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Leveraging District Networks & Resources to Increase Collaboration

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@cmcgee200

drchrismcgee.com/

Top 100 Blogs

TOP 100 Edtech

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@ideaguy42

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Bill

Director of Technology

Webster Groves School District

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Adam

Network Engineer

Affton Schools

whttp://www.linkedin.com/in/ajasinski

@AdamJasinski

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Communication

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insert org chart and discuss issue

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Collaboration

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SHIFT Happens

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The Network Engineer

95% of all school districts report that they will need additional bandwidth in the next five years to meet demands. Though infrastructure is difficult to build enthusiasm for funding, this network engineer needs bandwidth now. What partnership ideas or strategies for success are

available to help leverage the district’s resources to meet the growing needs? What story should he be crafting to support his district’s needs?

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http://hxnetwork.blogspot.com/

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Outlook - District Email

Student Information System

Library Media Center

WGCloud - GAFE

Hixson Hive - Media

Bad Doggy

Technology Request

Sub Finder

Faculty Handbook

Differentiated Instruction

Room Reservations

Staff Calendar

Announcement form

Resources

RTI

Assessment Support

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Easier

Decrease Obstacles and Distractions

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TEAM

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http://www.schoolsoftwaregroup.com/

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The Innovative Teacher

This teacher is pushing for a more student-centered classroom with project-based learning and technology integration at the core of instruction. This raises questions about organization and work flow.

What strategies could this teacher use to maximize learning in her classroom?

What resources could this teacher look to support her efforts with her new approach to teaching?

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Chris

The goal is not to innovate the most. Innovating selectively with coherence is better.
Having the best ideas is not enough. Leaders help others assess and find collective meaning and commitment to new ways.
Appreciate the implementation dip. Leaders can't avoid the inevitable early difficulties of trying something new. They should know, for example, that no matter how much they plan for the change, the first six months or so of implementation will be bumpy.
Redefine resistance. Successful leaders don't mind when naysayers rock the boat. In fact, doubters sometimes have important points. Leaders look for ways to address those concerns.
Reculturing is the name of the game. Much change is structural and superficial. Transforming culture—changing what people in the organization value and how they work together to accomplish it—leads to deep, lasting change.
Never a checklist, always complexity. There is no step-by-step shortcut to transformation; it involves the hard, day-to-day work of reculturing.

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Bill Koulouriotis

bill@wgmail.org

Adam Jasinski

ajasinski@ afftonschools.net

Dr. Chris McGee

cmcgee200@gmail.com

Dr. Bob Dillon

rdillon25@gmail.com