The Impact Team NetworkED Leadership Series draws on the latest science around the role of climate, culture, relationships, and networks in the process of leading holistic, learner-centered innovation.
Each leadership collaborative can stand alone or can be combined into an integrated and coherent whole and are grounded in solid empirical evidence, connected to practice, the 4 tenets of student-centered learning and are deeply interactive for leaders at all levels.
NetworkED Leadership Collaboratives create conditions necessary to craft, support, and sustain learner-centered systems and are framed around the idea that leadership at its core is about effecting change at the individual, group, and system level. NetworkED Leadership revolves around four evidence-based cornerstones:
Setting Direction – Develop a clear, specific “big” goal to unite, inspire, and grow systems.
Developing People – Use a Strengths-based and relationally driven approach to guide the change process, develop teams, schools, and districts.
Designing the Organization for Success – Develop structures and processes that foster trust, coherence, shared leadership, organizational learning, and flexibility.
Leading for Equity – Keeping excellence with equity central to the work of leadership at all levels in developing systems to enable all students and adults to learn, succeed, and feel a sense of belonging.
The Impact Team NetworkED Leadership Series
The Role of Culture, Leadership, and Innovation in Change
Climate and culture are necessary pre-conditions for learner-centered innovation to occur. This collaborative builds on the idea that the root of culture is ‘Cultus’ meaning to care and sets out to unpack what is necessary in terms of the quality of relationships to create, nurture, and sustain high impact cultures.
Social Networks, Teams, and Educational Change
This collaborative digs deeper into the meaning, formation, and role of social structure in systems and how that structure is consequential for systemic improvement. A focus on both the role of networks and teams and how these more relational approaches can be used to measure and create actionable data to impact change initiatives drives this session. We unpack the role of leadership in leveraging networks for positive change and the importance of social trust as a support.
Strengths as a Vehicle for Change
While many change efforts are around a focus on deficits and improving those deficits a growing body of science in Positive Organizational Scholarship and Appreciative Inquiry that suggests that a focus on strength is as, or even more important starting point for growth and change. At its core this collaborative is about “Getting it Right, rather than Being Right”, meaning leading systems that are more about getting to the right solution, rather than shame, blame, and unproductive competition.
Empathy, Efficacy, and Compassion in Change
A growing body of evidence in the neurosciences indicate the potential of social emotional learning/mindfulness as key factors for enacting change and growth in systems. Leaders will celebrate and unpack the idea of empathy and compassion in the role of leadership in supporting learner-centered systems while also connecting to a growing body of work around self and collective efficacy at the leadership level.
Creating Safe Spaces for Change
The role of vulnerability is key in the change process. Creating and supporting systems that are psychologically safe spaces allow for the building of strong ties that allow for deep level change to occur. Vulnerability creates the space for deep learning to take place and sets the stage for future growth.
Supporting Edge Effects in Change
This collaborative draws on the latest research that supports the importance of diversity of all types in supporting innovation and creativity. The collaborative takes inspiration from research in ecology around “edge effects”, which indicates that the highest level of diversity and creativity occurs at the intersection points between different perspectives.
Understanding Resistance to Change
Participants will be taken through an evidence-based process that will uncover the deeper reasons that improvement stalls or fails to be taken up. A focus on the “competing” commitments that participants hold, which are often responsible for change to be inhibited. This collaborative is focused on supporting change in the collective by focusing on where individuals are in the improvement process.
Design-Based Approaches in Change
This collaborative captures a host of recent research in design-based leadership in which leaders support work around human-centered design in supporting growth in systems. Focusing on a design process to change creates space for ideation and quick prototyping of new ideas.
The process for collecting and analyzing evidence from your own context is at the heart of deep Impact Team Implementation. In partnership with Dr. Alan Daly of UCSD, we've developed a series of tools to make this process effective and efficient. Each tool is designed with a specific audience in mind, so there is something for every stakeholder in your school's success: students, teachers, parents/community, classified staff, site leadership, and district leadership.