Thoroughly enjoyed digging about in Leadership for Learning: A Review of School L’ship Literature. aitsl.edu.au/docs/default-s…
Particularly interested in the 10 criteria for l’ship learning design.
These are listed in the thread below👇🏻 Which ones require more attention?🤔 #SLTchat
1. Philosophically and theoretically attuned to individual needs and system requirements.
2. Goal oriented, with primacy given to the dual aims of improvement in student learning and achievement,
and school improvement.
3. Research informed by the weight of credible research evidence.
4. Time rich, allowing for learning sequences to be spaced and interspersed with collegial support, in school
applications and reflective encounters.
5. Practice centred, so that knowledge is taken back into the school in ways that maximise the effects on
leadership capability.
6. Purpose designed for specific career stages, with ready transfer of theory and knowledge into practice.
7. Peer supported within or beyond the school, so that feedback helps to transfer theory and knowledge
into improved practice.
8. Context sensitive and thus able to build in and make relevant use of school leaders’ knowledge of their
circumstances.
9. Partnership powered with external support through joint ventures involving associations, universities and
the wider professional world.
10. Effects focused, committed to evaluating the effects on leaders, as well as on school practices to which
their learning applies.
• • •
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In another ace lecture on people and change with @nmgilbride, we discussed Paul Bloom’s Against Empathy and considered the limitations of empathy as a guide to moral reasoning. I’ve been reading up on Bloom’s Rational Compassion.
It’s fascinating stuff-GEEKY thread below👇🏻
1/
Empathy induces us to identify with a situ of a single person, referred to as shoe-shifting. However, we can’t shoe-shift for multiple people so we tend to see the world from the perspective of one person. This will be biased and personal to our own personal perspective.
2/
Empathy can limit our thinking to only the present rather than considering the future. It leads to the overrating of present costs and benefits and to the underrating of future costs and benefits. This means empathy is not only innumerate, it is also myopic.
3/
@dnleslie@EnserMark@greeborunner@PearceMrs@informed_edu I'm going to respond with curated resources for the TDT domains... 1. Culture and Wellbeing 2. Focus 3. Needs Analysis & Evaluation 4. Internal Support & Challenge 5. Use of Expert Knowledge 6. Processes & Structures for CPD 7. Use of Research & Evidence
5 things school leaders should know about complexity @head_teach
1️⃣ The control trap-human error arises from complexity. Our response is to over-complicate. If we look beyond the error, we can learn the intricate worlds of practice & understand how to improve it #BrewEdBrum
2️⃣ Naive Interventions
Iatrogenic effect-something we do whilst trying to be helpful but it’s unhelpful. We solve problems that we’ve created. We value the doing rather than avoiding making complexity worse. Great things happen when leaders aren’t around #BrewEdBrum
3️⃣Cognitive bias of leaders
We have a bias as leaders to our point of view. We see things in school and we create policy that focuses on the solutions rather than the problems. Instead, we need to work with people to diagnose the problem, giving time to analysis #BrewEdBrum