July 16, 2013 Chuck Schwahn Schwahn Leadership Associates chuckschwahn@yahoo.com

SDSSALeadership and Mass Customized Learning

Inevitable TOO!The total leader embraces the inevitable

July 16, 2013Chuck Schwahn

Schwahn Leadership Associateschuckschwahn@yahoo.com

www.masscustomizedlearning.com

Inevitable TOO!

Inevitable TOO!The Total Leader

Embraces the Inevitable

Chuck Schwahn and Bea McGarveySignificant contributions: Pat Crawford, Duff Rearick, and Jay Scott

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the meeting was, . . . Inevitable

What if every learner, came to school every day,

was met at their learning level, was challenged, was successful,

and looked forward to coming back to school tomorrow.

What if every learner, every hour of every day, was:

•Met at his/her learning level•Learned through their most

effective learning styles•Learned concepts through

content of interest to him/her•Saw relevance in what he/her

was learning.

Well, today it’s possible.We need vision and

courage, but, it’s doable!

Strategic Design

Strategic Direction•Beliefs/Values•Mission•Exit Outcomes•Vision

Strategic Alignment•People•Practices•Processes•Structures

Leadership 101

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STRATEGIC DESIGN Requires

STRATEGIC DIRECTION Requires

STRATEGIC ALIGNMENT Requires

AUTHENTIC LEADERS Who DEFINE PURPOSE

VISIONARY LEADERS Who FRAME VISION

RELATIONAL LEADERS Who DEVELOP OWNERSHIP

QUALITY LEADERS Who BUILD CAPACITY

SERVICE LEADERS Who ENSURE SUPPORT

TOTAL LEADERS Creating

PRODUCTIVE CHANGE

+

+ + + +

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Key Domains of Total Leaders

VISIONARY Vision

AUTHENTIC Purpose

RELATIONAL Ownership

QUALITY Capacity

SERVICE Support

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The TOTAL LEADER for Productive Change

TheAuthentic

Leader

TheVisionary

Leader

TheCulturalLeader

TheQualityLeader

TheServiceLeader

The TOTAL LEADER for the MCL Vision

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The TOTAL LEADER for the MCL Vision

TheAuthentic

Leader

TheVisionary

Leader

TheCulturalLeader

TheQualityLeader

TheServiceLeader

DEFINES theREASONfor MCL

FRAMES the PICTURE

of MCL

DEVELOPSOWNERSHIP

for MCL

BUILDSCAPACITY

for MCL

ENSURESSUPPORT for MCL

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The TOTAL LEADER for Productive Change

AuthenticLeadership

VisionaryLeadership

CulturalLeadership

QualityLeadership

ServiceLeadership

“MCL hasmeaningfor me!”

“MCL is clear, exciting, doable, INEVITABLE!”

“I want to be part of making MCL a reality!”

“I (we) canMake MCL a

reality!”

“Our leadersare really helping!”

Who Total Leaders ARE as they Manage the Mass Customized

Learning Vision.

OPENNESS HONESTY TRUSTWORTHINESS

VISION COURAGE

INTEGRITY

Leadership

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Without TRUSTthere can be no realEMPOWERMENT

and effective, efficient, and healthy organizations empower everyone . . .

INTENTIONALLY!

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From TRUST to EMPOWERMENT:1. When you have personally accepted the MCL

Vision . . . 2. I will TRUST you to use your best instincts

and strategies to make MCL a reality for learners . . .

3. I will support what you do . . . tell me what you need . . .

4. I will understand and accept “good shot failures” . . .

5. Count on me to “have your back!”

What Total Leaders DO when they Manage the

Mass Customized Learning

Vision.

STRATEGIC DESIGN Requires

STRATEGIC DIRECTION Requires

STRATEGIC ALIGNMENT Requires

AUTHENTIC LEADERS Who DEFINE PURPOSE

VISIONARY LEADERS Who FRAME VISION

RELATIONAL LEADERS Who DEVELOP OWNERSHIP

QUALITY LEADERS Who BUILD CAPACITY

SERVICE LEADERS Who ENSURE SUPPORT

TOTAL LEADERS Creating

PRODUCTIVE CHANGE

+

+ + + +

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Essential Elements of Mass Customized Learning

• What differentiates MCL from other change efforts

• or, You are not doing MCL unless . . .

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If you study the research of the best practicesof the most effective out-of-date schools,

And then combine that research into ameta-analysis of the most effective practices

of out-of-date schools,

You will end with a convincing list ofbest practices

of the best out-of-date schools.

Schwahn and McGarvey

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How the Inevitable: MCL Vision is Unique

1. NO Industrial Age, Assembly Line2. How is the Learner Outcome Best Learned3. Intrinsic Learner Motivation4. Learner and Professional Role Changes5. Accepting of Cross-Industry Learning6. Technology as Transformer of School

Structure7. ePortfollio Management System

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You have replaced the Bureaucratic, Industrial Age,

Assembly Line delivery of instruction with a

“MCL compatible” system

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You BEGIN with the learner in mind . . . at center . . .

That is: You ask the questions:1. Who is walking through our doors?2. What “future” will our learners encounter when they

leave our system?3. How is this “Learner Outcome” best learned?4. And therefore, how do we structure our learning system?

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Your extrinsic “learner reward” system has been replaced by natural intrinsic

learner motivators.1. Meeting the individual learner at his/her learning

level2. Allowing for individual learning styles

3. Learning through content of high interest4. Learning that is clearly relevant to life

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Role/Mindset Changes• From Students to Learners

• From Teachers to Learning Facilitators• From Lone Ranger to Team Member• From Worker to Professional

• From Principal as Manager to Principal as Leader

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You, and your system, are open to, accepting of, and searching for

Cross-Industry Learning opportunities

1. Who is customizing their products and services to individual customers and clients?

2. “How do they do that?”3. What implications might this technique, strategy, or system

have for education, for Mass Customizing Learning?

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You and your system embrace TECHNOLOGY as TRANSFORMER

That is, you see technology as serving two important functions:

1. Technology as Teacher . . . for those learner outcomes best learned via technology

2. Technology as Transformer . . . allowing school systems to be restructured and transformed into modern learning communities

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ePortfolios serve as the learning community’s Management System• Assessment of Learner Outcomes for Individuals

• Learner Permanent Achievement Record• Learner Attendance Records

• Grouping Learners with Similar Needs• Reporting and Communicating with Parents

• System Accountability to Community• State Reporting Data???