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The Professional Learning Community The engine room for change and sustained school improvement Marian College Wednesday 28 January, 2009
Welcome ,[object Object]
Read first before looking at picture. The attached picture was used in a case study on stress levels at St.Mary's Hospital. Look at both dolphins jumping out of the water. Both dolphins are identical. The researchers concluded that a person is under stress if he/she finds both dolphins look different.  If there are many differences found between both dolphins, it means that the person is experiencing a great amount of stress. So, if you see too many differences between the two dolphins, you are advised to pack your bag, Go home immediately and take a rest. Have a nice day. 
 
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Outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHAT IS A PROFESSIONAL LEARNING COMMUNITY? What is a professional learning team?
Misconceptions…Mythconceptions ,[object Object],[object Object]
What it is not….
Winners and losers philosophy
Creating and Sustaining Effective Professional Learning Communities Project, 2001-2004 ,[object Object],[object Object]
Going beyond show and tell… Beyond bring and brag… What's the difference between talking to each other to share practice and being part of a learning conversation ?
Three types of conversations: ,[object Object],[object Object],[object Object],[object Object]
WHY?????? ,[object Object]
Futures Possible futures  - things which could happen, although many are unlikely Probable futures  - things which probably  will happen, unless something is done to turn events around Preferable futures  - things you prefer to have happen and/or what you would like to plan to happen Beare (2001)
[object Object],[object Object],[object Object],[object Object],[object Object]
Role Clarity Supportive Leadership Excessive Work Demands Teamwork Appraisal & Recognition Empowerment Professional Growth Ownership Individual Morale School Morale School Distress Individual Distress 20 24 40 40 33 29 -41 66 30 40 38 56 33 33 47 72 45 44 59 39 -55 -21 30 -42 22 Best Practice Model of People Management Strength of Relationship turn point ## Team Performance Student Outcomes Discretionary Performance Innovation Parent Satisfaction Engaging Clarity Learning Empathy Leadership and Management Culture
What do Teachers Need to Learn? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Stoll, Fink and Earl (2003)
No single teacher knows, or could know, the totality of the staff’s professional knowledge.  David Hargreaves, 1999
Major sources of variance in student’s achievement   Ref: John Hattie
Sources of influence on teachers professional practice
PROFESSIONAL LEARNING COMMUNITY IMPLEMENTATION RUBRIC  (NCSL  - BOOKLET 8) ,[object Object],[object Object],[object Object]
Capacity . . .  is a complex blend of motivation, skill, positive learning, organisational conditions and culture, and infrastructure of support.  Put together, it gives individuals, groups and, ultimately whole school communities the power to get involved in and sustain learning. Stoll, Stobart et al (2003)
Are You Part of a Professional Learning Community? ,[object Object],[object Object]
What causes student achievement? ,[object Object]
What is expected gets inspected… ,[object Object]
Are You Part of a Professional Learning Community? ,[object Object],[object Object]
A collaborative venture… ,[object Object],[object Object]
Characteristics of professional learning communities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
MORNING TEA
GETTING REAL: MAKING IT HAPPEN ,[object Object],[object Object],The Professional  Learning Team The Professional Learning Community
Three ways of responding to change (Modified Tye, 2000) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
GOAL FOCUSED !!!!!!! ,[object Object],[object Object],[object Object]
Marian College  LEARNING AND TEACHING ACTIONS  - 2009 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Developing effective goals = understanding priorities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Goal setting – advice from the literature ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structuring team goals? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TEAM GOAL SETTING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Establishing Protocols = Building “credit in the bank” ,[object Object],[object Object],[object Object]
The most challenging feature – team work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Two important categories to consider ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WRITING TEAM PROTOCOLS ,[object Object],[object Object],[object Object],[object Object]
Resolving Tensions - Problem Solving Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Implementation dips = learning dips ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
FINAL THOUGHTS… ,[object Object],[object Object]
References ,[object Object],[object Object],[object Object],[object Object],[object Object]
STEP OUT OF THE BOX (EXAMPLE ONLY!!!) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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The Professional Learning Community

  • 1. The Professional Learning Community The engine room for change and sustained school improvement Marian College Wednesday 28 January, 2009
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  • 3. Read first before looking at picture. The attached picture was used in a case study on stress levels at St.Mary's Hospital. Look at both dolphins jumping out of the water. Both dolphins are identical. The researchers concluded that a person is under stress if he/she finds both dolphins look different. If there are many differences found between both dolphins, it means that the person is experiencing a great amount of stress. So, if you see too many differences between the two dolphins, you are advised to pack your bag, Go home immediately and take a rest. Have a nice day. 
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  • 7. WHAT IS A PROFESSIONAL LEARNING COMMUNITY? What is a professional learning team?
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  • 9. What it is not….
  • 10. Winners and losers philosophy
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  • 12. Going beyond show and tell… Beyond bring and brag… What's the difference between talking to each other to share practice and being part of a learning conversation ?
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  • 15. Futures Possible futures - things which could happen, although many are unlikely Probable futures - things which probably will happen, unless something is done to turn events around Preferable futures - things you prefer to have happen and/or what you would like to plan to happen Beare (2001)
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  • 17. Role Clarity Supportive Leadership Excessive Work Demands Teamwork Appraisal & Recognition Empowerment Professional Growth Ownership Individual Morale School Morale School Distress Individual Distress 20 24 40 40 33 29 -41 66 30 40 38 56 33 33 47 72 45 44 59 39 -55 -21 30 -42 22 Best Practice Model of People Management Strength of Relationship turn point ## Team Performance Student Outcomes Discretionary Performance Innovation Parent Satisfaction Engaging Clarity Learning Empathy Leadership and Management Culture
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  • 19. No single teacher knows, or could know, the totality of the staff’s professional knowledge. David Hargreaves, 1999
  • 20. Major sources of variance in student’s achievement Ref: John Hattie
  • 21. Sources of influence on teachers professional practice
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  • 23. Capacity . . . is a complex blend of motivation, skill, positive learning, organisational conditions and culture, and infrastructure of support. Put together, it gives individuals, groups and, ultimately whole school communities the power to get involved in and sustain learning. Stoll, Stobart et al (2003)
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