NPQH - Electives. c22be65f-db14-4c50-a6a5-ce645a89aebe. 14_00629_FUL-CLLR_J_ACKERLEY-488059. Leading and improving teaching. Leading change for improvement. Leading-learning-and-teaching-primary-schools.pdf. Outstanding teaching using the new #Ofsted framework « @ TeacherToolkit. Firstly, this is not a model, just an experience… Ofsted background: …Throughout my teaching career, I’ve been part of 5 Ofsted inspections, dating back to 1997 as a class teacher, and most recently in 2011, my second as a senior teacher… When starting my current school, Oftsed had departed the day before!
My wife, after 11 years of teaching has only been ‘subject to Ofsted’ once, but I’m sure some teachers across the country have averaged one every 2 or 3 years! My average is every 4… On each of the occasions I have ‘been done to’, the framework has changed and so has the experience; alternating from reply-slips and no-comments from the observing inspector, to a broad smile, coupled with detailed feedback and a reciprocated pair of ears. The experience in all, has been a mixed-bag, full of dread and of interest… Believe me, I have received all levels of judgements throughout my career.
What I’ve been up to: My Lesson Observation: Here is a picture of my actual lesson plan: “Aprons on! NPQH. Open Space Technology. Mozilla Firefox. What's the best thing that happened at the last conference you attended?
It's very likely that you'll remember one or more "hallway conversations," or perhaps a "Birds-Of-A-Feather" session. An OpenSpace conference creates that experience for the entire conference, by ensuring that you are always having the most interesting conversation possible. The emphasis is on discussion, instead of listening to eyes-forward presentations. Click here to view a brief screencast about Open Spaces (OpenSpace conferences have also been called "Unconferences. " OpenSpace is a simple methodology for self-organizing conference tracks. OpenSpace has been used for conferences and as a facilitation technique for company meetings, community organizations, and other groups that wish to explore the emergent ideas and agendas of their members.
Prepare to be surprised by the depth and breadth of topics that are discussed in OpenSpace. Some people have found this concept to be intimidating. How OpenSpace Works. Walking the Leadership Tightrope. The Tightrope of Leadership As leaders and change-agents, we walk a daily tight-rope between how we “should” do things because that’s how they’ve always been done … which may be contrary to what believe matters today and tomorrow. Leadership is no different. To be a true leader, we must walk this tightrope in our daily actions. While most people would not want to be in our leadership shoes for fear of ridicule, being ostracized or publicly called out … they secretly and silently cheer us on. One day you are a hero … the next day you are a zero.
For almost 20 years I”ve been writing, speaking and coaching leaders to courageously use the “F” word and the “V” word. At first, I treaded lightly, because I was told if I didn’t, no one would listen. Six behaviors that could come back to bite you. As project managers we want our team members to have a commitment to deadlines, be optimistic about their work, stay focused on the goal, have a competitive mindset, stick to the budget, and please clients and management don’t we?
And yet, these 6 behaviors, which most of us would readily agree are important, can precede a scandal, cause morale problems, and sink projects. In an interesting blog post David Gelber, author of The 3 Power Values provides some pertinent examples of disastrous business results from being obsessive about these behaviors. They intrigued me so I decided to write about them in a project management context. See what you think. Commitment to deadlines—While this is at the core of successful project management, when the schedule becomes sacrosanct and we do everything in our power to meet it, we create more problems than their worth. Excessive Optimism—Optimism can be a powerful influencer on projects.
How great leaders inspire action. Daniel Pink on the surprising science of motivation. New Ofsted Inspection Framework May 2012. How we change what others think, believe, feel and do. Simon Sinek: If You Don't Understand People, You Don't Understand Business. Daniel Pink. Douglas mcgregor's motivational theory x theory y. Douglas McGregor's XY Theory, managing an X Theory boss, and William Ouchi's Theory Z Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'.
Theory x and theory y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. McGregor's ideas suggest that there are two fundamental approaches to managing people.
Theory x ('authoritarian management' style) The average person dislikes work and will avoid it he/she can. See also. Drive: The Surprising Truth About What Motivates Us: Amazon.co.uk: Daniel H. Pink. Dan Pink on the surprising science of motivation. Motivation. Daniel Pink: Education and the Changing World of Work.