this is

doomed to die. I really don’t understand what do each of us

have to do in this project. The children are learning more, but we have

to triple our work!! I really like these strategies that focus on

error analysis. Based on texts proposed by Dr. Adriana Aristimuño, ME, UCU

Education

Change fostered by technology

Not fostered by technology

Plan

CEIBAL

Information technology

I.T.

Use of the Portfolio as a metacognitive tool for learning and growth.

Dimensions that need heed when in the process of change

Local initiative (unions)

General involvement in aims

Information networks Do we all know?

Redefining roles

Community and context

Feeling of belonging of those involved

Particular culture of the organization

PRAGMATIC CAPACITY OF RESOLVING PROBLEMS

Implies:Systematic diagnosis

Search for information and resources

Mobilization and involvement of cooperative actions

Monitoring all the above (at times a specific know-how is expected of us, and we really don’t have it)

FOUR CHARACTERISTICS OF A STRONG ARTICULATION FOR

CHANGE

‘...at least one of these do not appear in the educational institutions...’

Weick, 1982

There are rulesEveryone agrees on which are the rulesThere is a system that monitors that they are followedThere is feedback to enhance frequency of occurrance

REASONS FOR IMMPROVEMENT IN ACADEMIC ACHIEVEMENT

5 DIMENSIONS (Newmann, et al.)

Leadership / academic and functionalA professional community (common aims for learning, accountability, reflection and opportunities to influence in policies and strategies)

Pragmatic coherenceTechnical resources (programs, evaluation, facilities, labs)

Knowledge, abilities and positive disposition of educational personnel

……………………………………….More opportunities for teacher growth, in knowledge, belief in, and capacity to absorb change

Split reforms in pieces, to make it more manageable

Prioritize rather than try to dominate the whole picture

’’The staff’s non stop development is the corner stone of all reform.Institutional and Professional development are intrinsically intertwined’’

Fullan, 1991

MY FAVORITE SHORT LIST

Degree of local initiative Consensus in aims and vision of the head Degree of up to date information/instruction Re-defining roles Capacity of solving problems pragmatically Relationship with context/community Feeling of belonging of

members/permanence Taking into account the center’s culture,

subcultures and counter cultures

LETS TRY NOT TO FREAK OUT!!!

INNOVATOR’S attitude

Foster instances that hinder fear

Obligation to explain

Flexibility

AGENT’S attitude

Critical, yet have an open mind to change

Claim for communication

& . information

Flexibility

CHANGE MANAGEMENT

INNOVATOR’S attitude

Follow systematizatión of steps with flexibility

Involvement seeker

AGENT’S attitude

Make expectations explicit

Seek moments for discussion

Realize that what one can do,

DOES MATTER!