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A Reflection on Developing Shared Vision through EIP Subgroup Research A Reflection on Developing Shared Vision through EIP Subgroup Research

What is Vision? What is Vision?

Is it about the future? Is it about the future?

“A vision is reality that has not yet come to be. ” (Mapes, 1996, “A vision is reality that has not yet come to be. ” (Mapes, 1996, p. 101)

Vision is the beginning point of a journey, creating an ideal future with a Vision is the beginning point of a journey, creating an ideal future with a grand purpose (Mapes, 1996)

Vision is comprised of core ideology and envisioned future (Collins & Porras, 1996) Vision is comprised of core ideology and envisioned future (Collins & Porras, 1996)

Or is it about the present? Or is it about the present?

Vision used to be something viewed as the future, rather it is something in Vision used to be something viewed as the future, rather it is something in the field (Wheatley, 1999)

Or the past? Or the past?

Agenda for EIP Retreat June 12 and 14, 2001 Day 1 9: 00 -11: Agenda for EIP Retreat June 12 and 14, 2001 Day 1 9: 00 -11: 30 Looking at EIP Through a Microscope Purpose: to identify the key components that have impacted EIP from its inception 12: 30 -2: 45 Defining Quality EIP Schools Purpose: to determine the top 10 characteristics of a quality EIP school

How is vision formed? How is vision formed?

Is vision provided as part of strategic planning? Is vision provided as part of strategic planning?

EIP Program Evaluation Phase I Research Compilation October – January Subgroups Phase II Continuum EIP Program Evaluation Phase I Research Compilation October – January Subgroups Phase II Continuum of Support February – April Regroup Phase III Content Outline April – June and Rubric Development Same Phase IV Presentation/ Module Design Subcommittees (TBD) June – September The Process for the Research

Is it created through a change process? Is it created through a change process?

Leading Complex Change INCENTIVES RESOURCES ACTION PLAN SUCCESS INCENTIVES RESOURCES ACTION PLAN CONFUSION INCENTIVES Leading Complex Change INCENTIVES RESOURCES ACTION PLAN SUCCESS INCENTIVES RESOURCES ACTION PLAN CONFUSION INCENTIVES RESOURCES ACTION PLAN ANXIETY RESOURCES ACTION PLAN RESTRANT; RESISTANCE ACTION PLAN FRUSTRATION As VISION CAPABILITIES VISION ac af CAPABILITIES VISION CAPABILITIES tor VISION of INCENTIVES e g an ch INCENTIVES RESOURCES FALSE STARTS (Lippitt, 2003)

The Benefits of Complex Change VISION CAPABILITIES UNDERSTANDING INCENTIVES RESOURCES SUCCESS Advocacy Engagement To The Benefits of Complex Change VISION CAPABILITIES UNDERSTANDING INCENTIVES RESOURCES SUCCESS Advocacy Engagement To Confidence ACTION PLAN Commitment d are sh ate ing cre an me (Lippitt, 2003)

Is vision provided up front? Is vision provided up front?

EIP Original Goals 1. Reduce inappropriate referrals to special education 2. Reduce the number EIP Original Goals 1. Reduce inappropriate referrals to special education 2. Reduce the number of inappropriate referrals formal testing and evaluation 3. Reduce the inappropriate special education classification of students, especially those from minority groups

Or developed over time as a result of action? Or developed over time as a result of action?

EIP Vision The Early Intervention Project (EIP) empowers people to create interdependent partnerships to EIP Vision The Early Intervention Project (EIP) empowers people to create interdependent partnerships to help all children learn and experience success. Vision Statement for EIP Created Circa 1995

Ready Ready

Fire Fire

Aim! Fullan Aim! Fullan

Vision and strategic planning come last (Fullan, 1993) Vision and strategic planning come last (Fullan, 1993)

• Form and develop leadership team Pre-Initiation & Initiation • Identify high stakes • Form and develop leadership team Pre-Initiation & Initiation • Identify high stakes problem • Orchestrate buy-in • Build capacity around the content and process Building Commitment • Build dissatisfaction with current condition • Create a school-wide vision (Chenoweth & Everhart 2002)

Whose vision is it? Whose vision is it?

Is it mine? Is it mine?

Is it yours? Is it yours?

“The downside of videos is that it will put my vision in front of “The downside of videos is that it will put my vision in front of other people, so they might not get the chance to create their own. ” – Carole King

Can vision be taught to others? Can vision be taught to others?

EIP Retreat Agenda-Day 1 June 17 th A Celebration of EIP Accomplishments Sharing Specific EIP Retreat Agenda-Day 1 June 17 th A Celebration of EIP Accomplishments Sharing Specific Projects • What has changed over the last two years? • What did we learn? • What do we hope to accomplish in the future? A Sample of the Professional Development Provided to Full Consulting Staff

If it is provided for you, then do you own the vision? If it is provided for you, then do you own the vision?

“We cannot talk people into our version of reality because truly nothing is real “We cannot talk people into our version of reality because truly nothing is real for them if they haven’t created it. ” (Wheatley, 1999, p. 68)

Is this the difference between compliance and commitment? Is this the difference between compliance and commitment?

tim e to change ed ov er in order to get Pr ov id tim e to change ed ov er in order to get Pr ov id or Incremental Change to change in order to get or Deep Change Barzee & Mearman

You cannot mandate what matters (Fullan, 1993) You cannot mandate what matters (Fullan, 1993)

Is vision only created together? Is vision only created together?

EIP Retreat September, 2003 • First time that numerous SERC consultants assigned to EIP EIP Retreat September, 2003 • First time that numerous SERC consultants assigned to EIP • Two priorities – Begin the process of establishing shared meaning as a new team – Begin to examine the questions raised to the project

If so, then how is it done? If so, then how is it done?

Does a select group create the vision with input from others? Does a select group create the vision with input from others?

A Mars Group Those who can go to Mars and start a new company A Mars Group Those who can go to Mars and start a new company with the best attributes (Collins & Porras, 1996)

A Mars Group Those who can best represent the core values (Collins & Porras, A Mars Group Those who can best represent the core values (Collins & Porras, 1996)

Or does each and every person create the vision? Or does each and every person create the vision?

“The secret is to work from the individual to the organization. ” (Collins & “The secret is to work from the individual to the organization. ” (Collins & Porras, 1996, p. 68)

Individualization and collectivism are both needed (Fullan, 1993) Individualization and collectivism are both needed (Fullan, 1993)

Is vision created for a moral purpose? Is vision created for a moral purpose?

A Grand Vision is… • • • Always about others Idealistic and spiritual Authentic A Grand Vision is… • • • Always about others Idealistic and spiritual Authentic Extraordinary From the heart Value-based (Mapes, 1996)

“Moral purpose means acting with the intention of making a positive difference in the “Moral purpose means acting with the intention of making a positive difference in the lives of employees, customers, and society as a whole. ” (Fullan, 2001, p. 3)

“A mission statement comes from the head, a vision comes from the heart. ” “A mission statement comes from the head, a vision comes from the heart. ” (Mapes, 1996, p. 100)

Is vision created to define who we are? Is vision created to define who we are?

“…it is more important to know who you are than where you are going…” “…it is more important to know who you are than where you are going…” (Collins & Porras, 1996, p. 66)

Core Ideology is the enduring character of an organization (Collins & Porras, 1996) Core Ideology is the enduring character of an organization (Collins & Porras, 1996)

“Your vision will become clear only when you look into your heart. Who looks “Your vision will become clear only when you look into your heart. Who looks outside, dreams; who looks inside, awakes. ” –Carl Jung

Maybe vision is not created at all… Maybe vision is not created at all…

People who share common values will develop an unspoken vision (Wheatley, 1999) People who share common values will develop an unspoken vision (Wheatley, 1999)

Components of EIP • • • Leadership Collegial Support & Family Partnerships Strategic Decision-Making Components of EIP • • • Leadership Collegial Support & Family Partnerships Strategic Decision-Making Assessment & Reflective Practice Instructional Repertoire Accountability & Documentation The New Components Developed from the Subgroups

Maybe vision just is Maybe vision just is

Vision is the spiritual being of an organization (Wheatley, 1999) Vision is the spiritual being of an organization (Wheatley, 1999)

SERC Beliefs and Values Who are we? What do we stand for? What is SERC Beliefs and Values Who are we? What do we stand for? What is most important to us? Why is it most important? I am part of a Mars Group, SERC Futures Planning Group SERC’s Belief and Value Statements are Revised

SERC Values… • Learning • Excellence • Diversity/Equity • Shared Leadership • Community SERC Values… • Learning • Excellence • Diversity/Equity • Shared Leadership • Community

How will I see the vision? How will I see the vision?

Vision is an invisible field emerging by the synergy of entire organization (Wheatley, 1999) Vision is an invisible field emerging by the synergy of entire organization (Wheatley, 1999)

Maybe vision is just using our hearts to see Maybe vision is just using our hearts to see

“The best vision is insight. ” – Malcolm Forbes “The best vision is insight. ” – Malcolm Forbes

“Vision is the art of seeing the invisible. ” – Jonathan Swift “Vision is the art of seeing the invisible. ” – Jonathan Swift

Theoretical Connections Chenoweth, T. G. , & Everhart, R. B. (2002). Navigating Comprehensive School Theoretical Connections Chenoweth, T. G. , & Everhart, R. B. (2002). Navigating Comprehensive School Change: A Guide for the Perplexed Larchmont, NY Eye on Education. Collins, J. P. , & Porras, J. (1996). Building your company’s vision. Harvard Business Review, 6577. Fullan, M. (1993). Change Forces: Probing the Depths of Educational Reform. New York: Falmer Press.

Theoretical Connections Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass. Theoretical Connections Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass. Lippitt, M. (2003). Leading Complex Change. Enterprise Management, LTD. Mapes, J. (1996). Quantum Leap Thinking. Los Angeles, CA: Dove Audio, Inc. Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a Chaotic World. San Francisco: Berrett-Koehler.