MS Institute Series

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2009
Microsoft Corporation. All rights reserved.

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MS Institute Series

Experience forced on men’s minds
the conviction that what had ever
been must ever be…



Henry Adams

Agenda

Time

Activity

Presenter

9:00 am

Breakfast

9:30 am

Welcome & Overview

Mary Cullinane

9:45 am

Vision to Reality

Mary Cullinane

11:00 am

Break

11:15 am

Working Session

Mary Cullinane

12:30 pm

Lunch

1:15 pm

Report Back

2:00 pm

Break

2:15 pm

Collaborating with Technology

Scott Thompson

3:15 pm

Wrap Up

Philadelphia Context

Grade 9


12 Public High School with 750 Students opened Sept. 2006

Neighborhood High School with comprehensive curriculum, not special
admit

3 Year project funded by the School District of Philadelphia with a
standard budget allocation

Microsoft’s contribution primarily human capital, partnership
development support and MCS resourcing and is part of our US Partners
in Learning portfolio

New construction in West Philadelphia (163K Sq. Ft.)

Best practices and outcomes to be leveraged worldwide. Building not
required.


Resources available at www.microsoft.com/education/sof



5

Improving Organizations through Leadership

Management Cybernetics


A
n outgrowth of the cybernetics scientific field, it rigorously examines
the management of organizations from a systems perspective.




An early scientist in management cybernetics,
Anthony Stafford Beer
(1926
-
2002), made a significant contribution to the field of
Organization Development with his brilliantly succinct description of
the
“The Three Functions of Leadership”.



The 3
-
part Model

Creating the Future

Nurturing Identity

Managing the Present

Creating
the Future

Nurturing
Identity

Managing
the Present

Success will Require Adjustment

Creating
the Future

Nurturing
Identity

Managing
the Present

Day to Day Activities
_____%

Strategic Planning
activities to enable
your organization to
improve and grow

_____%

Activities and strategies
built to communicate and
nurture who you, and how
people feel about you.

_____%

My bet, in most schools…

Creating the
Future

Nurturing
Identity

Managing
the Present

Day to Day Activities
>75
%

(6 hours out of an 8
hour day)

Strategic Planning
activities to enable
your organization to
improve and grow

<10
%

Activities and strategies
built to communicate and
nurture who you, and how
people feel about you.

<15
%

Where do you spend your time?

Creating
the Future

Nurturing
Identity

Managing
the Present

Day to Day Activities
_____%

Strategic Planning
activities to enable
your organization to
improve and grow

_____%

Activities and strategies
built to communicate and
nurture who you, and how
people feel about you.

_____%

6 Essential Questions


What are you trying
to create?

Creating
Common
Vision


Who are you
creating it for?

Know Thy
Customer


How will you
organize your work?

Define Scope


What process will
discipline your
effort?

Disciplined
Methodology


What factors are
critical for success?

Establish
Common
Language


What assets are
required to support
your success
factors?

Remember…
Less is More

With Every Question Asked…. Consider

Effective Innovation

Environment

Process

People

Surveying the Organization

Identify key areas for success

Curriculum

HR

Finance

Technology

Building / Security

Special Education

Professional Development / Leadership Training

Community Relations / Development

Public Relations

Federal Programs

Assessment

Organizational Review Process

Common Template

90 Minute Reviews

Common Scorecard

Organizational Health Index

Morale

Leadership Succession Plan

Budget

Success Metrics

SWOT Analysis

Analysis Summary

Organizational strengths to leverage

Identification of necessary synergies

Identification of team members

6i Development Process©

introspection

investigation

inclusion

innovation

implementation

introspection

STAGE 1

STAGE 2

STAGE 3

STAGE 4

STAGE 5

STAGE 6

Establish

Pedagogy

Methodology

Culture

Success Metrics

Benchmarks

Indentify and
Review

Best Practice
Innovation
Research
Advisory Board
SWOT Process

Engage

Community

Key Leaders

Government

Partners

Determine

Personnel

Curriculum

Building

IT Architecture

Act

Training

Readiness

Launch

Reflect

Review

Adjust

The 6i Development Process

The Role of Introspection


stage 1

I
ntrospection

Establish

Pedagogy
Methodology
Culture
Success
Metrics
Benchmarks

Desired Outcomes:


Establish Development Principles


Create common language describing desired
culture, vision and mission


Gain a general consensus of identified stakeholders
in the areas of instructional pedagogy and
methodology for the organization being developed
or re
-
engineered


Identify initial metrics for success and potential
benchmarking opportunities


Essential Questions



What are you trying to create?



Who are you creating it for?

Question 1

What are you trying to create?

Desired State





Current State




CHAMPION





Vision
Owner

Captain

Captain

Captain

Captain

Building the Team

Structure

Building the Team

Fundemental Characteristics

Ability to influence

Self Critical

Intellectual Horsepower


Our Context

1.
Higher Education

2.
Community Leaders

3.
Internal Organization

4.
External Organization

Vision Owner

Organizational leader

High Level Influence


Not Day to Day Involvement

Can articulate, persuade non
-
believers

Courage and Will…

Captains

Respected members of the organization

Day to Day Owners

Self Critical

Willing

Champion

Project Cheerleader

Ability to influence, inspire, mitigate, foresee, organize, lead

Building the Team

Individual Characteristics

Your Team…

Vision Owner

________

Pros



Cons



Captains

________

Pros



Cons



Champion

________

Pros



Cons



Step 1: Principles of the Organization

What's important to you as a team?

Learning First…
Technology
Later

Language is
Paramount

Lack of Process
Impedes
Success

Be Comfortable
Not Knowing

Identify the
Questions and
Answers Will
Come

23



M
otivations



O
bstacles



T
rends



I
nterests



V
alues



E
nvironment


MOTIVE


Question 2

Who are you creating it for

Creating Vision and Mission


6i Resource Template: Learner Profile

I
ntrospection

Motivates





Obstacles

Trends

Interests

Values

Environment

Recommended Implementation Model and Additional Resources


First step of working group planning team


Continued use in community every 3


4 months via educator and
learner focus group discussions


US DOE Report: The
Millennials


Gates Foundation: The Silent Epidemic


Creating Vision and Mission

Activities

Exercises


1.
Given “MOTIVE”, what are relevant characteristics learning
environments must provide?

2.
Summarize these characteristics into common themes.

3.
Based on the common themes, establish your vision for the
learning environment.

4.
Consider traditional and non
-
traditional success metrics



I
ntrospection

Corresponding Resource Guide Materials: Pages 2
-

4

Your Accomplishments!



Building the Team



Establishing Project Principles



Define your Customer



Identify Vision and Common Language


Consider potential metrics

The Role of Investigation

Desired Outcomes:


Identify and research best practice


Formulate an advisory board that brings different
perspective: Global/Industry/Higher Education


Identify Critical Success Factors


Conduct SWOT analysis


I
nvestigation

Review and
Identify


Best Practice
Innovation
Research
Advisory
Board

SWOT Process

stage 2

Essential Questions



What are you trying to create?



How will you organize your work?



What are your critical success factors?



What assets are required?

What are you trying to create?

29

Establishing the
Learning Environment
Principles

1

where learning is not dependent on time and place

3

where instruction adapts to the needs of the individual student

2

where content, curriculum and tools are current and relevant

Implications

30

continuous

adaptive

Schedule, Calendar, Contracts, Information Access

Professional Development, Instruction, Tools, Systems, Partnerships

Tools, Assessment Models, Space, Customer Awareness

relevant

What will be your scope?

In order to achieve your desired outcome, where must you innovate?

The Building Begins…

Identifying Critical Success Factors

What is a critical success factor?

Identifies those factors that are required for your organization to deliver on its
learning vision

States that the organization will devote time and resource to the factor

Why are they important?

Creates common language for an organization, stating clearly what is important

Limits the possibility of scope creep and misaligned initiatives

How many should we have?

Everything can’t be critical

5


7 factors broad enough to encompass multiple considerations, narrow
enough to manage




The Building Begins…

Identifying Critical Success Factors

Given your learning vision established in stage 1 and based on what
you have learned in stage 2 investigations, begin to brainstorm what
will be critical for success through these 3 lenses:

People

Process

Environment




The Building Begins…

Our Critical Success Factors

Success Factor 1
:


Involved and connected learning community

Success Factor 2
:


Proficient and inviting curriculum
-
driven setting

Success Factor 3:

Flexible and sustainable learning environment

Success Factor 4:

Cross
-
curriculum integration of research and development

Success Factor 5:

Professional Leadership

The Building Begins…

Identifying Critical Success Factors

Investigation

Success Factor 2:

Proficient and inviting curriculum
-
driven setting

The

physical

setting

must

support

and

be

conducive

to

the

continuous

and

changing

needs

of

the

learning

community
.

The

technical

infrastructure

must

support

current

and

future

mobile

and

fixed

technical

equipment

and

should

enable

the

sharing

of

all

data

types
.

All

learning

spaces

must

provide

the

necessary

elements

that

allow

for

instruction

and

learning

at

all

times

and

be

mobile

and

flexible

to

adapt

to

changes

in

teaching

and

learning

activities
.

The Building Begins…

The SWOT Analysis

What is a SWOT Analysis

A strategic planning tool used to gain better
understanding of an organization

When analyzing a critical success factor, a
SWOT Analysis documents an organization’s
Strengths, Weaknesses, Threats, and
Opportunities
as they relate to that factor

Provides a method to determine what assets
and strategies need to be created in order to
address the critical success factors and
achieve an organizations vision or goals




Investigation

S
trength: what elements of your
organization can be considered a
strength in helping to address the
critical success factor

W
eakness: what elements of your
organization are considered to be a
weakness

O
pportunity: If you successful address the
critical success factor, what additional
opportunities can be created for your
organization

T
hreat: What external factors could be seen
as a threat to address the critical
success factor

Success Factor: Proficient and inviting curriculum

driven setting


The physical setting must support and be conducive to the continuous and changing needs of the learning community. The
technical infrastructure must support current and future mobile and fixed technical equipment and should enable the sharing o
f
all data types. All learning spaces must provide the necessary elements that allow for instruction and learning at all times
and

be
mobile and flexible to adapt to changes in teaching and learning activities. The physical setting must also act as a motivati
ng
element for members of the learning community and support the mission and vision of the school.

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS


Wireless infrastructure


1:1 access


Glass
-
enriched, flexible and moveable learning spaces


Prepares students for the technology rich workplace and
society they will live and work in


Provides a model for school design and construction


Teachers need to rethink the way they design and deliver
content


Teachers must learn to mentor and engage students and
community members in teaching and learning process.


Difficult to plan for future needs of physical space


Have real observable societal impact


Prepare learners who are able to adapt to changing,
technology rich society and workplace


Prepare all learners for jobs yet to be identified


Drive architectural design


Develop integrated spaces for collaboration and team projects


Ability to extend beyond school day to meet the needs of the
community


Motivate all members of the community to learn, grow and be
involved


Maintaining currency of infrastructure and technology
tools


Not maximizing use of facility to achieve cost effectiveness


Administrators and staff have not been selected

The Building Begins…

Investigation Activities

Conduct a SWOT Analysis for each critical success factor

Identify and develop strategies that will:

Leverage your organizations strengths and opportunities

Mitigate your organizations threats and weaknesses

Start to determine what needs to be built

Reflect on your current assets that should continue

Align all assets to a critical success factor




Corresponding Resource Guide Materials: Pages 5
-

8

Stage 2 action items



Identify Research Resources



Create Investigation Strategy



Define and Articulate Scope



Define and Articulate Critical Success Factors



Perform SWOT Analysis

Community Inclusion

Creation of Advisory Councils

Neighborhood Council

City
-
wide Council

Learner / Educator Council

Role

Provide Perspective

Project Advocacy

Critical Friend

Responsibilities

Quarterly Meetings

Monthly Updates

Participation in development meetings as appropriate


I
nclusion

Stage 4: Innovation

Desired Outcome:


Build assets, aligned to
critical success factors,
delivering on vision,
within scope of project
and budget


stage 4

I
nnovation

Determine
Personnel
Building IT
Architecture

Curriculum

Professional
Development
Plan


Identify partners who:


Demonstrate an understanding of
the vision


Demonstrate the ability to be self
critical


Demonstrate the ability to listen


Leverage the Community


Curriculum Summit


Hiring Process


Building Design


Remember Your Critical
Success Factors


Hard choices become easier


Consistent decision making process

Success Factor

Asset

Professional Leadership

Competency Wheel

Professional Leadership Development Model

Proficient and inviting curriculum
-
driven setting

Learning Space Matrix

Cross
-
Curricula Integration of R&D

R&D Integration Framework

Involved and Connected Learning Community


Device Strategy

Community Inclusion Plan

School Procurement System

Time Reporting and Payroll Management

Home/School Broadband Connection

Community Information Portal and Content Repository

Space and Time Management Solution

InfoPath Form Development

Virtual Library / Virtual Teaching Assistant

Food Service Management Control

Flexible and sustainable learning environment

Assessment Dashboard

Innovation

What assets will you need?

Stage 5: Implementation

Desired Outcomes:


Preparation


Testing


Launch


stage 5

I
mplementation

Act

Training
Readiness
Launch


Overestimate!


Time to prepare


Time to test


Time to fix


Less is More


It’s a journey


Set appropriate expectations


Provide a roadmap


Failure to be Expected


Plan for failure


Stage 6: Introspection

Desired Outcomes:


Review and revise Development Principles


Review and revise common language describing
desired culture, vision and mission


Review and revise implementation and innovation
strategies

stage 6

I
ntrospection

Reflect,
Review and
Adjust

Corresponding Resource Guide Materials: Page 9

Implementation Lessons

Never enough time

If it can go wrong… it will

Money and technology are great… people
are better

Failure is a necessary step towards
success…

Potential Roadblocks

Inherent Vertical Challenges

Minimal organizational capacity to initiate systemic reform strategies

Minimal organizational capacity and resources to support non
-
essential
programs of which technology is considered in many instances

Prevailing culture of fear of failure. If not permitted to fail, innovation is
impossible

Intricacies of political webs embedded deep within institutions that outlive
any innovative leadership

Policy and practice that reinforce the status quo

Basic lack of fundamental acumens for all community stakeholders;
parents, learners, educators, district leadership

Need for immediate satisfaction/proof of concept/validation of new
educational approaches long before they can realistically be expected

Microsoft Lessons

We make it too hard

Capture and Analyze the Whole Student

Emphasis on Support