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PLC

PLCs:

Components and K-12 and Higher Education Overlap

Putnam, Gunnings-Moton, & Sharp

Stage 1: Beginnings

Stage 2: Establishing Expectations

Stage 3: Identifying and Resolving Conflicts and Differences

Stage 4: Supporting and Expanding the PLC

Stage 5: Transtions (Closure)

Stage 1: Beginnings

  • get acquainted
  • build trust
  • assess abilities
  • determine size
  • define
  • strengths and weaknesses

Stage 2: Establishing Expectations

ID norms - describe expectations of PLC

ID roles - all equal but have different parts

ID routines and procedures

Stage 3: Identifying and Resolving Conflicts/Differences

  • Differences help to ID areas to improve
  • Conflict is normal part of development
  • Conflicts may be more frequent as trust develops and members voice honest opinions
  • Conflict is viewed as indicator of developmental health and growth
  • Conflict is resolved, not suppressed
  • What strategies will you have to help members resolve conflicts

Leading Change

How do you define leadership?

What is your change philosophy to help you understand, lead, and explain change?

Leadership for the Twenty-First Century, Rost, 1993

"Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purpose" p. 102.

Leading in a Culture of Change- Fullan, 2001

  • Moral purpose
  • Understanding change
  • Relationship building
  • Knowledge creation and sharing
  • Coherence making

Back to components...

Stage 4: Supporting and Expanding the PLC

  • PLC is now in fine-tuning stage; working to improve outcomes
  • Monitoring stage of improving outcomes, reflection, and increased achievement

Stage 5: Transitions and/or Closure

  • transitions when members enter or leave
  • transitions for changes in leadership - e.g. temporary to permanent
  • celebrate work

DuFour & Eaker

  • Mission & Vision
  • Values & Goals
  • Sustaining Improvement
  • Role of Leader
  • Staff Development in PLC
  • Passion and Persistence

Overlaps in Literature Connections between K-12 and Higher Education

DuFour and Eaker

  • P. 22 "Schools continue to focus on procedures rather than results...

Less attention is paid to whether learning is really happening...Many educators seem unable to embrace ...continuous improvement."

P. 26 Collaborative teams - the basic structure of the PLC is a gropu of collaborative teams that share a common purpose

P. 27 Collaborative team learning focuses on organizational renewal and willingness to work together for continual improvement.

Connections continued

  • p. 50 PLC make change part of the culture rather than response to pain
  • P. 58 Must answer same questions in K-12 and H Ed:
  • Why do we exist?
  • What are we here together to do?
  • What is the business of our business?

An Example:

Here is something small...

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