Part II

"If you can dream it, then you can achieve it" Zig Ziglar

Additional Thoughts

• When we have a collective vision, it becomes easier to create focal points for developing deep institutional learning (pg 100).
• Creating a collective vision in this manner can have a powerful influence over the emotions involved with change. (fear, anxiety, learning overload, stress)
• The vision can be used as a springboard for purpose driven inquiry and to create a defined learning culture!
• We may want to develop a simple, one-sentence motto as a faculty. Yes, we can!
• Share the vision with others! Making others aware of the vision will ensure that it lives.

Progress Monitor

Step 9-continuously Reexamining the Vision

• What steps can we take to regularly revisit the construction of our vision?
• Are there points in our daily, weekly, monthly, quarterly or annual processes in which we could infuse examination of our vision in order to maintain more focus?

Step 7-Establishing New Actions to Support a New Vision (important to identify immediate action steps-breathe life into the vision)

• What actions must we take now or soon to make this vision of outstanding performance become a reality?
• What actions cannot wait?

Step 8-Reviewing the Learning Context (commitment to goals is important here)

• What good things are going on in school today that could add to our feelings of pride and joy? (goodness=force multiplier)
• What steps can we take to ensure these positive contextual factors are known throughout the school?
• What steps can we take to mitigate the influence of negative contextual factors? (explore factor that diminish learning context)

Final Project-Part II

Step 5-Establishing New Degrees of Intention (push back)

• What would our performance be life if we improved and evolved as a team well beyond expected levels?
• What great accomplishments are possible if we do better than we imagine?
• What specifically would that look like?

Step 6-Evaluating Current Belief Systems (return to step 1&2)

• What beliefs do we have about ourselves and team that we may need to change/reexamine in order to make our new collective vision come to fruition.
• What belief systems do we have about our school and profession that need to change in order to make our new collective vision come to fruition?

Step 4-Evaluating Current Degree of Intention

• What outcomes do we envision in relationship to the major work challenges facing the group?
• How do you see the group evolving in relationship to this vision of what is possible?

Teachers will need to be

• honest with themselves and others.
• aware of the emotions that these questions may raise and manage them in a productive manner.
• vulnerable.

Teacher leaders will need to

• manage their own emotions as the process unfolds.
• Be aware of the social tenor of those involved and acknowledge observations, push further if necessary.
• celebrate honesty and courageousness. This is tough work.

9 Step action to Develop a Focused Mental Representation.

Step 1-Evaluating Personal Beliefs-what are our...

• beliefs about students and their ability to learn?
• beliefs about the roles of teams and teaming, collaboration?
• beliefs about MMS? MTSD? town?

Step 2- Evaluating Context-

• what has happened in the past that affects our progress today?
• what are some things going on currently that will influence our work today and in the future?

Step 3-Evaluating existing mental representations

• What are the dominant mental representations about the work we are currently doing? each other? our school? our goals?

Developing a Vision with Learning in Mind

Where are the opportunities for leadership in your school using Reason's framework for organizational development?

Why? Reason's section on Acknowledging and Reframing Fear could've easily applied to MMS. With new leadership, hope and optimism may seize the day. Teachers have started work on a collective vision at MMS but it is incomplete. Our teacher leader committee created a mission statement last year. This is a promising start! We have not articulated much beyond that. What could be possible at MMS? Where are we going as a school? What is our purpose? Developing a collective vision and using Reason's framework will help move us in that direction.

Background

Milton Middle School is located within a wonderful and growing community. MMS operates as a 6th-8th grade school and is the link in the MTSD k-12 continuum. The building is physically connected with Milton Elementary School. Previously, it was connected to the high school and moved 4 years ago. MMS has roughly 320 students. Students come from a variety of backgrounds within the district. For the 2016-2017 school year, we will have a new principal.