Creating a Culture of Change

     Creating a culture of change in a building isn't easy or neat.  It is difficult and takes time.  There are some things that do help this process, however.  First, assess your "win."  What has your leadership team established as the vision for your building's or district's culture?  This may seem to be obvious, but if the change is simply for the sake of change or--even worse-- change because there is a new sheriff in town and they want to make their mark; no one will have a sense of direction.  Moreover you won't get the stakeholders needed in order to create this new culture because it won't seem authentic.  Once everyone that needs to be on board is on board you can truly begin the long arduous task of rebuilding or building a culture. 
     Why a culture of change?  The only sure in any industry or life for that matter is change.  There are many subcultures in a building, and the only one that can help change these is creating a culture of change.  As we analyze this idea, let's begin with what it isn't.  It is not the acquiescence by a group for another group (usually a minority) in the building or district.  Simple truth, you aren't going to please everyone all the time.  There will always be a vocal minority either resistant to change or only want what is good for them not for the majority.  This is also why everyone can't be a stakeholder in the process.  The people that are invested are the ones that don't need their voices to be heard and understand if there idea isn't best for the majority.  As I stated earlier it isn't change for the sake of change either.  There is absolutely nothing wrong with keeping something that has been working for twenty years.  If it works keep working it! 
     A culture of change is the foundation to any successful organization.  In its simplest form it is the idea that we pilot new things; have tangible data from those things we pilot; look at the data and tweak what needs tweaking;and--most important--give it adequate time to know if it really works or not.  Time.  There's a word we've forgotten in education.  We can't possibly know if something works in 3 years let alone 1.  There needs to be time to see valid and reliable trends.  A culture of change is also about people.  When we know what we want our culture to look like, we can allow people the flexibility to be themselves.  As you establish this culture people will do one of three things: jump on board; leave on their own; or force you to ask them to leave.  As far as the last, if you are the leader of this change you have to be comfortable with this.  Everyone isn't going to jump on board.  When they show you they aren't on board and have no desire to get on board their attitudes can become toxic to the environment you are trying to establish.  When that happens it just might be their time to leave. 
More on this next time... Please leave some feedback after you read.  Thanks!!!

Questioning...continued

Questioning for mastery: 

     When we question for mastery, we are either assessing for learning (formative assessment) or giving an assessment of learning (summative assessment).  The first should be a thread throughout an entire classroom.  Teachers should check for understanding as much as possible.  There should be daily concept mastery in every class.  In order for students to master specific concepts, there are sub-concepts that require mastery.  These are the rudimentary elements of teaching with depth.  If you aren't questioning for understanding, how do you know students have the requisite information to master the day's objective?  If we look at this from an entire unit, kids fall behind because we haven't checked to see if they understand the information presented enough.  Everything is linked together.  If students haven't mastered the day's objective, they can't master the week's concepts; and cannot master the concepts for that unit.  There will always be a piece missing.