Sept. 15

Explicit knowledge (hard data: facts, details, such as students birth date written down)
Tacit knowledge (figure out who follows directions, situation of students)

Formal planning causes restrictive, creative ability. Doesn't allow the learner to use tacit knowledge.

The *'d section on page 16 of Change Forces: The Sequel is important. Managers can mediate (play the interpreter), translate from supervisors down and totem to the top. In a school setting, the 'manager' is usually the team leader or the principal who moves from district to teachers, or teachers to district.

Page 18 has the 8 Lessons:

Lesson 4: don't micro-manage. allow others to do their job. Guide them, but allow them to work; it's the edge of chaos. Sometimes people will screw up but it will happen and it's not the end of the world.
Instinct is to try to solve the problem, but sometimes people just want to be heard. Knowing the difference is important for a manager.

9.8.08-History of Technology

Sheingold Article:

There are three simultaneous agendas of technology, school reform and teaching; they are interdependent. While we have these simultaneous agendas going on, the outside stuff is the pragmatic stuff: the greatest professional development planned, but something on the outside occurs, it can take away your focus.

Hunter Article:
-The internet, in our schools today, do we see the pattern continuing (the individualized vs. standardized)

LEADERSHIP DEFINED:
Kouzes, J.M. and Posner, B. (2003)

Leadership goes two ways:
A- "Leadership is in the eye of the follower"

Characteristics people mentioned about good leaders:
1. Honesty:
a. truthful, ethical, principled, high integrity, do what say going to do
b. Single most important is leader's display of trust in others.

2. Competence:
a. depends on rank-those at top we expect strategic planning and policy making
b. technical competence expected of middle management leaders

3. Inspiration:
a. enthusiastic, energetic, positive - have a dream and communicate that dream
b. If a leader displays no passion for a cause, why should others?

4. Credibility:
a. foundation upon which inspiring leadership is built
b. people feel more secure around credible leaders
c. years to earn it, seconds to lose it.

Five fundamental practices of good leaders:
-Challenge the process
a. willing to change the status quo
-Inspire a shared vision
b. commitment through the common purpose
-Enable others to act
c. involve others with planning and discretion to make their own decisions
-Model the way
d. clear, consistent plan and able to break down projects
-Encourage the heart

Five Steps to good leadership:
- Know your followers
-Stand up for your beliefs
-Speak with passion
-Lead by example
-Conquer yourself

Online Case Studies: read powerpoint, answer one of Laura's questions and then wait a couple days and respond to someone else's comments.

Start thinking of who I will interview and get a list of questions I would ask the individual.
-Make sure I have commented on those comments!!!!!!!!