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== Today’s administrative leaders must be effective change agents. Gone is the time when administrators were praised for being effective building managers. In the 21st Century, they must be able to take on the additional roll of instructional leader and have the skills necessary to implement change. The [|PDE] initiatives of the [|Standards Aligned System (SAS)], Instructional Coaching and the requirements of the Pa Accountability System and [|No Child Left Behind] alone demand a strong leader who can implement researched based strategies aimed at improving teaching and learning. The main text used in this course, //[|Leading Change in Your School: How to Conquer Myths, Build Commitment and Get Result],// by Douglas Reeves was published in 2009 by the [|Association of Supervision and Curriculum Development (ASCD)]. The text references more than 90 peer-reviewed journal articles and text books used in researching the development of the book including the following currently used by the Pennsylvania Inspired Leadership (PIL) training program: //The Three Minute Classroom Walk-Through; Changing School Supervisory Practice One Teacher at a Time, The Six Secrets of Change, What the Best Leaders do to help their organizations survive and thrive,// and //Our Iceberg is Melting: Changing and Succeeding Under any Conditions.//

Change is complex and requires strategic and intentional leadership. The existing school culture affects the outcome of change. Having a shared vision is critical to ensuring effective change. Strong leaders effectively model change behaviors. Change occurs through thoughtful planning and a sense of urgency. How can we use knowledge of the change process to engage educators in a pragmatic approach to improve teaching and learning? In what ways can the knowledge of practical steps for the implementation of change help systems of education avoid failure?
 * Big Idea:**
 * Key Concepts:**
 * Essential Questions:**


 * Core Standard 1:** The leader has knowledge and skills to think and plan strategically, creating an organizational vision around personalized student success.
 * Corollary Standard 1:** The leader creates a culture of teaching and learning with an emphasis on learning.

Intergrade dialogue, school culture, personal readiness assessment, organizational readiness assessment Leverage points: teaching assignment, professional learning, collaboration, time; strategic planning Implementation Gap, implementation dip, collaboration, transformative assessment, change capacity Teacher leadership, collaboration, accountability, assessment systems, emotional confidence, continuous school improvement, intervention, proactive
 * Key Terminology:**
 * Session 1: Creating Conditions for Change **
 * Session 2: Planning Change**
 * Session 3: Implementing Change**
 * Session 4: Sustaining Change **