The work of dynamic teamsNew norms and processes for work

The courage to tackle big complex challenges, through solving lots of small, manageable problems

Professor Michael Fullan

Being ‘right’ at the end is better than being ‘right’ at the beginning.

Agile Mindset

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AGILE LEADERSHIP INTO ACTION

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1. Clarify 2. Incubate 3. Amplify

Agile Implementation Process

Visual Tools & Protocols

Structure thinking Discipline conversation Make decisions Create useful output

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SIMONBREAKSPEAR

Think about your top three improvement efforts in your 2018-2020 plan. Pick one strategic direction to focus on.

SIMONBREAKSPEAR

IMPACT PORTFOLIO

Helicopter Capability Learning to see the whole

ZOOM IN AND ZOOM OUT ON CHANGE

•What is currently happening? •How are these elements interconnected? •How successful are we at having impact?

–Ronald Heifetz

Get off the Dance Floor and onto the Balcony

Heifetz, R., and Linsky, M. Leadership on the Line: Staying Alive Through the Dangers of Leading. Boston: Harvard Business School Press, 2002.

HIGH IMPACT ON LEARNING

LOW IMPACT ON LEARNING

Low INVESTMENT (Time, $, leadership)

High INVESTMENT (Time, $, leadership)

Impact Portfolio

1. List 5 of the key change initiatives occurring across your team/ school/ organisation focussed on this one strategic direction

(To narrow further, pick one focus area e.g. Improving teacher practice, improving literacy/numeracy, improve student wellbeing).

Work as a team

HIGH IMPACT ON LEARNING

LOW IMPACT ON LEARNING

•Make a judgment of the current relative impact

•Focus on the current impact, not the desired or intended impact

• Consider, discuss the evidence that leads you to this judgment

FOCUS ON RELATIVE IMPACT

High IMPACT ON LEARNING

Low IMPACT ON LEARNING

Low INVESTMENT (Time, $, leadership)

High INVESTMENT (Time, $, leadership)

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Now spread out against relative investment

High IMPACT ON LEARNING

Low IMPACT ON LEARNING

Low INVESTMENT (Time, $, leadership)

High INVESTMENT (Time, $, leadership)

Reviewing High-Leverage Activities

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REVIEW YOUR MAP

KEEPSTOP

TWEAK NEW

ADJUST TO GAIN LEVERAGE

CLARIFY CANVAS

IMPACT PROBLEM

CHANGE EVIDENCE

CLARIFY CANVAS

WHAT IMPACT DO WE WANT TO HAVE? (What do we want more of? What do we want less of?)

IMPA

CT

WHAT SPECIFICALLY IS THE PROBLEM WE ARE TRYING TO SOLVE?

PRO

BLE

M

WHAT CHANGE COULD WE MAKE THAT WILL RESULT IN IMPROVEMENT?

CH

AN

GE

HOW WILL WE KNOW IF WE ARE HAVING THE DESIRED IMPACT?

EVID

ENC

EInspired by IHI Model for Improvement

Take out a clarify canvas

CLARIFY CANVAS

WHAT IMPACT DO WE WANT TO HAVE? (What do we want more of? What do we want less of?)IM

PAC

TWHAT SPECIFICALLY IS THE PROBLEM WE ARE TRYING TO SOLVE?

PRO

BLE

M

WHAT CHANGE COULD WE MAKE THAT WILL RESULT IN IMPROVEMENT?

CH

AN

GE

HOW WILL WE KNOW IF WE ARE HAVING THE DESIRED IMPACT?

EVID

ENC

EInspired by IHI Model for Improvement

What additional evidence do you need to gather back at your site in order to ‘check’ the definition of your problem

• Audit and analyse student data

• Conduct a fast diagnostic analysis of student knowledge, skills & capabilities

• Conduct student observations and interviews

• Lesson observations and teacher discussions

• Engagement with family and community

• Analysis of quality of instructional resources and programs

• Analysis of student work samples across classes and learning areas

“Definitely incomplete, possibly incorrect.”

SIMONBREAKSPEAR

Rapid Action Plan

What implementation work should you prioritise in the next 6 weeks of term 2?

• I’m wondering if we should start .. • I’m wondering if we should tweak …

Rapid Action Plan

Q2. Responsibility Q3. Timeline for delivery Q4. Resources

What resources, support or capacity will be needed?

Who will take the lead? What is the timeframe for delivery?

Team ___________________________ Q1. What are the next most important steps to take?

Start Date _____________ Q5. Barriers

What could get in the way of successful completion?

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Rapid Action Plan

Q2. Responsibility Q3. Timeline for delivery Q4. Resources

What resources, support or capacity will be needed?

Who will take the lead? What is the timeframe for delivery?

Team ___________________________ Q1. What are the next most important steps to take?

Start Date _____________ Q5. Barriers

What could get in the way of successful completion?

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Rapid Action PlanQ2. Responsibility Q3. Timeline for delivery Q4. Resources

What resources, support or capacity will be needed?

Who will take the lead? What is the timeframe for delivery?

Team ___________________________ Q1. What are the next most important steps to take?

Start Date _____________ Q5. Barriers

What could get in the way of successful completion?

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