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| SCENARIO: You are beginning your new job as a school principal, and your school board has charged you with "raising the bar and closing the gap of student learning." To complicate matters, your superintendent voices the expectation that you implement Michael Fullan's other two aspects of moral purpose: "treating people with supportive, responsive, and demanding respect" and "altering the social environment for the better." |
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- What systems thinking organizational structures should you identify as in place and/or develop if they are not already in use in your new district?
- What if the school system doesn't have all of these elements in place?
- How can you use the State of Iowa's required beginning and career teaching evaluation process to forward your work in building system's thinking?
- How can you use individual professional growth plans to forward your work in building system thinking?
- How can you use essential learnings to develop systems thinking in your new district?
- How can you use a twelfth-grade exit presentation to build relationships, rigor, and relevance in the system?
- How can you convince everyone in the system to implement a strategy for improved student achievement?
- How can you develop a culture and climate that uses rather than fears transparent data-gathering coupled with mechanisms for acting on the data?
- How can you keep the system focused when there are so many things that need to be done?
- How can we find the resources needed to do the work of systems thinking?
- What's the best measure of your impact as a systems thinker?
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