•Making your goal a reality

•Training to reach your goal

•Gather the Best Tools

•Observe and Study the Masters

•St. John’s Doctorate in Educational Leadership & Accountability

•Study with the Masters

•Research the best literature

•Theorists

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Successfully completing a dissertation in Educational Leadership and Accountability can only be realized by

receiving the best education, utilizing research-based

literature and a lot of hard work. The portfolio process was very valuable because It helped me to synthesize

and reflect upon the things that we learned throughout the program. The cohort model exposed me to educational

leaders at every level. We had time to learn from each other, utilize each others strengths and collaborate to get

our projects completed.

Dressage is not only a type of equestrian competition but a system of training. The word, in fact, comes from a French term that can be translated as "schooling" or "training". The discipline's precise movements are derived from the defensive maneuvers of the French cavalry of the early 19th century, a time when it was necessary to protect horse and rider on a crowded battlefield.

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dressage

St. John’s University Doctorate in Educational Leadership and

Accountability

Dr. Jonathan HughesDr. Jonathan HughesEDU 5721, EDU 5415, EDU 5665, EDU 7801EDU 5721, EDU 5415, EDU 5665, EDU 7801

Dr. Kevin McGuireDr. Kevin McGuireEDU 5103, EDU 5743, EDU 5571, EDU 5741EDU 5103, EDU 5743, EDU 5571, EDU 5741

Dr. Roxanne MitchellDr. Roxanne MitchellEDU 5105, EDU 7211EDU 5105, EDU 7211

DR. Frank SmithDR. Frank Smith

EDU 5420, EDU 5743, EDU 5571, EDU 5741EDU 5420, EDU 5743, EDU 5571, EDU 5741

Dr. Korynne TaylorDr. Korynne Taylor--DunlopDunlop

EDU 5990, EDU 7900EDU 5990, EDU 7900

Dr. Joan HughesDr. Joan HughesEDU 5721EDU 5721

•• Jim CollinsJim Collins

••Michael FullanMichael Fullan

••Deborah StoneDeborah Stone

•• Bolman and DealBolman and Deal

••Level 5 LeadershipLevel 5 Leadership

••The Right PeopleThe Right People

••Brutal FactsBrutal Facts

••Hedgehog Concept Hedgehog Concept –– The Three CirclesThe Three Circles

••Culture of DisciplineCulture of Discipline

••Technology AcceleratorsTechnology Accelerators

••FlywheelFlywheel

••Preserve the Core/Stimulate ProgressPreserve the Core/Stimulate Progress

••Becoming a Level 5 leaderBecoming a Level 5 leader

••The Right People on the Right BusThe Right People on the Right Bus

••Getting to the truth.Getting to the truth.

••Which circle is the hardest to get right?Which circle is the hardest to get right?

••Culture of disciplineCulture of discipline

••TechnologyTechnology

••The Flywheel or the Doom Loop?The Flywheel or the Doom Loop?

••BHAGBHAG

ApplicationApplication

Four Phases of ChangeFour Phases of Change

Initiation Initiation –– Quality of innovations, Advocacy, External Change Quality of innovations, Advocacy, External Change

AgentsAgents

Implementation Implementation –– Characteristics of Change, Local Factors, Characteristics of Change, Local Factors,

External Factors.External Factors.

Continuation Continuation –– Change is built into the structure through Change is built into the structure through

policy/budget/timetablespolicy/budget/timetables

Outcome Outcome --

Active initiation and participation. Active initiation and participation.

Pressure, support and negotiationPressure, support and negotiation

Changes in skills, thinking and committed actionsChanges in skills, thinking and committed actions

Overriding problem of ownershipOverriding problem of ownership

Application:Application:

••Being able to work with Being able to work with ““polar oppositespolar opposites””

••Dynamic interdependency of state accountability and Dynamic interdependency of state accountability and

local autonomylocal autonomy

••Combine individuals and societal agenciesCombine individuals and societal agencies

••Internal connection within oneself and within oneInternal connection within oneself and within one’’s s

organization and external connections to others and to organization and external connections to others and to

the environment the environment

* * Fullan 1993Fullan 1993

The Struggle over IdeasThe Struggle over Ideas

““ Ideas are a medium of exchange and a mode of Ideas are a medium of exchange and a mode of

influence even more powerful than money, votes and influence even more powerful than money, votes and

guns. Shred meanings motivate people to action and guns. Shred meanings motivate people to action and

meld individual striving into collective action. Ideas are meld individual striving into collective action. Ideas are

at the center of all political conflict. Policymaking, in at the center of all political conflict. Policymaking, in

turn, is a constant struggle over the criteria for turn, is a constant struggle over the criteria for

classification; the boundaries of categories, and the classification; the boundaries of categories, and the

definition of ideals that guide the way people behave definition of ideals that guide the way people behave

(Deborah Stone, 2002)(Deborah Stone, 2002)””

EquityEquity

SecuritySecurity

EfficiencyEfficiency

LibertyLiberty

Application:Application:

Nothing is linear. Policy making does not occur first by Nothing is linear. Policy making does not occur first by

defining the issue, look at solutions based on data, select defining the issue, look at solutions based on data, select

and refine solutions, then implementation.and refine solutions, then implementation.

••Equity Equity –– Who are the recipients, what do they get and Who are the recipients, what do they get and

how it gets done.how it gets done.

••Security Security –– Peoples needs prioritized.Peoples needs prioritized.

••Efficiency Efficiency –– Effectively making change.Effectively making change.

••Liberty Liberty –– Protecting individual liberties and preventing Protecting individual liberties and preventing

harm.harm.

Four FramesFour Frames

StructuralStructural –– This frame emphasizes efficiency and effectiveness.This frame emphasizes efficiency and effectiveness.

“The assembly plant” - goals, specialized roles, formal relationships, goals, specialized roles, formal relationships,

division of labor, rules, policies, procedures, and hierarchies.division of labor, rules, policies, procedures, and hierarchies.

Human Resources Human Resources –– This frame emphasizes the This frame emphasizes the

individual. individual. ““The clanThe clan”” --extended family, feelings, prejudices, extended family, feelings, prejudices,

skills, and limitations, tailor organization to people.skills, and limitations, tailor organization to people.

Political Political –– This frame emphasizes competition. This frame emphasizes competition. ““The The

coliseumcoliseum”” --arenas, contests, jungles, interests compete for arenas, contests, jungles, interests compete for

limited resources, conflict is rampant, bargaining, limited resources, conflict is rampant, bargaining,

negotiation, coercion, and compromise. Problems arise negotiation, coercion, and compromise. Problems arise

when power is concentrated in wrong place or when so when power is concentrated in wrong place or when so

broadly dispersed nothing gets done.broadly dispersed nothing gets done.

Symbolic Symbolic –– This frame emphasizes meaning. This frame emphasizes meaning. ““The shrineThe shrine”” --

cultural and social anthropology, tribes, theater, or carnivals,cultural and social anthropology, tribes, theater, or carnivals,

cultures on rituals, ceremonies, stories, heroes, myths, cultures on rituals, ceremonies, stories, heroes, myths,

Application:Application:

StructuralStructural –– Structural leaders make the rational decision over Structural leaders make the rational decision over

the personal, and strive to achieve organizational goals and the personal, and strive to achieve organizational goals and

objectives through coordination and control. They value objectives through coordination and control. They value

accountability and critical analyses. Specialization and divisiaccountability and critical analyses. Specialization and division on

of labor are used to increase performance levels. Problems in of labor are used to increase performance levels. Problems in

performance may result in restructuring.performance may result in restructuring.

Human Resources Human Resources –– Human resource leaders value Human resource leaders value

camaraderie and harmony within the work environment, and camaraderie and harmony within the work environment, and

strive to achieve organizational goals through meaningful and strive to achieve organizational goals through meaningful and

satisfying work. They recognize human needs and the satisfying work. They recognize human needs and the

importance of congruence between the individual and the importance of congruence between the individual and the

organization.organization.

Political Political –– This type of leader value practicality and authenticity, This type of leader value practicality and authenticity,

and strive to achieve organizational goals through negotiation and strive to achieve organizational goals through negotiation

and compromise. They recognize the diversity of individuals andand compromise. They recognize the diversity of individuals and

interests, and compete for scarce resources regardless of interests, and compete for scarce resources regardless of

conflict. conflict.

Symbolic Symbolic –– This type of leader is very subjective, and strives to This type of leader is very subjective, and strives to

This doctoral program far exceeded my expectations in education. The

cohort model, the convenient location, the meeting times and most of all, the

professors made my journey the best it could be. I'd like to thank each of the

professors for taking the time to deliver excellent and pertinent information

throughout the courses that they taught. Each brought their individual styles

and expertise to the program. I know I will need each of them as a resource

in completing my dissertation and I foresee utilizing their counsel and advice

throughout my career as an educational leader. Thank you and bravo to:

Dr. Jonathan Hughes, Dr. Frank Smith, Dr. Kevin McGuire, Dr. Roxanne

Mitchell, Dr. Korynne Taylor-Dunlop and Dr. Joan Hughes. Special Thanks

to, first and foremost, my husband Bruce who is always there for me. Thanks

to my family who continually asks me “are you done yet?” and to one of my

best buddies Brigid Collins for sharing both laughter and tears together.

Thanks to all of my colleagues in cohort 6 for weathering the storm of monthly

classes and assignments. These are the times we can look back on and feel

proud of our efforts to become the best we can be.

Thank you, Susan A. MacDonald