Education Innovation

Key Drivers Of The PLC Evolution

There are six “key drivers” that I see pushing Professional Learning Communities to evolve into Professional Networked Learning Collaboratives. They are Technology, Wisdom Stewardship, Cultural, Accountability, External Approach, and Continuous Change, Choice, and Disruption. These six “key drivers” are having a major impact on education and make the Professional Networked Learning Collaborative uniquely suited to handle the impact effectively.

Lets examine “key driver” numbers one and two.

1. Technological: convergence of video, voice and data over Internet Protocol (IP) and other collaborative technology platforms.

According to Evan Rosen, author of The Culture of Collaboration, “The convergence combined with broadband to homes, remote offices and wireless devices creates an environment in which more people can collaborate and communicate more effectively regardless of geography”

The advantage to the Professional Networked Learning Collaborative Collaborative is the ability to leverage “Converged Networking”, the ability to carry data, voice, and video over a single network, which changes how, where, and with whom Professional Learning Communities can collaborate.

The convergence combined with broadband to school sites, district offices, and wireless devices will create an environment in which PLCs communicate and collaborate regardless of geography.

Converged networking will allow Professional Learning Communities to easily share data, communicate, and collaborate with people in different classrooms, at different schools, with experts at the district office, or with consultants from across the globe.Location independent, or location non-dependent collaboration will not only be possible, but in many cases will allow PNLCs to have greater access to a wider range expertise more frequently. Imagine PNLCs meeting with teachers at other schools to share instructional strategies, or with district personnel to discuss data or potential Special Education issues, or even with consultants via various collaborative technology platforms.

PNLCs will be able to leverage talent, expertise, and knowledge independent of geographic restrictions.

2. Wisdom Stewardship: exploiting the best expertise, talent, and knowledge regardless of geography.

The ability for PNLCs to have access to the best expertise, knowledge, and information through collaborative technology platforms is now possible. PNLCs can leverage others around the school, the district, the state, or the globe, saving money and time. This allows anyone, anywhere to become a valuable resource to the PNLC and is fiscally and economically advantageous. The technology can bring people together. This allows for better use of “people” resources, time, and fiscal resources.

So today, and increasingly in the future, it is the Professional Networked Learning Collaborative that will be able to handle these drivers of change. The Professional Networked Learning Collaborative embraces and seeks to leverage the technological changes because in so doing, they are better able to utilize the resources of time and talent because they have accepted the cultural shift toward immediacy of real-time interaction, and therefore is better able to handle the increasing compliance issues facing education. With both and internal focus and external approach members are better able to handle, and in fact embrace, the continuous change, new disruptions, and increases in choices and options.

The Builder- Designing The Future of Educational Leadership

If we are to create "tomorrow's" educational organization and model, are the leaders of "yesterday's" model the leaders we will need to build "tomorrow's" model?

If education is to be transformed, should we not transform its leaders? If we are to create a new educational organization, then does it follow, we would need a new style of educational leader?

Current educational leaders are skilled at leading in yesterday's model. Today's educational leaders are attempting to fit the needs of "tomorrow" into the organization and model of "yesterday." The educational organization has created leaders who are skilled at operating within that model. But as the model becomes outdated, misaligned with current needs, and in some cases broken, current leaders can only continue to adjust, repair, and re-align the old model the best they can. What they are not able to do is build a new organization. For, according to Umair Haque, author of a post on the Harvard Business Review blog entitled "The Builders' Manifesto" it is not leaders that we need, but "builders."

"What leaders 'lead' are yesterday's organizations. But yesterday's organizations... are broken."

"Today's biggest human challenge isn't leading broken organizations slightly better. It's building better organizations in the first place. It isn't about leadership: it's about "buildership", or what I often refer to as Constructivism.

"Leadership is the art of becoming, well, a leader. Constructivism, in contrast, is the art of becoming a builder — of new institutions. Like artistic Constructivism rejected "art for art's sake," so economic Constructivism rejects leadership for the organization's sake — instead of for society's."

Educational leaders are formed by the needs of the organization of the past. They were developed within a broken organization, to meet the leadership needs of a broken organization, and are skilled at leading a broken organization. But, if what is desired is to build a new organization, what will be needed are educational builders.

Umaik Haque contrasts the boss, the leader, and the builder in piece on

The Boss	The Leader	The Builder
drives group members	coaches them	learns from them
depends upon authority	depends on good will	depends on good
inspires fear	inspires enthusiasm	is inspired — by changing the world
says "I"	says "we"	says "all" — people, communities, and society
assigns the task	leader sets the pace	sees the outcome
says, "Get there on time."	gets there ahead of time	makes sure "getting there" matters.
fixes the blame for the breakdown	fixes the breakdown	prevents the breakdown.
knows how	shows how	shows why
makes work a drudgery	makes work a game	organizes love, not work.
says, "Go."	says, "Let's go."	says: "come."

For it is the "builder" that includes us all, student, teacher, parent, communities, and society, in the design. The builder watches and learns from both teacher and student. Most importantly, the builder harnesses the love. For it is the love, the love of learning, the love of students, and the love of teaching that drives us all forward to build the education organization of tomorrow. The builder harnesses that love.

Philosopher Emile Chartier said, "Nothing is more dangerous than an idea when it is the only one we have." Might it be time to build a new idea of what educational leadership should be for the future?

Catalytic Questions:

When was the last time you revisited your view of leadership in education? Would you benefit from a fresh look at what education leadership is or needs to be?

Can we continue to rearrange our existing resources, methods, and strategies or is it time that we build an entirely new model of what education is?

Should construction start with demolition before building?

In what ways can you become a builder? How might that impact your school?

Suggested Reading:

What if your school blew up?: The Little Becky approach to school reform

How Good Is Your Educational Sales Force and Their Products?

I have been read and enjoyed a great book called Death To All Sacred Cows by David Bernstein, Beau Fraser, and Bill Schwab of The Gate Worldwide. It has nothing to do with education, so, of course, I was instantly attracted to it.
 
In their chapter titled The Sales Force Makes The Sale, they write about the "sacred cow" that it is a great sales force that sells the product.

The authors butcher this sacred cow.

“When great ideas get turned into great products, a strong Sales Force is essential. They can make the difference between never quite catching on and mega-success. But when lousy ideas get turned into lousy products, even the greatest Sales Force on Earth can’t help you.”

What’s this got to do with education you ask? I am glad you asked?

When great lesson planning gets translated into great lessons, a strong teacher is essential. They can make the difference between the student never quite getting it and the lesson being a great success. But when lousy lessons planning gets translated into lousy lessons, even the greatest teacher can’t help you.  The lesson is the product, and a great product needs a great sales person, in this case a teacher, to make it a huge success. It's a partnership of well crafted lessons and instructional sequences, and the sales force, the teacher that makes it all go.

But, they also include the other famous "sacred cow" that the product should sell itself.

How does this sad cow meet its end?

“In most instances, consumers do not buy products. They buy benefits. A product is more than the sum of its parts. It needs to solve problems, create opportunities, makes us feel better about ourselves and the world around us. These benefits are not usually obvious to the naked eye.”

In most instances student do not just accept they need to learn what the teacher is teaching. They learn because of the benefits to them. A great lesson is more than the sum of its parts. It needs to investigate, innovate, imagine, explore, experiment, examine, collaborate, create, and connect to the students’ lives. These benefits are not usually obvious to the naked eye, but it is up to the teacher to demonstrate these benefits. You need a great product and a great sales force.

“…the customer still needs to know why they should want what you’re selling. They need to be told what it will do for them.”

Students still need to know why they should want to learn what your teaching. They need to be told, explained, and demonstrated what it will do for them.

“Charles Revson [Founder of Revlon cosmetics] once said, “In the factory, we make cosmetics. In the drugstore, we sell hope”

Education Innovation once said, “At our desks we make standards based data driven lessons. In front of the students, we ‘sell’ hope.” That is Education Innovation

How good is your sales force? How good is your product?

Blending Education and Design

Allow me to dream and muse for a moment. Allow me to dream of a blending, a fusion of education and design. Allow me to imagine, just for a moment, a new design all together different from what we know.

A Design that enhances learning. A Design that creates a learning environment.

An environment that makes learning easier, effective, comfortable, memorable, and attainable.

A design that leverages the beneficial natural behaviors and tendencies of learner while influencing the development of new and necessary behaviors and tendencies.

A design that is learner centric.

A design that grasps the needs, desires, and dreams of those we teach and serve.

A design that creates an experience.
Harness sight, sound, feel, and emotion.
Aesthetically pleasing.

A design that is as memorable as it is functional.A design that is customizable, personalized, mashable, networked, and communal.

A design that allows for inspiration to come from outside of what we know. The Medici Effect. Borrowing Brilliance.

So let us begin. Begin in a less obvious place. Address the less obvious problem first. Let us begin with the knowledge that there is no "One best way" no "Best practice" to follow. Let us begin with the knowledge that there are overlapping spaces of focus...not a sequence of steps to be followed.

Let us begin with what the learner needs. Let us not force design into the existing structure or organization. Let us not begin with, "Will it fit?"

An educational design that addresses the system and the future of learning; not the isolated little pieces of textbooks, computers, data, staff development, and buildings. Design that is a learning experience.

An educational design will embrace boundaries and constraints. We will not fear them. For it is within our boundaries and constraints that we realize what is desirable, viable, and feasible.  For once we know our medium, or the limits of our canvass, we are free to make discoveries, recognize patterns, and to as IDEO designer say, "Fail early to succeed sooner."

An educational design pored over and filtered through ice. Not that kind of ice, but the ice that if formed from the application of Lateral Wisdom.
 
(ICE4)
Imagination, Innovation, Ideation, Improvisation,
Creativity, Curiosity, Collaboration, Crossing
Exploration, Entrepreneurship, Experimentation, Examination

So let us pour our dream over ICE4 and see what sort of educational design we arrive at. 

Education Innovation: Nominated For The 2009 Edublog Awards

There are thousands of excellent blogs about education and I enjoy reading many of them. That is why it is so humbling for me to have this blog, Education Innovation nominated for the 2009 Edublog Awards in the  Best Individual Edublog category.

It is an honor to be included among the other nominees, many of whose thinking I have read and enjoyed for years.

So thanks to you who read my blog and share it with others. It means a lot. I have tried to carve out a unique space here at Education Innovation. It’s a space with different ideas, unconventional ideas, and an approach that attempts to blend and link with what is happening outside education with what is happening inside (or what should be happening) education. Thanks for coming along for the ride over these past few years.

Education Needs To Take A Trip

Trust. We all want it, but do we all give it? It is a crucial issue for teachers and administrators.

Chapter 3 of the book The Collaborative Administrator is titled “Trust: The Secret Ingredient to Successful Shared Leadership.”

Trust is a key to school success.
“What then should a principal do to lay a foundation of trust in a school?”

 DWYSYWD- Do What You Say You Will Do

Further the authors believe the administrator should…

• Operate with honesty and integrity
• Make yourself available
• Demonstrate a caring attitude
• Listen
• Encourage risk-taking
• Share decision-making
• Value dissent
• Don’t allow accountability to consume teachers
• Make certain that teachers have what they need to teach
• Be prepared to confront ineffective teachers

Trust is the first step on a journey to successful schools, the first step of a TRIP that all schools and Professional Learning Communities must make. 

Dov Seidman, author of HOW: Why HOW We Do Anything Means Everything...in Business (and in Life) came up with the acronym T.R.I.P. 

Trust

“Trusting in a sense, means giving something away and ceding power to others, an essential step in achieving the outward focus needed in a hyperconnected world. Trust empowers others, but because it is a virtue.” 

In the classroom that means taking the first step to give away our perception of control and to trust the students and teachers. As an administrator, you must give power away to others to develop trust in them and their trust in you.

Risk
If there is no trust, “We drive slower, act cautiously, shrink our circle of friends and associates, and generally default more conservative impulses. When there is trust in the room, however, all of these tendencies are reversed. We are secure and so can act boldly. We feel free to invent new process…”

We experiment and try new things. Imagine how a student would feel if he or she was secure enough to try new things, stretch themselves, and take a risk without fear of failure. Imagine if your teachers felt they could take risks that might need to new ways of better meeting the needs of students. Teachers who feel trusted will be more likely to innovate and create and share better ideas and practices.

Innovation

“In a trusting environment, everyone feels emboldened to take more risks. They challenge the system more, they solve problems, and they don’t stay in small boxes afraid to venture into new territory for fear of criticism (by bosses or colleagues). Innovation flows from this creative spirit.” 

In a trusting environment teachers would be more open to teaching a new grade or teaching a new class. With trust, a teacher will be more open to sharing new ideas and insight with colleagues. Administrators, if you felt more trust, you would be more willing to experiment with bold programs.  Teachers and administrators innovating new ideas without fear of criticism could generate great benefits for students.

Progress
“What happens when you innovate? You create progress.” 

Progress is not just limited to higher test scores. Progress extends to personal progress.

“We go on TRIPs because we want to accomplish big things. We go on TRIPs because we want to solve real problems and because we want to create lasting value.”

We go on TRIPs because helping build minds and making a difference is why we got into education in the first place. We go on TRIPs to make an impact.

But there is more to TRIP

T “The T stands for transparency, which creates trust. Interpersonal transparency is a necessary power to thrive in a connected world, and not coincidentally, it creates trust."

When the teachers you work with can see that you are being open and transparent with your ideas, lessons, plans, etc. then they develop trust in you. For a department or grade level to be successful, a condition of transparency must exist. If others think you are hiding something, then they are not going to share what they know. We have all seen or know teachers who are hoarders of ideas. We have all seen and know teachers who are territorial about ideas, or committees, or duties, etc. When these teachers are not transparent, then the others they work begin to feel they need to close up and keep their ideas or territories. We become little islands or silos, each trying to keep their ideas to themselves in hope that they will be perceived as a, “great teacher.”  Meanwhile all the kids at the school suffer from this lack of transparency. We must open up and share our best practices and ideas. All of the students deserve the best, not just the ones in my class.

R The R stands for Reputation

Do you know what your reputation is?  It may not be what you think. Perception is reality, as they say, so your reputation is largely going to be determined by the perception of those you teach and work with. It may not be what you intended it to be, but it is what others think it is.

I  The I stands for Instinct

When there is trust, this can unleash you instinct. “When you are in a trust-filled situation, these synapses are strong. The various centers of your brain communicate seamlessly and rapidly, and you can then make split-second decisions that often pay off.” 

Wouldn’t it be easier if you worked and taught in a situation that allowed you to make quick decision without second-guessing yourself due to lack of trust in your students, your co-workers, or your principal. To work in an environment of trust will allow you to make decision in the best interest of the students each and every time without going through all the machinations that those who work where there is no trust will likely go through.

However, I took the liberty of adding another meaning to the I. I The I can also stand for Individual.

We in education are being told exactly what to teach, when to teach, and how to teach. There must be room for the individual talents and ideas of each teacher or administrator. In an environment of trust, each individual teacher or administrator can offer his or her unique ideas and viewpoints.

P  The P stands for perennial prosperity.

Prosperity can mean performance. Prosperity can be translated to mean results. Trust brings results. Results from the teachers and administrators, which, in the end, translates to results from the students and the school. Performance increases steadily in the direction of great results.

Trust is key. We need to have trust. I get so tired of people who want to just talk about what has to be done without ever spending to reflect on the HOW it will be done. If we don’t figure out the HOWs then the “whats” won’t be accomplished. Is it worth our time as teachers and administrators to take some time to get our HOWs right?

So how do we get a TRIP going? You figure out where you are, where you want to go, and most importantly, you listen to each other. Our students are counting on us to get going on this TRIP.

New 21st Century Skills- Plagiarism and Piracy?

So, what do you get when you combine a book on youth culture, a futurist, Thomas Edision, Disco, pharmaceuticals, Hollywood, the iPod, and school research reports? Let put in them in the Education Innovation Blender a take a look.

Is it piracy and plagiarism, or is it creativity and innovation?  Which do you suppose we should be teaching our students to do? Two previous posts have inspired this discussion.

Plagiarism and Pirates

Plagiarism Is A Good Thing?

We live in an age where anybody can produce, mix, or re-purpose information and ideas.

When we pirate information and ideas, we may just be innovating new ideas and creating new ways of doing things.

Thomas Edison invented the phonograph and musicians viewed it as piracy. He was pirating their music, recording it, and selling it. They feared the end of live performances, instead an entire industry was born, the music industry.

MP3 players existed prior to the iPod, but the iPod pirated that technology and created it’s own phenomena. Music lovers, wanting to share music with each other without paying, created digital music sites like Napster. They were pirating their way around and outside of what the music industry existed to do. Steve Jobs figured out that to beat the pirates he had to compete with them and built iTunes. The pirates ideas had become mainstream and put old music sellers out of business. It is piracy or innovation? Is it plagiarism or creativity?

The iPod itself is just a combination of pre-existing ideas; the battery, operating system, hard drive, screen, MP3 technology, etc.

Reggae, Disco, and Hip-hop music demonstrate that we can repurpose music into something new. The pirate old songs and create new and innovative versions. These versions become so popular that they create entirely new music genres. It is piracy or creativity?

Moviemakers, not wanting to pay high fees in New York pirates their way around the system by setting up studios in California. Today we call it Hollywood.

India reverse engineers drugs for the poor pirating what they themselves could not afford to do. Drug companies, sensing the good public relations they can benefit from, begin selling their drugs at huge discounts an in some cases giving them away. They respond to the pirates by creating an entirely new approach of serving the poor of the world. Piracy or creativity?

Teachers pirate great lesson plans and instructional ideas from other teacher all the time. It helps them to be more effective and learn new ways of instructing their students.

So, is piracy and plagiarism just another way of being creative and innovative? Are they a source of new ideas, methods, and models? Are there links to each other or are they mutually exclusive? 

A senior business executive needing the most current research on a company or economic trend asks his junior executive to find the best and most current information. The junior executive doesn’t start his or her own research project, rather he or she Googles the information looking for the most current research on the topic that has already been done by the most respected and knowledgeable experts. He or she copies it, rips it, digitizes it, scans it, re-purposes it, integrates it, synthesizes it, and puts into a usable document to give the senior executive. This is what we call good research.

In the classroom we call plagiarism.  So, it is plagiarism or creativity?

Most of the examples I shared, which come from Matt Mason, would be examples of plagiarism and cheating if they happened inside a classroom.

Doesn't there seem to be a disconnect from what we do in the classroom and what the real world expects of them? I know most of you are saying it's about the process. But if that is true, then why do we spend so much time evaluating and grading the result?

If it really is about process then Pat Dixon has an idea;

• Give the students a question they know nothing about.
• Give them 30 minutes to put together a 3000 word report on that question.
• Grade for Correctness in the answer
• Authoritativeness of sources used
• Uniqueness of of the pieced together report. 

Catalytic Questions:

In what ways could you re-purpose your research report assignments to develop real world skills that focus on the process, the correctness, the authoritativeness, and uniqueness of synthesis?

What might that look like in your classroom or school?

How does your current understanding of technology, business, and innovation impact your thoughts?

How might your students be better served with the assignments they work on?

In what ways have you been successful in the past in adjusting assignments to meet the changing needs of the students and the world they live in? How might you draw upon that experience?

In what ways does the discussion of plagiarism and pirating vs. creativity and innovation force you to think in new ways?

What are the underlying principles at work in this discussion and how does it/they impact your approach to education?

What if you were to reverse the process and have students examine existing reports and determine how well they meet the criteria for a good research report?

Which assignments could you substitute with these new ideas?

Recommended Reading: 

Where's the Respect? A 21st Century Learning Question

The Dangers and Benefits of Piracy and The Pirate's Dilemma

Linking Creativity And Inquiry

Linking Creativity And Inquiry

View more presentations from ArtsSmarts.

Do Your Educational Assumptions Provide Educational Alternatives?

Do your assumptions about what education should be leave you with a lack of alternatives?

One of the reasons why many people, including myself, love books like Freakonomics, Super Freakonomics, Predictably Irrational, or The Economic Naturalist is that is takes our assumptions about the world around us and stands them on their head. When what we assumed about our world is discovered to be incorrect, we must develop alternatives in our thinking and our approach to the world around us. 

We have created a model of education based on our assumptions about what education is. So let's consider our educational model.

As part of the book The Organization Of The Future, James O’ Toole contributed an essay titled “Free To Choose: How American Managers Can Create Globally Competitive Workplaces” In his essay he describes 3 “Emerging Employer Models.” He describes them as follows:

Low-Cost Companies

• They are paid at (or close to) the minimum wage.
• They receive few if any benefits
• They have no job security
• They are given only the amount of training needed to do jobs that have been designed to be simple  and easy to learn.

Global-Competitor Companies

• Increasingly hire people on a contractual basis and, where possible, outsource and offshore work.
• Offer their “contingent” workers no security beyond the time limits of their contracts, and no promises of a continuing employment relationship.
• Often look outside to hire even permanent and top-level employees, carefully limiting how much they respond on developing managers and professionals, let alone on the training of workers.
• Frequently offer “then new employment contract,” in which they commit to telling employees what their strategy is and where they think future jobs in the organization will be, and workers then are told that their continual employment depends on their performance and the fit between their skills and the needs of the business.
• Are constantly searching for workers with the skills needed for today’s challenges. And although they pay top dollar for that talent, they expect employees to work long hours and, especially, to be productive.

High-Involvement Companies

• Challenging and enriched jobs
• A say in the management of their own tasks
• A commitment to low turnover and few layoffs
• A relatively egalitarian workplace, with few class distinctions between managers and workers and relatively small ratios between the salaries of the CEO and the average worker
• Jobs organized in self-managing teams
• A strong sense that every employee is a member of a supportive community
• Extensive, ongoing training and education to all
• Salaries rather than hourly wages
• Employee participation in company stock ownership and a high share in company profits

O’ Toole advocates for the High-Involvement Company as the model of the future.

According to James O’ Toole, the most successful companies now and of the future will be those that choose to address the deepest needs of their employees.
•    Financial resources and security
•    Meaningful work that offers the opportunity for human development
•    Supportive social relationships

So, to which model would the current system of education belong?

Does the current education model meet the 3 deepest needs of it's employees?

Is education, as a governmental organization, so unique that none of the models described above apply? Is it a hybrid of one, two, or all of them? 

It is our assumptions about what education is, where and when learning and teaching takes place, and how education, school districts, and school sites should be organized that control the current organizational face of education. We have built what we assumed is the best organization and model for delivery of instruction to a population.

What, however, if those assumptions are wrong?

Have you ever considered the fact that the assumptions you make about what education is and what is should be are wrong?

As O’Toole puts it, “Remember, it was once widely assumed that no airline could trust its employees to decide how best to serve customers—until Southwest did. It one was assumed that no company in the discount retail industry could succeed while paying its employees decent salaries and offering them full benefits—until Costco did. It was assumed that poorly educated blue-collar workers in old-line manufacturing firms could not be taught managerial accounting and then left to be self-managing—until SRC Holdings did. Once the conventional wisdom was that employees must be closely supervised and governed by rules—until W.L. Gore proved otherwise. And it was assumed that the first thing a company must do in a financial crisis is to lay off workers—until Xilinx discovered alternatives.”

Are there alternatives to our current model?

Does education have alternatives? Are educational leaders willing to honestly explore them? Will teachers, union leaders, parents, and politicians allow for different assumptions to be pursued? William A. Foster said, “Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.” Is what we have built the "wise choice of many alternatives", or is it simply what we have ended up with?

Archibald MacLeish once said, "What is freedom? Freedom is the right to choose: the right to create for oneself the alternatives of choice." Wil education and those in it ever have the freedom to develop and create alternatives to the current model. Will we be free to pursue the The High-Involvement Company or the Global-Competitor Company, as described by O' Toole, or a hybrid of the two, or even something not yet discovered?

As O’ Toole says, “The statement ‘I have no alternative’ is one of the surest indicators of leadership failure.”

9 Signs of a Losing School

From the Idea Management Systems blog comes this post The 9 Signs of a Losing Organisation

1. Fuzzy Vision
2. Lack of Leadership Skills
3. Discouraging Culture
4. High Bureaucracy
5. Lack of Initiative
6. Poor Vertical Communication
7. Poor Cross-functional Collaboration
8. Poor Teamwork
9. Idea and Knowledge Management

Do any of these jump out at you?  One of the least obvious for education is number 9, Idea and Knowledge Management. Too many teachers are spending too much time in their rooms and not enough time sharing their ideas, knowledge, and wisdom. Too many principals and educational managers are not encouraging or putting in place systems for formal sharing of ideas and knowledge. 

Technology allows teams to connect to islands of expertise located in any geographic location. Technology allows teams to archive their learning and share with others. Knowing what others know and sharing what you have learned is what I refer to as Wisdom Stewardship. Technology makes it easy for educators and schools to be good stewards of available wisdom and to know what others know. This is the where I see PLCs transitioning to Professional Networked Learning Collaboratives, designed with knowledge management in mind. The sum result is that technology allows the Professional Networked Learning Collaborative to “Know What Others Know” (K.W.O.K.).

No school staff knows how much they know until they know what each other knows. (Read it again!)

Catalytic Questions:

What places are you failing to look for ideas or answers to problems?

In what ways could you get curious about what your staff knows?

How might your assumptions about knowledge and ideas be getting in the way of learning from your staff?

What if you were able to know everything your staff knows. How might that change instruction at your school?

What might you have done in the past that could be applied to Idea and Knowledge Management at your school site?

What resources or solutions are available to you that you may have overlooked?