Creating Culture in Schools An underground flow of feelings and folkways [wending] its way within schools in the form of vision and values, beliefs and assumptions, rituals and ceremonies, history and stories, and physical symbols. Most school improvement plans concentrate on academic achievement goals, decisions about academic focus, deployment of instructional models, and teaching techniques and curriculum tools. Academic press is absolutely necessary, but not sufficient to operationalize the mission of the school. We believe that no school improvement effort will be effective, maintained, or enhanced unless school culture and academic press are both addressed and aligned.
Moving Beyond a Culture of Compliance to a Culture of Continuous Improvement is a resource guide to help leadership, management, supervisory, and data-focused staff in Head Start and Early Head Start programs 1 understand how data, including data they already collect, can help them achieve their program goals; 2 learn techniques for fostering a culture of learning in their organization; and 3 increase their ability to identify and address gaps and continuously improve their programs.
It was designed to complement existing technical assistance resources through tip sheets, examples, and links to multiple resources. I was most interested in Part 2 pages because I think the advice is applicable to organizations beyond those managing head start programs.
This section of the report covers new ways of thinking about organizational culture based in continuous improvement based on feedback. It speaks to establishing culture norms among staff of curiosity, reflection, and trust. It outlines the practices and skills needed to create a learning culture.
A culture of continuous improvement The term means learning culture. Everyone on staff understands that the questions are the best teachers and in an effort to sustain learning articulate questions and seek answers to those questions.
Organizations that have this type of culture do not play the blame game if something needs to be improved. They have a created a safe space for staff and program participants and other stakeholders to give feedback, reflect, ask questions, and think creatively about solutions.
Senior leaders model the skill that Edgar H. Cultural Indicators The report describes the indicators below as hallmarks of a culture of continuous improvement.
The report points out that Head Start Programs often have to balance compliance with creating a culture of continuous improvement, not an easy task. It maps out stages of change, but also recognizes that organizations may be in different stages at the same time: At this stage, the organization does not know where to start.
Data collection may occur from time to time, but there is no formal reporting. There are no data systems in place, such as dashboards or simple collection methods.
Staff are often overwhelmed by the thought of measurement and itfalls to the bottom of the to-do list. Alternatively, there may bean emphasis on collecting more data than is necessary, but no one relates it to decision making. There is not a reflection process for analyzing success or failure for future use.
At this stage, the organization is regularly collecting data, but it is stored across different spreadsheets and collected by different people or departments. Data are not linked to organizational resultsor mission-driven goals across programs.
Discussions on how to improveresults are rarely part of staff meetings. At this stage, there is an organization-widesystem and dashboard for collecting data that are shared with differentdepartments.
There are different views or levels of detail for senior leaders,line staff, or other stakeholders. There are periodic e. The organization provides training and professional development for staff to learn how to use measurement tools.
At this stage, performance indicators are used across programs throughout the organization. There is a staff position responsible for settingthe overall agenda for data collection and reporting, helping staff understanddata, and assuring that systems and timelines are successful.
All staff,however, are empowered and expected to check, apply, and interpret theirown data. In addition to periodic check-ins, the organizational dashboard includes goal-oriented performance metrics.
The organizational dashboard isshared across departments and there is a process for analyzing, discussing,and applying results. Data visualization techniques are used not only to report the data analysis but also to reflect on best practices culled from the data.
The report identifies these criteria: Core Competencies of Organizations: With a Culture of Continuous Improvement Our organization measures outcomes changes in participant condition,behavior or knowledgenot just efforts quantifiable activities or services delivered.
Our organization can identify which indicators are appropriate for measuring how we work. Our organization has clarity about what we want to accomplish in the short term e.Reflection, especially critical reflection, requires deep connection with the inner self.
This can be difficult to achieve after long periods of blockage caused by the repetitiveness and intensity of daily events. These structured dish sessions are essential in creating a sacred area for personal and group reflection, the faculty told us.
Equally as important as the instructional feedback is the focus on cultural reflection. In creating a culture of reflection in higher education and adult learning, the student is engaged in the learning experience. The useful strategies of journaling, researching and reflecting on a higher level of thinking provides a culture of reflection through critical thinking.
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All about Hawaii Culture. Sandy beaches, blue-sky waters, and palm tree-lined shores, amazing volcanoes, and glorious sunsets are some of the things that probably come to mind when you think of .
These structured dish sessions are essential in creating a sacred area for personal and group reflection, the faculty told us. Equally as important as the instructional feedback is the focus on cultural reflection.