Speaker #5 Thursday July 17
On Thursday July 16, 2009, Dr Bette Grey video conferenced with us . Once again, it was excellent for our presenters to apply the wonderful capabilities of the Supernet.
Bette brought the provincial perspective to our discussion on IT leadership. She has been at the provincial level for 7 years, 5 years at Stakeholder Technology Branch. She identified the major government documents involved with the implementation of technology in Alberta such as the Learning and Technology Policy Framework, in 2004.
Bette discussed three streams from Kingman’s Anarchy Model of Policy. This was from a book by Nicholas Henry called Public Administration and Public Affairs .This was a model I had never heard of before. According to this model, one stream is the Problem stream. This is defining the problem and framing the issue. It is critical that leaders be able to frame and define the problem in a way people can understand, using appropriate language.
The second stream is the Policy stream. This stream matches the problem with a solution. The solution comes as a policy option. Policy options need to be rational, researched and well articulated.
The 2 streams intersect with the 3 rd stream called the Political stream. The third stream can be more unpredictable than the Problem and Policy stream. For IT leaders the political spectrum is at the school level (principal and staff), Division (superintendent, senior leadership and trustees) and provincially (Alberta Education Officials, Education Minister, Ministers, MLA)
There are opportunities of windows opening and closing when the political stream converges and diverges with the other 2 streams. These are when a policy entrepreneur who has connected a problem with an articulate policy solution, and has the audience of political decision makers. This affords the solution to become reality. Windows open when there are changes in personnel or change in the situational context. IT leaders can identify problems and have Policy solutions ready based on research, ready for the window of opportunity to the solution a reality. I thought this process was fascinating intersection of problems , solutions and politics . IT leaders should understand how their role intersects and interplays within these three streams.
Dr Grey made a very interesting comment, saying she was not a techie, but was an English teacher. Her skills are in the C, communication of the ICT. Such a comment underlies that different skills, from different people on a team come into play, especially in leadership. She concluded the VC with her number one criteria for leadership was to change culture. It is my impression that changing culture means changing people. People will be resistant to change if they are forced or coerced. Leaders need solutions based on research, collaboration skills e to generate a critical mass of people moving in direction for authentic ,lasting change to occur.
Friday, July 17, 2009
Wednesday, July 15, 2009
5630 spence -john lobo
ED 5630 Speaker July 13. Gary Spence
Gary Spence-Director of Technology, Lethbridge Public Schools
Gary is the second speaker from Wolf Creek School division. The first speaker was the Superintendent of schools. Gary is part of this leadership team as the IT director, and assistant superintendent. Gary spoke to the specifics of IT within Wolf Creek, but it was contextualized with the division vision and what Larry Jacobs had discussed prior.
· Salience (From your perspective, why is IT in education important?)
Technology is here to stay. We have to view technology as an essential component that is for learning. It is not acceptable to be illiterate in respects to language, so being technology illiterate is not acceptable considering that technology is pervasive in our daily life.· Outcomes (What are the specific IT in education outcomes sought through your organization?)
Technology is a vital component of the division as identified in the division vision, and in the main graphic. Technology is pervasive through all the learning outcomes of the division. Gary identified the relationship between education people and technical people, which allowed for the dialogue and discussion to focus the best decisions for student learning.· Processes (What processes are used to achieve these outcomes?)
There were numerous projects that Gary had identified. All the proposals had to have the WHY is this important to student learning. The successful grants enabled the division to move into many areas such as VOIP, , 1:1 laptop computers, and Software as a service. All of these proposal were aligned to the division vision. He identified that the division has a 5 year technology vision and plans from this vision.· Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals
Gary identified numerous characteristics of the IT leader. We have talked about a lot of these characteristics in other presenters. He identified being committed to people like students and staff. Most importantly he said being committed to Excellence. Probably the most important characteristic he identified was that IT leaders should be HUMBLE.
Gary had often quoted one of his staff members who said “we can do anything, but we can’t do everything. ” This statement is very important for all involved in the field (teachers and techs) as it relates to IT. If you have a solid division vision, with real buy in from division staff, then you are not jumping on every band wagon that comes down the road. The danger, in the day to day of IT , is that without the vision, bandwagons or the latest or greatest that some heard at a conference , can become a direction.
Gary Spence-Director of Technology, Lethbridge Public Schools
Gary is the second speaker from Wolf Creek School division. The first speaker was the Superintendent of schools. Gary is part of this leadership team as the IT director, and assistant superintendent. Gary spoke to the specifics of IT within Wolf Creek, but it was contextualized with the division vision and what Larry Jacobs had discussed prior.
· Salience (From your perspective, why is IT in education important?)
Technology is here to stay. We have to view technology as an essential component that is for learning. It is not acceptable to be illiterate in respects to language, so being technology illiterate is not acceptable considering that technology is pervasive in our daily life.· Outcomes (What are the specific IT in education outcomes sought through your organization?)
Technology is a vital component of the division as identified in the division vision, and in the main graphic. Technology is pervasive through all the learning outcomes of the division. Gary identified the relationship between education people and technical people, which allowed for the dialogue and discussion to focus the best decisions for student learning.· Processes (What processes are used to achieve these outcomes?)
There were numerous projects that Gary had identified. All the proposals had to have the WHY is this important to student learning. The successful grants enabled the division to move into many areas such as VOIP, , 1:1 laptop computers, and Software as a service. All of these proposal were aligned to the division vision. He identified that the division has a 5 year technology vision and plans from this vision.· Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals
Gary identified numerous characteristics of the IT leader. We have talked about a lot of these characteristics in other presenters. He identified being committed to people like students and staff. Most importantly he said being committed to Excellence. Probably the most important characteristic he identified was that IT leaders should be HUMBLE.
Gary had often quoted one of his staff members who said “we can do anything, but we can’t do everything. ” This statement is very important for all involved in the field (teachers and techs) as it relates to IT. If you have a solid division vision, with real buy in from division staff, then you are not jumping on every band wagon that comes down the road. The danger, in the day to day of IT , is that without the vision, bandwagons or the latest or greatest that some heard at a conference , can become a direction.
Sunday, July 12, 2009
John Percvault Thursday July 9
Speaker #3 Thursday July 9
John Percevault-Director of Technology, Lethbridge Public Schools
Today we had the opportunity to listen to a local IT leader. John Percevault brought perspectives from a teacher, and Division IT director. He had moved from a school division where he had much success, to a school division that was in great need of direction and leadership. John has worked diligently, under the leadership of the superintendent of schools to bring functionality and a long term vision and plan to the school district·
Salience (From your perspective, why is IT in education important?)
IT is a multimillion dollar component of the education enterprise that has to work from both the administrative (business) and educational sides. He identified numerous business and educational areas that were upgraded or new. These upgrades were part of a comprehensive division material inventory and vision/planning process. There is a real focus on standardization of components and enterprise solutions which is essential for integrated operations of hardware and software.·
Outcomes (What are the specific IT in education outcomes sought through your organization?)
Since the division was a series of independently operating schools, there was a need for division wide planning and visioning. The process of a consultation from principals and teachers, gave the data for developing the white paper/vision/plan and implementation process. The division brought outside consultants as part of their analysis of data. The school division front ended 3 yrs of technology funding to bring a standard of technology into each classroom. They developed a reasonable ever greening plan.
Processes (What processes are used to achieve these outcomes?)
The division has the most important component of IT leadership, in that there was a clearly articulated mandate from the superintendant, supported by the board and school administrators to move forward with the standardized technology plan, based on the agreed technology vision. The standardization brought the division to a middle ground from their previously highly decentralized organization.
John pointed out that the division education plan has 3 main goals, Assessment for Learning, Differentiated Instruction and 21 century learning. The IT vision and plan fits into these 3 goals seamlessly. School plans link to the 3 division goals, so the divisions IT plan would be consistent in the school reaching their goals.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?) John identified many IT leader characteristics. He did point out in his presentation the need to be a daily/hourly lifelong learner. It was also obvious he has complete confidence in his tech team as they had numerous planned activities. The confidence the superintendent has in him , is transferred in his confidence in his tech team. He also uses different capacity available such as students at the appropriate times, to help make the technology systems upgrade work .
I appreciated John’s candor in his discussion. He definitely does not pull any punches, and calls it like he sees it. The documents of what the division had developed are a good addition to my documentation portfolio. The division leadership team, Board, school principals and It department are obviously on the same page when it comes to IT, and how it is integral to the business and education sides of the educational enterprise. This can only help teachers and students in utilizing technology in the exciting novel ways for teaching and learning.
My own school division is moving towards standards. From “being a “division of schools” we are becoming a “school division” in many aspects, IT being one of them . We are not in as bad shape as Lethbridge Public was a couple years ago, but it is a good feeling that many of the Divisions directions in their turnaround are similar to where my school division is , and have plans to go, based on our 3 year Education Plan, and our draft 3 yr Technology Plan.
John Percevault-Director of Technology, Lethbridge Public Schools
Today we had the opportunity to listen to a local IT leader. John Percevault brought perspectives from a teacher, and Division IT director. He had moved from a school division where he had much success, to a school division that was in great need of direction and leadership. John has worked diligently, under the leadership of the superintendent of schools to bring functionality and a long term vision and plan to the school district·
Salience (From your perspective, why is IT in education important?)
IT is a multimillion dollar component of the education enterprise that has to work from both the administrative (business) and educational sides. He identified numerous business and educational areas that were upgraded or new. These upgrades were part of a comprehensive division material inventory and vision/planning process. There is a real focus on standardization of components and enterprise solutions which is essential for integrated operations of hardware and software.·
Outcomes (What are the specific IT in education outcomes sought through your organization?)
Since the division was a series of independently operating schools, there was a need for division wide planning and visioning. The process of a consultation from principals and teachers, gave the data for developing the white paper/vision/plan and implementation process. The division brought outside consultants as part of their analysis of data. The school division front ended 3 yrs of technology funding to bring a standard of technology into each classroom. They developed a reasonable ever greening plan.
Processes (What processes are used to achieve these outcomes?)
The division has the most important component of IT leadership, in that there was a clearly articulated mandate from the superintendant, supported by the board and school administrators to move forward with the standardized technology plan, based on the agreed technology vision. The standardization brought the division to a middle ground from their previously highly decentralized organization.
John pointed out that the division education plan has 3 main goals, Assessment for Learning, Differentiated Instruction and 21 century learning. The IT vision and plan fits into these 3 goals seamlessly. School plans link to the 3 division goals, so the divisions IT plan would be consistent in the school reaching their goals.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?) John identified many IT leader characteristics. He did point out in his presentation the need to be a daily/hourly lifelong learner. It was also obvious he has complete confidence in his tech team as they had numerous planned activities. The confidence the superintendent has in him , is transferred in his confidence in his tech team. He also uses different capacity available such as students at the appropriate times, to help make the technology systems upgrade work .
I appreciated John’s candor in his discussion. He definitely does not pull any punches, and calls it like he sees it. The documents of what the division had developed are a good addition to my documentation portfolio. The division leadership team, Board, school principals and It department are obviously on the same page when it comes to IT, and how it is integral to the business and education sides of the educational enterprise. This can only help teachers and students in utilizing technology in the exciting novel ways for teaching and learning.
My own school division is moving towards standards. From “being a “division of schools” we are becoming a “school division” in many aspects, IT being one of them . We are not in as bad shape as Lethbridge Public was a couple years ago, but it is a good feeling that many of the Divisions directions in their turnaround are similar to where my school division is , and have plans to go, based on our 3 year Education Plan, and our draft 3 yr Technology Plan.
Larry Jacobs -Fri July 10
Blog of Larry Jacobs presentation on IT leadership Friday July 10
Larry Jacobs is the Superintendent of Wolf Creek Public schools. His presentation started with questions where he identified he was not an honors student in high school. This would underscore that he does not have all the answers, and needs to collaborate. His model of leadership is based on the vision led model. This model is contrasted to a hierarchal ( top down) and a flattened ( decentralized) models
.
The hard work is done in developing the vision. Once the vision is identified, after collaborative process. Departments can make independent decisions as long division vision is upheld. The concept of a “living vision” was discussed as it allows for the realities of the stakeholders needing to change course. The focus of the division is student learning.
I found it interesting that all staff were involved in identifying the central purpose( vision) and where do we need to be in 5 years (goals)and then what are staff going to do to get there , which would be the performance measures.
Salience (From your perspective, why is IT in education important?)
IT was intertwined in the 2 pillars to support student learning through Instructional Design and Assessment for Learning.
Outcomes (What are the specific IT in education outcomes sought through your organization?)
IT outcomes must align with division vision of student learning The It department would work with the goal of collaboration between teachers and skill development of teachers to help students learn.
Processes (What processes are used to achieve these outcomes?)The process to meet these outcomes are indentified in the Wolf Creek visual. They include understanding change, understanding and implementing the technologies such as Videoconference, Ex files server and Voip. Throughout Larry identified collaboration, and taking the time to meet with groups. He identified a group of teachers with membership from all schools. His principal council set the admin meeting agenda. The grassroots were heard and were involved with the process of the division.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?)The It leader must be a team player, understand the goals of the organization, and be willing to collaborate. The It leader would have to understand Assessment for Learning and Instructional design, as IT plans would have to fit this structure. The IT leader would be meeting the goals of the 7 C’s , creating the 7 requirements for success, as in every other department in the division.
These 7 atr create .....
1) a culture of assessment
2) an environment of live collaboration
3) a knowledge caputre and knowledge share culture
4) strong professiponal learning teams
5) appropriate roles for all stakehlders
6) capacity for leadership
7) appropriate measures of student success and involving students in our learning environments.
What was interesting was that the collaboration discussed by Larry was not just lip service. His enthusiasm and obvious interpersonal skills , would be a great motivator to have the whole staff working together. I found that it was excellent fot the superintendent to be working with the 3 yr teachers as a mentor. This would show to all that the vision is important to have the superintendent working directly with teacher , who are the prime interface education with the students.
Larry Jacobs is the Superintendent of Wolf Creek Public schools. His presentation started with questions where he identified he was not an honors student in high school. This would underscore that he does not have all the answers, and needs to collaborate. His model of leadership is based on the vision led model. This model is contrasted to a hierarchal ( top down) and a flattened ( decentralized) models
.
The hard work is done in developing the vision. Once the vision is identified, after collaborative process. Departments can make independent decisions as long division vision is upheld. The concept of a “living vision” was discussed as it allows for the realities of the stakeholders needing to change course. The focus of the division is student learning.
I found it interesting that all staff were involved in identifying the central purpose( vision) and where do we need to be in 5 years (goals)and then what are staff going to do to get there , which would be the performance measures.
Salience (From your perspective, why is IT in education important?)
IT was intertwined in the 2 pillars to support student learning through Instructional Design and Assessment for Learning.
Outcomes (What are the specific IT in education outcomes sought through your organization?)
IT outcomes must align with division vision of student learning The It department would work with the goal of collaboration between teachers and skill development of teachers to help students learn.
Processes (What processes are used to achieve these outcomes?)The process to meet these outcomes are indentified in the Wolf Creek visual. They include understanding change, understanding and implementing the technologies such as Videoconference, Ex files server and Voip. Throughout Larry identified collaboration, and taking the time to meet with groups. He identified a group of teachers with membership from all schools. His principal council set the admin meeting agenda. The grassroots were heard and were involved with the process of the division.
Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?)The It leader must be a team player, understand the goals of the organization, and be willing to collaborate. The It leader would have to understand Assessment for Learning and Instructional design, as IT plans would have to fit this structure. The IT leader would be meeting the goals of the 7 C’s , creating the 7 requirements for success, as in every other department in the division.
These 7 atr create .....
1) a culture of assessment
2) an environment of live collaboration
3) a knowledge caputre and knowledge share culture
4) strong professiponal learning teams
5) appropriate roles for all stakehlders
6) capacity for leadership
7) appropriate measures of student success and involving students in our learning environments.
What was interesting was that the collaboration discussed by Larry was not just lip service. His enthusiasm and obvious interpersonal skills , would be a great motivator to have the whole staff working together. I found that it was excellent fot the superintendent to be working with the 3 yr teachers as a mentor. This would show to all that the vision is important to have the superintendent working directly with teacher , who are the prime interface education with the students.
Thursday, July 9, 2009
speaker 2- ISTE Dr. Don Knezek
Wednesday July 8 IT leader
Dr. Don Knezek, CEO of International Society for Technology in Education (ISTE)
We had the opportunity to use interactive technology of Videoconference (VC) to listen,talk and data share to Dr. Don Knezek, from Texas. He is the CEO International Society for Technology in Education (ISTE). ISTE is a non-profit organization whose mandate from the ISTE website is to “provides leadership and service to improve teaching, learning, and school leadership by advancing the effective use of technology in PK–12 and teacher education.” . This VC session was an excellent for IT leaders to practically apply the technology available, an assertion that Don identified that we IT leaders had to lead by implementing the technology in the regular course of business.
· Salience (From your perspective, why is IT in education important?)
Don has a wide variety of experiences in education as a teacher, school administrator , division superintendant and currently as a national education technology leader. From his practical experience of teaching, IT was an important aspect of helping student in rural area have opportunities available to all students. IT was an essential component of the transition of teacher centered classroom to the student centered classroom. Don cited there needed to be IT standards if IT is become an integral part of education.
· Outcomes (What are the specific IT in education outcomes sought through your organization?)
The ISTE organization has been able to put into documents the NETS (national educational standards) for students, teachers and administrators. These documents especially the NETS for administrators have been updated for 2009 since the last version in 2002. Upon further investigation of the ISTE website, it is my observation that the NETS-S_2007_Student_Profiles could become the basis of a standardized series of outcomes for students at the various grade levels to meet. Maybe this would be a starting point to update the Alberta ICT curriculum as it is nearly 10 yrs old, from 2000.
· Processes (What processes are used to achieve these outcomes?)
I found it interesting that Don identified that business had an important role. Since business organizations develop these new technologies, they would see the educational sector as a large market. ISTE is a non-profit organization, so they can focus on the student leaning as the most important corner stone. The influential nature of ISTE, in all the American states, would result in business would be very interested in the standards ISTE are promoting. ISTE is made up of members who pay to join. I am glad to see the reduced rate for joining online and receiving electronic versions of literature. Affiliated members are a backbone of ISTE membership and in Alberta, ATLE and ATA specialist council are part of the ISTE affiliates. The critical mass of administrators , teachers and students working from a common language to implement the ISTE NETS , performance measures and essential conditions , is a powerful force. These standards will only help
.Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?)
The NETS –A, the performance indicators for administrators, and the essential conditions identify the characteristics of school and division leaders. The important focus of the ISTE NETS is that the essential conditions identify what is needed to “to leverage technology for learning.” This illustrates that ISTE is an organization that is focused on student learning. When IT leaders stay focused on student learning, then the technology must cater to the learner, not the learner to the technology. Don discussed the role of advocacy as at the 30th. NECC conference in Washington, DC. ISTE members were able to meet with the influential lawmakers in Washington.
I had not heard of ISTE until two unrelated occasions.The first was in San Francisco airport 2008, where I saw a card of an ISTE executive member on a table. When I got home, I checked the website out and was very excited about seeing what this organization has developed for Technology in Education. The next encounter with ISTE was with the JTC committee of Alberta Education in May 2008, which was using some of the ISTE based questionnaires. These two unrelated events directed me to an excellent organization that has moved IT from the periphery of education. I have been an ISTE member since early 2009, and have used the NETS to align our division Technology Plan with the ISTE nets. The ISTE information , and collaborative venues allows for IT leaders to meet, learn and start talking the same language.
Dr. Don Knezek, CEO of International Society for Technology in Education (ISTE)
We had the opportunity to use interactive technology of Videoconference (VC) to listen,talk and data share to Dr. Don Knezek, from Texas. He is the CEO International Society for Technology in Education (ISTE). ISTE is a non-profit organization whose mandate from the ISTE website is to “provides leadership and service to improve teaching, learning, and school leadership by advancing the effective use of technology in PK–12 and teacher education.” . This VC session was an excellent for IT leaders to practically apply the technology available, an assertion that Don identified that we IT leaders had to lead by implementing the technology in the regular course of business.
· Salience (From your perspective, why is IT in education important?)
Don has a wide variety of experiences in education as a teacher, school administrator , division superintendant and currently as a national education technology leader. From his practical experience of teaching, IT was an important aspect of helping student in rural area have opportunities available to all students. IT was an essential component of the transition of teacher centered classroom to the student centered classroom. Don cited there needed to be IT standards if IT is become an integral part of education.
· Outcomes (What are the specific IT in education outcomes sought through your organization?)
The ISTE organization has been able to put into documents the NETS (national educational standards) for students, teachers and administrators. These documents especially the NETS for administrators have been updated for 2009 since the last version in 2002. Upon further investigation of the ISTE website, it is my observation that the NETS-S_2007_Student_Profiles could become the basis of a standardized series of outcomes for students at the various grade levels to meet. Maybe this would be a starting point to update the Alberta ICT curriculum as it is nearly 10 yrs old, from 2000.
· Processes (What processes are used to achieve these outcomes?)
I found it interesting that Don identified that business had an important role. Since business organizations develop these new technologies, they would see the educational sector as a large market. ISTE is a non-profit organization, so they can focus on the student leaning as the most important corner stone. The influential nature of ISTE, in all the American states, would result in business would be very interested in the standards ISTE are promoting. ISTE is made up of members who pay to join. I am glad to see the reduced rate for joining online and receiving electronic versions of literature. Affiliated members are a backbone of ISTE membership and in Alberta, ATLE and ATA specialist council are part of the ISTE affiliates. The critical mass of administrators , teachers and students working from a common language to implement the ISTE NETS , performance measures and essential conditions , is a powerful force. These standards will only help
.Characteristics (What are some of the characteristics of IT Leaders that make them effective in achieving their goals?)
The NETS –A, the performance indicators for administrators, and the essential conditions identify the characteristics of school and division leaders. The important focus of the ISTE NETS is that the essential conditions identify what is needed to “to leverage technology for learning.” This illustrates that ISTE is an organization that is focused on student learning. When IT leaders stay focused on student learning, then the technology must cater to the learner, not the learner to the technology. Don discussed the role of advocacy as at the 30th. NECC conference in Washington, DC. ISTE members were able to meet with the influential lawmakers in Washington.
I had not heard of ISTE until two unrelated occasions.The first was in San Francisco airport 2008, where I saw a card of an ISTE executive member on a table. When I got home, I checked the website out and was very excited about seeing what this organization has developed for Technology in Education. The next encounter with ISTE was with the JTC committee of Alberta Education in May 2008, which was using some of the ISTE based questionnaires. These two unrelated events directed me to an excellent organization that has moved IT from the periphery of education. I have been an ISTE member since early 2009, and have used the NETS to align our division Technology Plan with the ISTE nets. The ISTE information , and collaborative venues allows for IT leaders to meet, learn and start talking the same language.
Tuesday, July 7, 2009
Ed 5630 speaker 1
July 7 Barry Litun
IT leadership excellence and Superintendency leadership
I found that the speaker brought a down to earth example of leadership.
He is student focused, and that was evident from the talk about equitable access of technology, in new schools and old schools. He focused on the need for relationships, which is a huge cornerstone of the education enterprise. I appreciate how he analogized that breaking down barriers within the school is similar to breaking down barriers between schools.
IT is not a separate feature of the school division. It was an integrated area with professional development and AISI programs, under the pillars of Technology, Assessment for Learning and Differentiated Instruction.
He brought in a standard student SIS, in order for information to be shared between schools and central office. He was able to empower people, enhancing and evolving the divisions IT vision . The division focused on technology standards. There was a need to update to an interim standard for computer technology. He leveraged monies to move schools to a new technology hardware standard. The division also focused on School Staff IT leadership through a successful 2 yr proposal. The evergreening technology plan is a real plan, not a piece of paper that really cannot happen within the realities of the division
The fundings from a variety of areas were directed with a student centered vision to move the division forward. When he first surveyed the division, he identified some areas of concern, but through good planning and relationship building he was able to refocus the people and resources in the organization. Leadership from the superintendent was empowering to the rest of his team, which is obviously making a difference for student learning.
IT leadership excellence and Superintendency leadership
I found that the speaker brought a down to earth example of leadership.
He is student focused, and that was evident from the talk about equitable access of technology, in new schools and old schools. He focused on the need for relationships, which is a huge cornerstone of the education enterprise. I appreciate how he analogized that breaking down barriers within the school is similar to breaking down barriers between schools.
IT is not a separate feature of the school division. It was an integrated area with professional development and AISI programs, under the pillars of Technology, Assessment for Learning and Differentiated Instruction.
He brought in a standard student SIS, in order for information to be shared between schools and central office. He was able to empower people, enhancing and evolving the divisions IT vision . The division focused on technology standards. There was a need to update to an interim standard for computer technology. He leveraged monies to move schools to a new technology hardware standard. The division also focused on School Staff IT leadership through a successful 2 yr proposal. The evergreening technology plan is a real plan, not a piece of paper that really cannot happen within the realities of the division
The fundings from a variety of areas were directed with a student centered vision to move the division forward. When he first surveyed the division, he identified some areas of concern, but through good planning and relationship building he was able to refocus the people and resources in the organization. Leadership from the superintendent was empowering to the rest of his team, which is obviously making a difference for student learning.
Monday, July 6, 2009
ed 5630 assignmnet 2
Assignment 2
John Lobo
The Nature of Effective IT Leaders: Characteristics and Outcomes
Effective IT leaders must be able to demonstrate characteristics of effective leadership. It is their knowledge and skills in technology related areas that make them part of the educational organization team, where their skills can be used to maximal benefit for student learning. .
I have the benefit of observing numerous leaders in my career. Currently I work with variety of leaders at the division office. All of us, educators and non educators, are primarily focused on maximizing student learning. We do not directly affect the student learning, as we are not in the classroom, however we do have an effect on teachers, so our leadership has an effect on students , one step removed.
I have been working in a collaborative environment. There is support by the other leaders of the team. Once you, through your actions, show you are committed to the collective goal of student achievement, you have the complete support of the upper administration. The Leadership team has “the other person’s back”, so it allows for risk taking in a safe environment.
“The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni is a book I have studied with my division Leadership team. A critical statement from this book is ”The key, of course, is to define our goals, our results, in a way that is simple enough to grasp easily, an d specific enough to be actionable.”(Lencioni, pg 78) Many times as IT leaders we get really consumed in the IT jargon and details, and forget to put ideas, goals and actions into simple actionable terms. We often end up confusing people, especially non technical people.
The foundation of real teamwork is trust and therefore the first dysfunction is the Absense of Trust. (Lenconi Pg 43) As an IT leader, it is imperative that the team has trust in your words and actions. You also have to gain the trust of others in your team. IT is an expensive component of the educational enterprise. IT leaders are called on moving the education agenda forward using tools that many people in education rarely understand, but need to work seamlessly. Overcoming this absence of Trust develops when leaders develop a sense of Vunerability. This vunerability is difficult for Many IT leaders as they relish that they are the “go to” people with the right tool to solve the problem. Being vunerable is not in many people’s nature and often is seen as a sign of weakness.
Successful leaders have to be able to “tame their fears, and when faced with the fear,not freeze. ” pg 7 Warner and Schmincke 2009. To overcome this fear they have to “embrace death and focus not on personal agendas but strategic goals.” Pg 23, Warner and Schmincke 2009.
IT leaders have to show the commitment to their teams , develop trust in team members and be able to take risks to implement the effective technologies that support teachers and students.
References
1) Lencioni, Patrick, (2002). The five dysfunctions of a team: A leadership fable, San Francisco :Jossey Bass
2) Schmincke, D and Warner, C, (2009) High altitude leadership: What the world’s most forbidding peaks teach us about success. San Francisco: Jossey Bass 2009
John Lobo
The Nature of Effective IT Leaders: Characteristics and Outcomes
Effective IT leaders must be able to demonstrate characteristics of effective leadership. It is their knowledge and skills in technology related areas that make them part of the educational organization team, where their skills can be used to maximal benefit for student learning. .
I have the benefit of observing numerous leaders in my career. Currently I work with variety of leaders at the division office. All of us, educators and non educators, are primarily focused on maximizing student learning. We do not directly affect the student learning, as we are not in the classroom, however we do have an effect on teachers, so our leadership has an effect on students , one step removed.
I have been working in a collaborative environment. There is support by the other leaders of the team. Once you, through your actions, show you are committed to the collective goal of student achievement, you have the complete support of the upper administration. The Leadership team has “the other person’s back”, so it allows for risk taking in a safe environment.
“The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni is a book I have studied with my division Leadership team. A critical statement from this book is ”The key, of course, is to define our goals, our results, in a way that is simple enough to grasp easily, an d specific enough to be actionable.”(Lencioni, pg 78) Many times as IT leaders we get really consumed in the IT jargon and details, and forget to put ideas, goals and actions into simple actionable terms. We often end up confusing people, especially non technical people.
The foundation of real teamwork is trust and therefore the first dysfunction is the Absense of Trust. (Lenconi Pg 43) As an IT leader, it is imperative that the team has trust in your words and actions. You also have to gain the trust of others in your team. IT is an expensive component of the educational enterprise. IT leaders are called on moving the education agenda forward using tools that many people in education rarely understand, but need to work seamlessly. Overcoming this absence of Trust develops when leaders develop a sense of Vunerability. This vunerability is difficult for Many IT leaders as they relish that they are the “go to” people with the right tool to solve the problem. Being vunerable is not in many people’s nature and often is seen as a sign of weakness.
Successful leaders have to be able to “tame their fears, and when faced with the fear,not freeze. ” pg 7 Warner and Schmincke 2009. To overcome this fear they have to “embrace death and focus not on personal agendas but strategic goals.” Pg 23, Warner and Schmincke 2009.
IT leaders have to show the commitment to their teams , develop trust in team members and be able to take risks to implement the effective technologies that support teachers and students.
References
1) Lencioni, Patrick, (2002). The five dysfunctions of a team: A leadership fable, San Francisco :Jossey Bass
2) Schmincke, D and Warner, C, (2009) High altitude leadership: What the world’s most forbidding peaks teach us about success. San Francisco: Jossey Bass 2009
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