school leadership program tuesday february 14, 2012
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School Leadership Program Tuesday February 14, 2012. Just Do It!!!. SLP Workshop #2. February 14 Introduction Role of the Parent Conflict Resolution Leadership Practice Inventory. February 15 Instructional Leadership Overview Instructional Rounds Strategic Thinking Process - PowerPoint PPT PresentationTRANSCRIPT
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School Leadership Program
Tuesday February 14, 2012
Just Do It!!!
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SLP Workshop #2February 14IntroductionRole of the Parent
Conflict ResolutionLeadership Practice
Inventory
February 15Instructional Leadership
OverviewInstructional Rounds
Strategic Thinking Process
Setting Priorities & Filtering
Wrap Up & Next Steps
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Intended Learner OutcomesTo deepen our
understanding of working with parents
To identify our personal response to conflict
To increase our awareness of the principles of Dealing with Conflict
To identify alternatives to resolving conflict
To apply conflict principles to current conflict situations
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Working AgreementsStart and Finish on timeFull attention to the task at hand. Limit side conversationsEveryone has equal voice. Challenge ideas
not peopleShare the air space. Notice patternsMonitor personal technologyMake it real!Respond to the transition signal(s)
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What is on your mind?
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Think About………Book Study
October 2011 Workshop
Onsite Coaching
Leadership Practice Inventory
LeadershipAction
bh
………….Talk About
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wp
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Key QuestionsIn what ways can school leaders work
effectively with parents?What are the keys to dealing with conflict?How can resolving conflict move the learning
agenda forward?
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Transfer and MotivationThe work of today is building your learnings
from the book study/webinars and the two previous workshops.
We will be consistent with our leadership frameworks of K&P and the seven dimensions of PQPG.
We will be focusing on building relationships with parents and strengthening our ability to deal with those conflict situations.
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Feedback from the school visitsHospitality The modeling by leaders of a student
centeredness approach.School based leaders making efforts to be in
classrooms and provide feedback to teachers.Some schools have PLCs that are operating
effectively.Some school based leaders have started
discussions with staff about exemplary teaching.Observed a commitment to use data provided by
Alberta Education.
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Feedback from school visits…Common discussions:
Many great examples/stories of how you are adapting the ideas from the workshops to your unique leadership circumstance.
Some certainty and/or confidence in how to provide instructional leadership
Concern with relationships with and of some individual staff members
School culture: moving from the congenial to the collegial approach
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About the WebinarsWebinar Participant (five) Webinar EvaluationAttendance : 63%100%: six school leaders80%: 12 school leaders
Participant Rate for survey: 52%
Of those who replied, overall satisfaction rate was 96% satisfied or highly satisfied.
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Dealing with Conflict using Compelling ConversationsFrom To
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Conflict ResolutionPurpose:To identify our
personal response to conflict
To increase our awareness of the principles of Dealing with Conflict
To identify skills and strategies to resolving conflict
Learning:Embracing ConflictConflict WisdomPrinciples of ConflictStrategic Approaches
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Conflict ResolutionMotivation:PracticalActive engagementExperienced based
Transfer:War stories on
conflictAnger
Management training
Assertiveness training
Cognitive Coaching
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Conflict: What is it?Conflict is part of the
human conditionThree components of
conflict:a) Substantive: content
of disagreementb) Procedural: how you
“do” the conflictc) Emotive: the
emotions connected to the conflict
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EMBRACING CONFLICTConflict is difficult to
acknowledge because it is associated with failure.
The fear of conflict may be more destructive than the conflict itself.
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EMBRACING CONFLICTThree behaviours
associated with conflict that emerge if we don’t move away from our natural response to conflict: Self Absorption Powerlessness Vilification of the person with
whom we are in conflict.The process used to deal
with the conflict may be more important as the decisions taken to resolve the conflict
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Embracing ConflictTASK 1: Answer the following questions on the
worksheet1. What animal represents your response to
conflict and why?2. Which animal represents your school
community and why?3. What are some other animals not included in
the chart?
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Conflict: How does one handle it?What do you know to
be true about resolving conflict?
What tips do you have?
What are your questions about how to handle conflict?
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General Principles for Resolving Conflict
Acknowledge the presence of conflictHelp everyone become aware of their role in the
conflictSeek resolution without victimizing anyoneClarify what is ambiguous: substance,
procedures, emotionsBe sensitive to the capacity of others to tolerate
conflictEncourage others to be forgivingSeek first to understand
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Anger Management TipsAcknowledge feelingStart light move to
heavyGive optionsModel respectful
behaviourGive timeStay calm
Do not threatenEnsure your own
safetyDo not allow abusive
behaviourOffer positive
encouraging suggestions
Know and respect your limits.
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Rotary Four Way Test1. Is it the truth?2. Is it fair to all concern?3. Will it build good will and better
friendships?4. Will it be beneficial to all concerned?
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Continuum of ApproachesAccommodationCollaboration Competition
Soft on the people
Hard on the people
Soft on the people
Soft on the problem
Hard on the problem
Hard on the problem
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Accommodating(soft)
Soft on the people and the problem
We are friendsMy goal is agreementI will make concessions
to ensure a relationshipI trust those with whom I
negotiateI change my position
easily
Collaborating
Soft on the people; hard on the problems
We are partnersThe goal is a sustainable
solutionSeparate the people from
the problemI proceed independent of
trustFocus on understanding
Competing(hard)
Hard on the people and the problem
We are adversariesMy goal is victoryI demand concessions as
a condition of the relationship
I don’t trust those with whom I negotiate
I am firm and dig in my heels.
Alternative Approaches to Conflict Resolution
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Difficult conversationsBefore you talk or meet. Prepare, prepare,
prepareSteps to resolution1. Establish a professional, collaborative
and productive tone2. Identify topics for discussion3. Explore and disclose what is important4. Create options
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PreparationIdentify your topics of discussionIdentify all parties’ interestIdentify possible solutionsWhat might make it difficult for them to talk
with you?What are your options if you don’t talk?What are their options if they don’t talk?
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Difficult ConversationsSTAGE 1
Setting the Environment and Guidelines
STAGE 2Set the Agenda
STAGE 4Problem Solving
Go Slow!Time
Process for Decision Making
Honesty, Respect, Fairness, Equality
Go Fast!What Issues are we going to discuss?
Go Slow!Go Fast!Probe for Drivers
Interests"The Why"
Generate OptionsForm Agreements
STAGE 3Exploring Interest
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Step 1: Establish Tone
Time demandsProcess of
discussionLevel of
confidentiality
Go Slow!Proceed with Caution!
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Step 2: Set the AgendaFrame issues in
neutral, non-biased ways
If more than one topic to discuss jointly pick a place to start
Go Fast!
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Step 3: Explore Interests
Seek to understand their perspective
Clarify, paraphrase, reframe, summarize
Listen to ensure the other party knows you understand
Share your interests and why it matters
Go Slow!Proceed with caution and seek understanding
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Finding the Meaning Between the WordsBelonging Safety Security Love
Recognition Respect AcceptanceTrust
DignityCaring Trust
Integrity
Honesty
Freedom Reputation
InclusionCommitment ResponsibilitySelf
Protection
Probing Questions1. What does it sound like/look like when you get ______?
2. What does it look like/sound like when you don't get ____?
3. What do you have when you get ________?
4. What don't you have when you don't get ______?
Validation Financial Privacy
Hope
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Step 4: Problem SolvingGenerate options
and action plan
Go Fast!
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Compelling conversations
Before you talk or meet - Prepare, prepare, prepare
Steps to resolution1. Establish a professional, collaborative and
productive tone2. Identify topics for discussion3. Explore and disclose what is important4. Create options
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Difficult ConversationsSTAGE 1
Setting the Environment and Guidelines
STAGE 2Set the Agenda
STAGE 4Problem Solving
Go Slow!Time
Process for Decision Making
Honesty, Respect, Fairness, Equality
Go Fast!What Issues are we going to discuss?
Go Slow!Go Fast!Probe for Drivers
Interests"The Why"
Generate OptionsForm Agreements
STAGE 3Exploring Interest
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Practice Makes Perfect!
Conflict Scenarios Using the Four Step Model, prepare for
the upcoming meeting.
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Leadership Practice InventoryOverall ResultsInterpreting the ResultsIndividual conferencing
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ClosureReflection:
What have I learned?What surprized me? Inspired me? Interested me?
Application: How may I use these concepts/ideas to develop
my leadership capacity?Implication:
To what am I committing? What do I need to do? When and how am I going to do it?
bhOr email to Bill, Dot or Warren