Leading Professional Learning: Practical strategies for impact in schools

Leading Professional Learning: Practical strategies for impact in schools

Paperback(None)

$59.95
Members save with free shipping everyday! 
See details

Overview

Based on extensive research in the field, including the outcomes of a five-year project on school improvement and professional learning in Australia and New Zealand, this book identifies the challenges that school leaders face when leading professional learning and development in their schools as part of an improvement agenda. Renowned professional development expert, Helen Timperley, has collaborated with a team of prominent authors to uncover the reasons underpinning these challenges and to provide practical strategies on how to address them. Case studies, excerpts from real teachers’ experiences, and step-by-step examples of useful strategies give school leaders the tools they need to tackle complex challenges in both primary and secondary settings. 

Product Details

ISBN-13: 9781742865393
Publisher: Australian Council for Educational Research
Publication date: 05/01/2020
Edition description: None
Pages: 136
Product dimensions: 6.90(w) x 9.50(h) x 0.40(d)

About the Author

Dr Fiona Ell is an Associate Professor at the University of Auckland. Dr Deidre Le Fevre is Head of Graduate Programs in Educational Leadership at the University of Auckland. Dr Helen Timperley is Professor Emeritus of Education at The University of Auckland. Dr Kaye Twyford lectures in Educational Leadership at the University of Auckland. 

Table of Contents

Preface ix

Introduction The complexity of professional learning in schooling improvement 1

The complexity of professional learning 2

Principles for professional learning that respects complexity 4

Responding to complexity using inquiry 7

This book: How does it help? 9

Coherence and sustained focus 9

Creating a learning culture 10

Emotion, uncertainty and vulnerability 10

Evidence and evaluative thinking 10

Equity, bias and beliefs 11

Case studies 11

Conclusion 12

Chapter 1 Coherence and sustained focus 13

The challenge 13

The reason why this is a challenge 14

Leadership actions to address the challenge 16

Don't comply, own it 16

Commit to an explicit plan with evaluative probes 17

Keep the main thing the main thing 20

Seek 'vertical' coherence 22

Interrogate new imperatives 24

See patterns and make links 25

Don't stop until you get there 26

Conclusion 27

Chapter 2 Creating a learning culture 29

The challenge 29

The reason why this is a challenge 30

Leadership actions to address the challenge 32

Make the school culture visible 33

Intentionally create a learning culture 34

Tackle the tough stuff 36

Keep the focus on students 37

Engage everyone in genuine inquiry 38

Use the spiral of inquiry to develop and sustain a learning culture 40

Conclusion 42

Chapter 3 Emotion, uncertainty and vulnerability 45

The challenge 45

The reason why this is a challenge 46

Leadership actions to address the challenge 49

Help others understand the role of emotion in professional learning 50

Understand, notice and reduce unnecessary uncertainty 51

Consider risk, not resistance 56

Support others to take risks 58

Understand how trust works 60

Expect and navigate emotion when using the spiral of inquiry 61

Conclusion 62

Chapter 4 Evidence and evaluative thinking 63

The challenge 63

The reason why this is a challenge 64

Leadership actions to address the challenge 65

Get the evidence in order 65

Use evaluative thinking in decision making 69

Interpret the evidence together 70

Seek new forms of evidence 72

Link evidence of student learning with changes in teaching, leadership and organisational practices 73

Give it time and keep coming back to it 75

Conclusion 77

Chapter 5 Equity, bias and beliefs 79

The challenge 79

The reason why this is a challenge 80

Leadership actions to address the challenge 82

Examine equity policies and systems 82

Develop knowledge of how unconscious bias works 84

Use inquiry and evidence to check for and challenge bias and inequity 86

Surface and process problematic biases and beliefs 88

Deprivatise practice 90

Take affirmative, strengths-based action 90

Conclusion 91

Chapter 6 Extended examples 93

Chapter 7 Bringing things together for impact 113

References 119

Customer Reviews