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888.849.0851 marzanoresearch.com
Elbow Partner Discussion
• What ideas or thoughts come to mind
when you see the phrase:
• A High Reliability Organization
888.849.0851 marzanoresearch.com
High Reliability Organizations
(HRO’s)
• Organizations that Can Not tolerate high
levels of failure…
• Organizations that “take a variety of
extraordinary steps in pursuit of error free
performance” (Weick, Sutcliffe, Ostefeld, 1999).
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High Reliability Organizations
(HRO’s)
• Organizations that are continually in pursuit
of top performance.
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High Reliability Organizations
• Continually monitor for errors in critical
factors of their operation….
• Immediately take action to keep those errors
from becoming system wide failures
• Recognize the interrelatedness of their
systems of operation
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A few examples of HRO’s
• Airplane Maintenance Teams
• Nuclear Power Plants
• Prison Confinement Systems
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What about schools?
• Schools have not typically been part of the
High Reliability Organization conversation.
• Why do you think this is the case?
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The reality is….
• There was a long period of time when
schools were willing to accept high levels
of failure….
• And…
• Schools have not had a blueprint for the
concept of becoming a High Reliability
Organiztion
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In the Era of Accountability…
• Schools are expected to be HROs
• Schools are measured by their ability to:
– Be safe collaborative places
– Create systems that help improve teaching
and learning
– Get as many students as possible
proficient or beyond in your state standards
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Marzano Research
High Reliability Schools Model
• Based on the concept of HROs
• Research and practices from other
professional organizations
• And 40 years of educational research into
effective school practices
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Marzano High Reliability
Schools Framework
5 Levels Organized in a Hierarchy
Top of Page 4 in your handbook
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High Reliability School Levels
5. Competency-Based Education
4. Standards-Referenced Reporting of
Student Progress
3. A Guaranteed and Viable Curriculum
2. Effective Teaching In Every Classroom
1. Safe and Collaborative Culture
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Levels 1, 2, and 3
• Foundational for all schools
• Represent a hierarchy of priority
• Must be worked on simultaneously
because they are interdependent.
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High Reliability School Levels
3. A Guaranteed and Viable Curriculum
2. Effective Teaching In Every Classroom
1. Safe and Collaborative Culture
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Levels 4 and 5
• Optional for schools
• Add an additional layer of reliability in
learning with these levels
• Levels 1, 2 and 3 must be in place first
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High Reliability School Levels
4. Standards-Referenced Reporting of
Student Progress
3. A Guaranteed and Viable Curriculum
2. Effective Teaching In Every Classroom
1. Safe and Collaborative Culture
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Level 4
• A school’s reporting system clearly
identifies each student’s status on
specific essential learning targets for
each subject at each grade level.
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Establish Essential Learning Targets
• Develop clear levels of proficiency for
each of the essential learning targets
within a content area.
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High Reliability School Levels
5. Competency-Based Education
4. Standards-Referenced Reporting of
Student Progress
3. A Guaranteed and Viable Curriculum
2. Effective Teaching In Every Classroom
1. Safe and Collaborative Culture
888.849.0851 marzanoresearch.com
Level 5 “The Rare Air”
• A school replaces a system that
matriculates students based on time
with one that matriculates students
based on demonstrated competence
in specific content areas.
High Reliability School Levels
5. Competency-Based Education
4. Standards-Referenced Reporting of
Student Progress
3. A Guaranteed and Viable Curriculum
2. Effective Teaching In Every Classroom
1. Safe and Collaborative Culture
888.849.0851 marzanoresearch.com
HRS As Strategic Planning Model
• Long term focus on sustained school
improvement
• With short term focuses on specific areas
in specific levels of a school’s operation.
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One of the highest duties of leadership:
• Create the conditions in which
others can be successful.
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What do you know about
1st and 2nd order change?
What are some characteristics of these
two types of change?
Characteristics of Change With
1st & 2nd Order ImplicationsFirst Order Second Order
An extension of the past A break with the past
Within existing paradigms Outside of existing paradigms
Consistent with prevailing norms, values Conflicts with prevailing norms, values
Incremental Complex
Linear Nonlinear
Implemented with existing
knowledge/skills
Requires new knowledge/skills
Implemented by experts Implemented by stakeholders
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Leading Indicators
• Specific conditions known to be
associated with successful schools
and continuous school improvement
based on research and experience.
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Lagging Indicator Example
• Leading Indicator 1.1: The faculty and staff
perceive the school to be an orderly and
safe place.
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Lagging Indicators
• Data and/or artifacts of practice that
provide evidence for the degree to which
leading indicators are present in a
school’s operation.
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2 Types of Lagging Indicators
• Concrete artifacts of practice
• Criterion Scores for performance
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Lagging Indicator Examples
• Leading Indicator 1.1: The faculty and staff perceive the school to be an orderly and safe place.
• Artifact = Lagging Indicator:
– School safety review documents
– Clear rules and procedures for operation of the school
• Criterion Score = Lagging Indicator:
– Climate survey indicates 90% or more of faculty and staff believe the school is safe and orderly.
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8 Leading Indicators For Level 1
page 15 In your handbook
Safe and Collaborative Culture
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1.1 The faculty and staff perceive the school environment as
safe and orderly.
1.2 Students, parents, and the community perceive the school
environment as safe and orderly.
1.3 Teachers have formal roles in the decision-making process
regarding school initiatives.
1.4 Teacher teams and collaborative groups regularly interact
to address common issues regarding curriculum,
assessment, instruction, and the achievement of all
students.
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1.5 Teachers and staff have formal ways to provide input
regarding the optimal functioning of the school.
1.6 Students, parents, and the community have formal
ways to provide input regarding the optimal functioning
of the school.
1.7 The success of the whole school, as well as individuals
within the school, is appropriately acknowledged.
1.8 The fiscal, operational, and technological resources of
the school are managed in a way that directly supports
teachers.
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Critical Commitments
• Practices at each level that are critical
aspects of operation for schools to
consider and focus on.
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Critical Commitments at Every Level
Level 5 Get rid of time requirements to move through levels of
knowledge and adjust the reporting systems accordingly
Level 4 Develop proficiency scales for the essential content
Report status and growth on the report card using proficiency
scales
Level 3 Continually monitor the viability of the curriculum
Create a comprehensive vocabulary program
Use direct instruction for knowledge application and
metacognitive skills
Level 2 Create an evaluation system whose primary purpose is teacher
development
Level 1 Implement the professional learning communities (PLC)
process
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Leading Indicator Level 1.4
• Teacher teams and collaborative groups
regularly interact to address common
issues regarding curriculum, assessment,
instruction, and the achievement of all
students.
• Level 1 Critical Commitment
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Geometry Benchmark
Geometry - Cycle 3 Benchmark Met Passing Standard
ALL AA Hisp White At Risk CTE EOD LEP Sp Ed
Teacher A 64.6% 43.4% 52.8% 78.7% 30.7% 65.4% 44.4% 18.8% 16.1%
Teacher B 72.2% 41.8% 60.0% 79.8% 47.2% 72.1% 49.1% 18.2% 44.4%
Teacher C 64.7% 41.4% 53.3% 68.1% 28.0% 62.3% 41.2% 0.0% 46.2%
Teacher D 57.4% 49.0% 53.3% 64.7% 29.7% 59.1% 47.7% 30.8% 18.4%
Teacher E 83.0% 35.3% 77.0% 86.6% 63.2% 82.4% 61.8% 60.0% 38.9%
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Monitoring The System
• Leading and lagging indicators used
in tandem provide clarity and
guidance school leaders need to
make strategic, data-driven decisions.
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Quick Data Sources:
• Continuous monitoring using easily
collected data
FOD walks for
Your schools
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Lagging Indicator Example
• Leading Indicator 1.1: The faculty and staff
perceive the school to be an orderly and
safe place.
• Lagging Indicators:
– Climate survey (one piece of evidence)
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The question is….
• Can you substantiate that data?
• Is the climate survey accurate and do you
monitor for errors before they grow.
• Use Quick Data sources….
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Quick Conversations • Responses are coded
• Notes capture anecdotal data
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Easy-to-Collect Quantitative Data
Examples:Level 1 Level 2 Level 3 Level 4 Level 5
•Rule violations
•Detentions
•Tardies
•Attendance
data
•Expulsions
•Bullying
incidents
•Truancies
•Teacher scores
on observation
protocols
•Instructional
rounds data
•Walk-through
data
•Teacher PD
requests
•Curriculum
alignment
documents
•Student IEPs
and ILPs
•Formative
assessment data
•Student and
class progress
tracking sheets
•Summative
assessment data
•Student self-
assessment
reports
•Scheduling
documents
•Reports of
college credits
earned
•Student
mastery reports
•Student growth
reports
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Why use Quick Data
• To monitor the health of your systems
(FOD walk)
• Allow you to take action as soon as you
sense something not operating correctly
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Data Driven Leadership
• Strategic, specific, timely data….
• Not reams of data….
• Specific data for a specific purpose….
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High Reliability Schools Framework
• Allows differentiation for individual schools
while still keeping all schools in a district
working toward common indicators of best
practice.
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Begin with baseline data
• Four Different Surveys For Each Level
– Administrator
– Staff
– Student
– Parent
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2 Survey Options
• All surveys are available in your handbook
• Online surveys available with a data report
from Marzano Research via the HRS
network.
• Sample Data Report…
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HRS Process• Collect survey data.
• Identify your areas of strength, then
substantiate and monitor them with lagging
indicators and quick data.
• Identify your areas for growth, then use those
for strategic planning initiatives.
• Set up your lagging indicator and quick data
sources to monitor your systems.
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HRS Leadership
• Use the lagging indicators to guide your
leadership actions.
• We will focus on some specific indicators
today that could be applicable to you
immediately.
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What are you doing well?
• Begin with your 4s and 5s
• What lagging indicators could you get your
hands on immediately to substantiate your
perceptions?
• What quick data could you use to monitor
these indicators?
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Task Two, Address low areas
• What are your lowest areas in level 1?
• What strategic initiatives can you enact in
to improve this indicator?
• This is where your strategic planning
discussions need to begin.
• How can you monitor these?
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2.1 The school leader communicates a clear vision as to
how instruction should be addressed in the school.
2.2 Support is provided to teachers to continually enhance
their pedagogical skills through reflection and
professional growth plans.
2.3 Predominant instructional practices throughout the
school are known and monitored.
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2.4 Teachers are provided with clear, ongoing evaluations
of their pedagogical strengths and weaknesses that are
based on multiple sources of data.
2.5 Teachers are provided with job-embedded professional
development that is directly related to their instructional
growth goals.
2.6 Teachers have opportunities to observe and discuss
effective teaching.
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Long-Term Strategic Focus
• Certification Process
• School leaders monitor the lagging indicators and quick data to look at the “health” of their school.
• Marzano Lab review these and if all the indicators from a level are in good shape…
• The school can be awarded certification by levels.
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HRS Network
• Member schools password protected
place to share ideas and best practices.
• Currently over 200 schools in the network
• International members from Australia
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High Reliability Schools Network
• An international link for school leaders to
share and compare ideas and practices
with each other.
• A place for Marzano Lab to post and share
pieces of research or short videos with
member schools.
888.849.0851 marzanoresearch.com
HRS Framework Uses
1. Road map for best practices in school
operation and leadership.
2. Guiding framework for strategic planning
in a school.
3. District-wide framework to establish
standards for school operation in the
district.
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Certification Awards
• A school can apply for certification in a
specific level.
• Marzano Research associate conducts
certification review.
• Award of certification for a school that has
all leading indicators successfully in place
and has the lagging indicators to
substantiate them.