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Responsible AI Adoption

by Miguel Guhlin
written by Miguel Guhlin

While attending a start-of-the-year school district event, it became apparent to me that many districts are at different places in a journey towards adopting AI in schools. The fundamental question for them is, “How can we as educators responsibly harness the power of AI while safeguarding student interests?” As artificial intelligence (AI) reshapes how schools work — and leaders lead — schools face the challenge of effective, ethical integration of AI in academic settings.

That’s why we’re providing two powerful documents that you can use to integrate AI responsibly into your district.

The first document gives you a roadmap towards full AI adoption in your school organization. The second provides you with TCEA’s Essential Learning Expectations for AI. Together, these documents provide a framework for AI adoption in your teaching, learning, and leading spaces. They seek to provide practical guidance for educators trying to make sense of it all.

Key Points

It’s important to keep several key points in mind, especially since AI adoption in schools will take time. There are no shortcuts, but you can track your school or District’s progress using the Five Phases of District AI Adoption. Those phases include:

  1. AI Secured. At this phase, AI usage is prohibited or discouraged.
  2. AI Exploration. In this phase, guardrails are available that allow exploration of free versions of digital tools.
  3. AI Pilot Programs. Managed AI tools are introduced for specific purposes.
  4. AI Unification. A clear district-wide approach to centralized AI use is in place and it is integrated into key areas.
  5. AI Everywhere. AI is fully integrated into school district policies, procedures, curriculum, and guidance is available to all.

These descriptions briefly touch on the points raises in the infographic above. Let’s take a closer look at each of the categories that define each phase.

Categories

There are also categories that define each phase, including:

  • District Policy. Policy moves from outright securing of AI tools to full integration and acceptance.
  • Account Management. This area determines central account management, moving from no accounts allowed to integration into single-sign-on (SSO).
  • District Guidance. The District has put together documents providing specific guidance on the use and evaluation of AI tools for a variety of purposes.
  • Curriculum Integration. AI usage in the classroom ranges from non-usage to teacher and student use.
  • Community Outreach. Shifts from focusing on fear to inviting the community to better understand what part AI plays in K-12 education.

What other areas are key to responsible AI adoption? Let’s take a look.

Data Privacy and Security

Protecting student information is paramount when using AI tools in education. Account management for students and staff, data is critical. Districts must ensure AI solutions are part of SSO. This makes it easier for staff and students to access it in approved ways. Do this to safeguard sensitive information. Another point to remember? Communicate clear suggestion on how to protect data.

Here’s a sample classroom scenario to illustrate this:

Mr. Rodriguez, a middle school math teacher, uses an AI-powered math practice app. Before implementation, he ensures all student data is anonymized and securely stored, explaining to parents how the tool enhances learning without compromising privacy.

AI as a Supplemental Tool

Responsible AI adoption seeks to enhance, not replace, curriculum and instruction. When exploring how to use AI in the classroom, knowing what guidance to give teachers and staff is critical. AI should be approached as a tool that complements our efforts at teaching and learning, not supplants it.

What this might look like in the classroom:

Dr. Lee, a biology professor, incorporates an AI-driven virtual lab simulation into her course. She emphasizes to students that this tool complements hands-on lab work, providing additional practice opportunities rather than substituting real experiments.

Critical Thinking and Media Literacy

AI isn’t a panacea or perfect tool. While many know that they need to be critical, they may be unsure of how to best critique and assess AI generated content. To ensure staff and students don’t simply use and consume AI content uncritcally, all must learn to critically evaluate AI-generated content.

You can find several critical thinking approaches in the TCEA blog, as well as direct mention of The SIFT Approach.

View | Get a Copy in Canva | Get PPTx or PDF

Consider this scenario with an elementary school librarian:

Ms. Patel, an elementary school librarian, designs a lesson on distinguishing between human-written and AI-generated stories. She guides students through analyzing text characteristics and discussing the importance of human creativity.

TCEA Essential Learning Expectations

TCEA offers Essential Learning Expectations for students, teachers, school leaders, and instructional coaches.

The Essential Learning Expectations for AI in Education are designed to guide all stakeholders in the educational system – teachers, students, instructional coaches, and administrators – in the ethical and effective use of AI technologies. These expectations build upon existing educational research and best practices, while addressing the unique challenges and opportunities presented by AI in learning environments.

The TCEA Essential Learning Expectations (ELEs) for Artificial Intelligence (AI) in Education (View | Get a copy)
TCEA Essential Learning Expectations (ELEs) for AI in Education – Generated by Author

The TCEA ELEs for AI in Education include:

  • AI Literacy
  • Ethical AI Use
  • AI-Enhanced Learning
  • AI and Critical Thinking
  • AI Collaboration and Innovation

You can explore these expectations in more details with examples in this document.

Responsible AI Adoption

By adopting a phased approach and sticking to essential guardrails, you can begin the work of using AI in teaching, learning, and leading situations. You will be able to seize the benefits of AI, while protecting students and staff. What’s more, you can use AI to have a positive impact on the work you are about in K-12 education.

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cybersecurity
CTO/CIOCybersecurityLeadership

New Cybersecurity Resources for School Administrators

by Lori Gracey
written by Lori Gracey

The National Initiative for Cybersecurity Careers and Studies (NICCS) has released some new, free resources for school district leaders who are charged with overseeing cybersecurity. In a recent study, cybersecurity remains the biggest concern among district ed tech leaders, with nearly all 981 survey respondents reporting that they are working to improve protections. The new resources from NICCS can help.

Cybersecurity Resources Available

The first step in securing your district’s data is to assess your current security level. The website offers an online assessment that that will recommend the improvements you need to make to improve safety and security within your school community. You can access the free tool here.

Once you’ve identified any security issues, you can begin to address them using the many resources that NICCS has collected. These include:

Of course, these steps are best supported by offering ongoing training for staff. The NICCS website lists a number of free and low-cost cybersecurity training options. (You should also consider having your staff complete the TCEA online course Network Security to help protect both their own and district data.) The site also provides information on how best to report incidents within your district if the worst does happen. Finally, NICCS offers a number lesson plans for K-12 educators who want to include cybersecurity in their teaching.

The website is one you should bookmark and use frequently as you lead your district in being safe from cybersecurity attacks.

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Illustration depicting a leader and their team engaged in activities symbolizing leadership impact, team morale, and continuous improvement, with gears, lightbulbs, stars, and speech bubbles, without any text
CommunicationCTO/CIOLeadership

Reflecting on Leadership and Shaping Organizational Success

by Dr. Bruce Ellis
written by Dr. Bruce Ellis

As summer arrives, it’s an ideal time for campus and district administrators to reflect on the past year and discuss ways to enhance the upcoming school year. One valuable exercise during this period is to examine your leadership shadow – the influence and impact you have on your team and organization. Understanding the shadow you cast can reveal insights into how your behaviors and decisions shape your team’s morale and productivity. By taking the time to reflect and make intentional adjustments, you can foster a more positive and effective leadership presence, setting the stage for a successful year ahead.

Understanding Your Leadership Shadow

Illustration of a leader standing with a shadow composed of positive symbols like lightbulbs, gears, and hearts, with the heading Understanding Your Leadership Shadow.

The concept of a leadership shadow refers to the influence and impact that leaders have on their teams and organizations, often extending beyond their immediate actions. This shadow encompasses the attitudes, behaviors, and decisions of a leader, which collectively shape the culture and environment within their sphere of influence. For district administrators and technology directors, understanding this shadow is crucial because it highlights the pervasive effect a leader has on their team’s morale, productivity, and overall climate.

Leaders’ actions, behaviors, and attitudes are constantly observed by their team members and can leave a lasting impression. For example, the way a technology director handles stress during a district-wide system upgrade or communicates during challenging times like budget cuts sets a standard and expectation for the team. Positive behaviors can inspire and motivate, while negative ones can lead to disengagement and resentment. The lasting impression left by these actions often determines the team’s cohesiveness and overall effectiveness, impacting everything from project completion rates to staff turnover.

Self-awareness is a critical component in recognizing and understanding the shadow a leader casts. By regularly reflecting on their actions and seeking feedback from colleagues and team members, leaders can gain valuable insights into how they are perceived. For instance, a district administrator might conduct anonymous surveys to gather honest feedback on their leadership style. This awareness allows leaders to make intentional adjustments to their behavior, ensuring their impact is aligned with their values and the goals of the organization. Embracing self-awareness fosters a more thoughtful and impactful leadership style that can positively influence the entire organization, from administrative offices to classroom environments.

Impact on Team Morale and Culture

Illustration of a diverse team of professionals interacting positively with icons and symbols representing teamwork, morale, and culture

A leader’s demeanor plays a pivotal role in shaping team morale and workplace culture. When leaders exhibit positivity, approachability, and empathy, they create an environment where team members feel valued and motivated. Conversely, a leader who is consistently negative, unapproachable, or unsupportive can foster a culture of fear, disengagement, and low morale. For example, a tech director who actively listens to teachers’ concerns about new software implementations can build a supportive and collaborative environment, while one who dismisses these concerns can create resistance and frustration.

Positive leadership shadows are characterized by behaviors such as recognizing and celebrating team achievements, providing constructive feedback, and demonstrating a commitment to professional growth. For instance, a tech director who regularly acknowledges the hard work of their team and encourages innovation can inspire creativity and a strong sense of purpose. Conversely, negative leadership shadows might include micromanaging, displaying favoritism, or neglecting to address conflicts. These actions can lead to decreased motivation, increased turnover, and a toxic work environment, undermining the district’s goals and objectives.

The behavior of a leader has a ripple effect that extends throughout the team and organization. When leaders set a positive example, it encourages similar behaviors among team members, promoting a culture of collaboration, respect, and high performance. This positive dynamic can enhance overall productivity and foster a supportive work environment. Conversely, negative behaviors from leaders can cause discord, reduce morale, and hinder productivity, creating a challenging and less cohesive team atmosphere. Understanding this ripple effect underscores the critical importance of mindful and intentional leadership, particularly in education settings where collaborative efforts are essential for success.

Guiding by Example

Illustration of a leader guiding their team by example, with team members following and collaborating, featuring symbols of guidance and inspiration

Leading by example is a fundamental aspect of effective leadership. When leaders embody the values, work ethic, and behaviors they expect from their team, they build credibility and respect. For instance, a district administrator who consistently demonstrates a commitment to student achievement and staff development sets a powerful example for their team to follow. This approach creates a powerful model for team members to follow, demonstrating that the leader is not above the standards they set. By consistently aligning actions with words, leaders can foster a culture of accountability, integrity, and excellence, inspiring their team to strive for the same standards.

To effectively model desired behaviors and values, leaders can adopt several strategies. First, they should communicate their expectations clearly and consistently, ensuring everyone understands the standards and goals. For example, a tech director can set clear guidelines for cybersecurity practices and consistently follow them themselves. Second, leaders should actively demonstrate these behaviors in their daily interactions and decision-making processes, showing transparency and fairness. Third, recognizing and rewarding team members who exemplify these values reinforces their importance. Additionally, leaders should be open to feedback and willing to adapt, showing that continuous improvement is a shared value.

Consistency and integrity are crucial in building trust and respect within a team. When leaders are consistent in their actions and decisions, they create a stable and predictable environment, reducing uncertainty and fostering trust. Integrity involves being honest, ethical, and accountable, even when faced with difficult choices. Leaders who consistently uphold their values and commitments demonstrate reliability and earn the respect of their team. This trust and respect form the foundation of a strong, cohesive team that is more likely to collaborate effectively and achieve its goals, whether it’s implementing new educational technologies or improving student outcomes.

Continuous Improvement and Reflection

Illustration depicting continuous improvement and reflection, with a leader and team members engaged in brainstorming, reviewing progress, and setting goals, without any text.

Seeking feedback and reflecting on their impact are essential practices for leaders committed to continuous improvement. By actively soliciting input from team members, peers, and mentors, leaders can gain valuable perspectives on their strengths and areas for growth. Reflecting on this feedback helps leaders understand the real effects of their actions and decisions. For instance, a district administrator might use performance reviews and feedback sessions to gather insights and make necessary adjustments. Regular self-assessment and reflection sessions can illuminate blind spots and foster a culture of openness and improvement within the team, encouraging everyone to grow together.

Continuous personal and professional development is crucial for effective leadership. Leaders should prioritize ongoing education, such as attending workshops, seminars, and pursuing advanced certifications relevant to their field. For example, a tech director might attend conferences on the latest educational technologies to stay ahead of trends. Reading widely and staying current with industry trends and best practices can also enhance their knowledge and skills. Additionally, engaging in mentoring and coaching relationships provides opportunities for both learning and teaching. Setting specific, measurable development goals and tracking progress can help leaders stay focused and motivated in their growth journey.

Adjusting and improving the leadership shadow requires deliberate and practical steps. Mentoring and coaching are powerful tools that provide personalized guidance and support. Leaders can benefit from both being mentors and seeking mentors themselves. Learning from other leaders, whether through networking, observing, or studying their approaches, offers valuable insights and inspiration. For example, a district administrator might shadow a peer in another district to gain new perspectives. Regularly reviewing and reflecting on one’s leadership style, coupled with a willingness to make necessary adjustments, ensures that the shadow cast is positive and impactful. Implementing these practices can lead to sustained personal growth and a more effective, respected leadership presence.

Invitation to Reflect on Our Leadership Shadows

Illustration showing a group of leaders sitting in a circle, engaged in reflective discussion with symbols of reflection, ideas, and conversation, without any text

I invite you to work with your team to examine both your personal and departmental shadows. This reflective activity can be a valuable part of your next staff meeting, fostering self-awareness and promoting a positive organizational culture.

Activity Description:

Begin by explaining the concept of a leadership shadow and its significance. Emphasize that everyone, regardless of their role, casts a shadow that influences the team’s culture and effectiveness. Distribute sticky notes or index cards and pens to all participants. Ask each person to spend a few minutes reflecting on their own behaviors and actions, noting down one positive behavior they believe positively impacts the team and one behavior they believe might negatively impact the team. Assure them that this exercise is anonymous to encourage honest reflections.

Collect the sticky notes and randomly select a few to read aloud, or have participants stick their notes on a designated wall or board. As you review the notes, group similar behaviors together to identify common themes. Encourage open, respectful discussion about the examples shared, focusing on understanding rather than judgment.

Divide the participants into small groups and assign each group one of the common themes identified. Ask each group to discuss the potential impact of the behaviors on the team and organization, strategies for reinforcing positive behaviors, and approaches for addressing negative behaviors.

Reconvene the entire group and have each small group share their discussion points and suggestions. Create a collective action plan on a flip chart or whiteboard, including specific steps to promote positive behaviors, strategies to address negative behaviors, and personal commitments from each participant on what they will work on improving.

Summarize the key takeaways from the activity and emphasize the importance of ongoing self-awareness and reflection. Encourage participants to support each other in maintaining positive leadership shadows and to continue the conversation beyond the meeting.

By engaging in this reflective exercise, you can help your team understand and positively influence the shadows they cast, fostering a culture of openness and continuous improvement.

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AssessmentCTO/CIO

ClassLink Analytics: Unified & Upgraded

by Mary Batiwalla
written by Mary Batiwalla

Have you ever wondered who’s accessing digital resources in your schools? What they’re accessing? How much learning time is spent using each instructional resource? If you’re getting a return on your digital resource investments? If you have, ClassLink Analytics is for you! 

ClassLink Analytics has all the answers to your digital resource usage questions! It now features a fresh look, more report options, and added functionality. Click on the “New Analytics” button in the left navigation to check it out.

ClassLink New Analytics

Measure Time Spent Learning

Go beyond tracking clicks and experience usage analytics like never before. Now, prioritized reporting offers data on how much time students spend using each resource daily or over any time period you choose at the district, school, and student levels. Want to know which resources students use the most? Check out our Digital Resources report under the Usage Table.

ClassLink Measure Time

ClassLink Total Digital Resource time

With Analytics+, time calculations include time spent in digital resources accessed within My Apps and when students or staff go directly to a website on a school-owned device.

Group Applications Together to Analyze Product Usage

Do you have multiple applications in ClassLink Launchpad that represent the same product? You may have an application that requires you to set up one instance per school or multiple resources from the same vendor. 

Now, in Analytics, you can gather all product or vendor data together using our Application Groupings data type. This allows for a comprehensive analysis of time spent across a product and the ability to do a comprehensive cost analysis. To create a group, select the applications you wish to analyze collectively and hit the “Quick Merge” button. You will see your group under the Apps+ Type. 

ClassLink Digital Resources by Usage

With Analytics+, you collect data on all websites your students and staff access on school devices. This domain data is a powerful addition to your application groupings, allowing you to feel confident that all usage data is captured in your analyses.

Compare Across Buildings with New School Comparison Reports 

Using the new school comparison reports, you can easily compare key metrics across your schools. In our new module, you decide which metric to analyze—logins, time, digital resources, or users. Next, select which schools to compare.

ClassLink Top Digital Resources

With Analytics+, you can compare the usage of all digital resources, including websites accessed outside of ClassLink. You also gain grade-level comparison reports.

The new look and feel of ClassLink Analytics makes it easier than ever to gain insight into using digital resources in your schools. With reports focused on time spent on digital learning, enhanced school comparison reports, and the ability to group applications together, Analytics increases your ability to make informed decisions about your digital ecosystem. 

Still looking for answers to questions like student usage of generative AI and usage data for resources accessed directly from your LMS? Need more insight into the resources used in classrooms to ensure all the proper security policies are in place? With Analytics+, you get all the new and improved reports plus answers to the questions above! 

Learn to tell your data story at CLAS 2024—ClassLink’s FREE annual Learning Analytics Summit! Register today!

Want to share your data best practices? Submit your CLAS 2024 session proposal here. 

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Project Tomorrow Speak Up Survey Details at a Glance
CTO/CIO

How the Speak Up Leader Survey Addresses Digital Equity in Your District

by Dr. Julie A. Evans
written by Dr. Julie A. Evans

With advancements in GenAI and new promises of transformation, effectively integrating educational technology in classrooms and ensuring equitable learning experiences for all students are more crucial than ever. The National Education Technology Plan outlines ambitious goals for digital equity. Achieving them requires actionable insights and informed strategies. Enter the Speak Up Leader Survey, a powerful tool that connects the dots by providing a digital equity readiness report to inform their next steps in closing the three digital divides.

Addressing Digital Inequity in Schools

The SpeakUp Leader Survey helps address the digital divide.

If you are a regular consumer of TechNotes, you will recall last month’s post “The 2024 National Educational Technology Plan (NETP): Closing The Digital Divide.” TCEA’s Government Relations Director Matt Russell outlined all the ways that TCEA members can benefit from the organization’s offerings aligned to the plan’s call to action. 

As a quick refresher, the recently released National Educational Technology Plan (NETP) puts a laser focus on equity concerns in education. It emphasizes how technology could be better used in the classroom to support learning for all students through the lens of three digital divides: access, design, and usage. As a member of the NETP development team, Project Tomorrow is very proud of this focus and the plan’s recommendations for addressing digital inequity. But you may be asking yourself:

  • Are we ready to address the equity challenges?
  • Are we prepared to implement the recommendations in the NETP? 
  • Where do we need to begin? 

Get Your Readiness Report Card

Project Tomorrow, in partnership with TCEA, can help you answer those questions with our new Speak Up Leader Survey. Encourage your district administrators and school building leaders to complete the 15-minute survey. In turn, we will send you a report card on your overall readiness to tackle digital equity in your district. Getting started is as easy as registering your district! Project Tomorrow will send you a customized link for distribution. We’ve even put together this promotional toolkit for TCEA members with messaging to take to your cabinet for approval requests and to help promote participation once approved.

You are invited to preview the survey. Note that Speak Up participation is free to all schools and districts. All data collected is confidential and no single individual can be identified from any submitted entry. Don’t delay. The survey closes on June 21 for TCEA members. 

Speak Up Leader Survey Details at a Glance:

Project Tomorrow Speak Up Survey Details at a Glance

What: Measures readiness to tackle digital equity across the three digital divides outlined in new NETP
Who: District and school administrators, K-12 technology leaders
Why: Receive a Digital Equity Readiness report card and resources to help close the digital divides
When: Open now through June 21, 2024, for TCEA members!

Thank you, TCEA, for your partnership and for supporting Speak Up.

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Get tools, guidance, and resources for meeting cybersecurity risk management standards from K12 SIX's Essentials Series.
CTO/CIOCybersecurity

The K12 SIX Essentials Series for School Cybersecurity

by Miguel Guhlin
written by Miguel Guhlin

Since the start of 2024, there have been 5,300 school districts that suffered a data breach. These schools are all in the United States. In 2021, 56% of schools reported data breaches. In 2022, 80% of schools reported ransomware attacks (source). Almost half resulted in ransom payments (source). Massive data leaks expose sensitive information. This information ends up on the dark web in the hands of nefarious individuals. It is a big money business. Let’s explore a free resource by K12 SIX that’s available to K-12 schools in the United States.

Assessing the Extent of the Problem

Lack of reporting requirements makes it difficult to determine the extent of data breaches. That aside, data leaks affect thousands of teachers, staff, parents, and guardians. In 2023, monetary losses to school districts from cyberattacks ranged from $50K to $1M. This monetary loss is per incident. In 2021, 771 institutions were affected, which is about 2.6 million records (source).

With so much going wrong, what actions can you take? Try this one on for size.

K12 SIX operates as an information sharing and analysis center (ISAC) exclusively for the K-12 education sector. The K12 Security Information eXchange (K12 SIX) is a national nonprofit organization dedicated to protecting the U.S. K-12 community—including school districts, charter schools, private schools, and regional and state education agencies—from emerging cybersecurity threats.

Learn More About K12 SIX

Explore the K12 SIX Essential Series

The K12 SIX Essentials series offers tools and advice for U.S. schools. The goal is to help schools meet basic cybersecurity standards. The resource, devised by K-12 IT experts, includes:

  • Guides on cybersecurity frameworks for K-12 leaders
  • Essential protections and how to implement them for the 2023-2024 school year
  • A self-assessment tool for districts
  • A Cyber Incident Response Guide
  • Info on cybersecurity grants

These resources aim to help leaders manage cybersecurity efforts. With rising cybersecurity threats, protecting schools is vital. The K12 SIX Essentials help districts protect everyone and their data. Combine them with CISA and Google advice.

How to Get the Series

Getting the series of documents (PDF) is easy. Go to their website and fill out the online form. Once you do so, you will be able to access the page with all the PDFs. The intent of these documents is to make a resource more accessible than others available. Others include the MITRE Framework.

The Incident Response Runbook

Several insightful documents are available in the K12 SIX series, but let’s take a closer look at one near and dear to my heart: the Cyber Incident Response Runbook v1.1. It is the resource any CTO will reach for after a data breach or ransomware attack.

Aligned to the NIST Computer Security Incident Response Lifecycle, developed with the input of K-12 IT practitioners, the K12 SIX Essential Cyber Incident Response Runbook is tailored specifically to the needs and context of K-12 organizations. It offers guidance for coordination with internal and external partners, stakeholder communications, and managing student-initiated incidents.

Cybersecurity Guides for Schools

Here are some of the suggested actions in the runbook summarized:

  • Cyber Crisis: What Counts? Identify cyber incidents like technology misuse, phishing, and ransomware attacks.
  • Heroes of the Cyber Front: Roles Defined. Detail roles within the Incident Response Team, including leadership and communications duties.
  • Who You Gonna Call? Cyber Allies! Keep a list of essential contacts, encompassing IT, legal, executive leadership, and law enforcement.
  • Blueprints for Battle: Plan Review. Examine existing emergency, business continuity, and disaster recovery plans.
  • Ready, Set, Communicate: Prep Talk. Prepare communications with draft notifications, update protocols, and alternative communication methods if systems go down.
  • First Clues: Logging the Cyber Trail. Record actions, inform leadership, and secure evidence upon detecting an incident, maintaining the integrity of the investigation.
  • Containment Crew: Sealing the Breach. Isolate compromised systems, disable breached accounts, and apply security controls to limit damage.
  • Virus Vanquishers: Cleaning House. Patch vulnerabilities, remove malware, reset passwords, and potentially rebuild affected systems.
  • Phoenix Protocol: Rising from the Ashes. Restore systems from clean backups, implement new security measures to prevent recurrence, and monitor for signs of re-compromise.
  • Reflections and Lessons from the Cyber Storm. Conduct a post-incident review to identify deficiencies, determine root causes, document lessons learned, and update executive leadership on cybersecurity program improvements.

Each of these areas is elaborated on in more detail within K12 SIX’s Cyber Incident Response Runbook v1.1. Other documents complement this guide in the K12 SIX Essentials series. Definitely check out this approachable series of guides on a topic that is no joke!

Learn More About the K12 Six Essentials Series
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CommunicationCTO/CIOInstructional CoachingLeadership

A Model for Driving Effective Change

by Miguel Guhlin
written by Miguel Guhlin

“I lost my job today,” Emil said as he walked into our meeting. It was the monthly Campus Technology Representatives (CTR) Meeting. Emil was a campus instructional technologist (CIT) whose role was driving effective change and actively promoting instructional uses of technology. He had succeeded in being an instrument for change. But, change is not always welcome. How can you drive effective change without alienating the people you want to see change? It’s a tough question.

The Four Domains of Effective Change

As a technology director, my biggest challenge involved navigating the political dimension. The question wasn’t, “How do I get superintendent approval for a new technology?” Rather, it was, “How do I get classroom teachers and principals to change what they do every day?” If only I had enjoyed a longer perspective, such as the one captured in this chart, the result of interactive prompt engineering with an AI model.

In my experience, these four domains are critical to consider. Without them, no change is successful. Successful change is change that endures for the long term— which is change that works, endures, and is effective.

An Example of Driving Effective Change

To drive effective change, imagine how the four domains might translate into a roadmap. This roadmap gives us a path forward. While one might have the research and the evidence, planning a joint journey forward is where it’s at. I imagine this as a parent trying to get all the kids in the car for a long trip.

In the following scenario adapted from a real situation, a problem emerges. The challenge is one many small school technology directors face. How would you handle it?

The Scenario

At St. John’s campus, a new plan aims to lower teacher stress by cutting their class load from six to five. This move seeks to boost teacher happiness and satisfaction without hiring more staff. The idea is to spread teaching tasks around, including to those not usually teaching. The campus instructional technologist (CIT), who is key to digital learning, faces added teaching duties. This shift worries several staff. They recall when this mix led to burnout and turnover. How can this change work? Is it possible to stop it or speed up?

The Driving Effective Change model offers some suggestions:

1. Vision

Set a clear goal to cut teacher workloads. Talk with everyone involved—teachers, staff, and families—to get their support. Action: Share stories on why instructional technologists are key. They help teachers use tech without stress, keeping work manageable and preventing burnout.

2. Support

Value the instructional technologist role in tangible ways. Action: Push for funding to keep this role. Show how it improves teaching and helps students. Collect and use metrics if possible.

3. Research

Use data to pick teaching methods and tech that meet standards. Make evidence-based teaching normal. Action: Change old ways with digital tools for better teaching. Offer ongoing training to help teachers adapt.

4. Connect

Build a community that embraces tech in teaching. Make sure students, staff, and families feel included and important. Action: Get everyone involved in updating teaching methods. Share how tech changes teaching and learning for the better. Enlist students and staff to tell their stories.

Reflection

If Emil had the support of such a structured process, his job might have been secure. More importantly, the whole campus would have benefited. Looking back, I see there was more I could have done for his success. His team would have enjoyed better, data-informed teaching methods paired with digital tools, and the students would have benefited from improved learning. What’s more, a community of leaders could have grown. See the application of Driving Effective Change Model to Emil’s situation.

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The WOOP method can help individuals work through goal setting for personal or professional goals.
CTO/CIOLeadership

Goal Setting with WOOP

by Dr. Bruce Ellis
written by Dr. Bruce Ellis

At times, we can all be overwhelmed with more tasks and goals than we have time for. And it can often feel as if several should take priority. Regardless of your leadership role, setting clear goals and working strategically toward them is crucial for many reasons. Let’s look at one strategy, the WOOP method, that you might find helpful in setting and meeting goals.

What is WOOP?

The WOOP model, developed by psychologist Gabriele Oettingen, is a practical and evidence-based approach for setting and achieving goals effectively. WOOP stands for “Wish, Outcome, Obstacle, Plan.” This method is very simple to understand and implement. Some individuals may have mistakenly believed that the WOOP model is only suitable for personal goals. However, it can be applied effectively to professional goals as well. As the acronym suggests, it involves four key steps. Let’s look at how these steps can apply to technology leadership.

Step 1: Identify the wish.

As a technology leader, start by clearly defining the goal or objective you want to achieve. You can do this best by identifying the needs of your school, department, district, or yourself and going from there. For example, your wish could be related to purchasing, device deployment, hiring, improving team efficiency, boosting morale, or increasing satisfaction through technological innovation.

Step 2: Imagine the outcome.

Visualize the desired outcome of reaching that goal. Imagine how achieving this objective will benefit your team, department, school, or district. Picture the positive impact it will have on student learning, team morale, productivity, learning outcomes, and more. If you’re unsure of the impact, consider discussing it with your team to get their thoughts. They may shed light on additional outcomes you’d not considered.

Step 3: Identify obstacles.

Recognize and analyze the potential obstacles or challenges that may hinder the attainment of your goal. These could include technical limitations, resource constraints, cybersecurity threats, budget restrictions, or even resistance to change within the organization. What might get in the way of you meeting your goal? Take time to think through these obstacles intentionally.

Step 4: Plan for success.

Create a comprehensive plan outlining the steps, stages, and strategies required to overcome these obstacles and achieve the desired goal. This plan should include allocating resources, timelines, risk mitigation strategies, and clear communication channels to ensure alignment and accountability across the team. Consider this the roadmap to your destination!

Use these 4 steps in the WOOP goal setting process to identify clear goals and objectives.

Considerations for WOOP Goal Setting

One crucial thing to remember when using the WOOP method is to remain flexible and adaptable. While it’s important to set clear goals and develop structured plans to achieve them, the reality is that circumstances can change, unexpected obstacles can arise, and priorities may shift. So, be prepared to reassess and adjust your plans as needed along the way. This might involve modifying strategies, reallocating resources, or even revisiting and refining the initial goal based on new insights or changing conditions. By maintaining flexibility and being open to adaptation, you can better navigate the complexities of goal-setting and execution, ultimately increasing your chances of success in achieving the desired outcomes.

As a school or district leader, exploring methodologies such as the WOOP method can provide valuable frameworks for enhancing productivity, decision-making, and goal attainment within your educational institution. The WOOP method offers a structured approach to goal setting and planning, helping you identify and overcome obstacles to success. By exploring this method and considering its applicability to your unique role and context, you can enhance your leadership effectiveness and drive positive outcomes for your school or district.

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Five pivotal mindset shifts can help tech directors become more effective and efficient leaders!
CTO/CIOLeadership

Five Essential Mindset Shifts for Tech Leaders in Education

by Dr. Bruce Ellis
written by Dr. Bruce Ellis

Leading any team or organization can definitely be a challenging task, regardless of your position within the hierarchy. The responsibilities that come with being a director of a department or a CEO can often feel overwhelming, especially when navigating the complexities of decision-making, resource management, and team dynamics. However, with the right approach and mindset, you can effectively manage and even mitigate some of these stressors, operating more efficiently and leading more effectively. Let’s look at five different mindsets to consider shifting to this year.

1. From Fire-Fighting to Future-Planning

Peter Drucker says, “The best way to predict the future is to create it.” That is what the new Future-Planning mindset is all about. Fire-fighting in a technology leadership context often involves reacting to immediate problems as they arise. This can mean constant troubleshooting, dealing with daily tech crises, or addressing user complaints without a moment to pause. It’s a reactive mode where strategic planning takes a backseat to urgent tasks that demand instant attention. However, the future-planning mindset is about proactively setting a course for the future of technology within the school district. It involves understanding long-term educational goals and aligning technology initiatives to support these objectives. This strategic approach helps anticipate needs, mitigate risks before they become issues, and ensure that the technology infrastructure is robust and scalable to meet future demands.

In order to make the shift, consider these three steps:

How to shift from a fire-fighting to a future-planning mindset.
  1. Evaluate and Prioritize: Take stock of the current technological challenges and distinguish which are merely urgent from those that are important. Prioritize initiatives that align with long-term educational goals.
  2. Develop a Roadmap: Craft a strategic technology roadmap that outlines progress milestones. This roadmap should dovetail with the district’s educational objectives and include input from a wide range of stakeholders.
  3. Foster Forward Thinking: Instill a culture of anticipatory and strategic thinking within your team. Encourage and support training that focuses on future trends and strategic implications of today’s tech decisions.

As you work to make this mindset shift, set aside dedicated time each week to focus solely on strategic planning. This time should be uninterrupted and treated as a critical part of your role. It’s the space where you can think deeply about the ‘big picture’ and how each step you take is building towards it.

2. From Hands-On to Hands-Off

The hands-on approach typically involves a leader who is deeply involved in the day-to-day operational tasks, often taking on technical problems directly. This can include personally managing IT projects, troubleshooting, and getting involved in the details of technology management, which leaves little room for broader leadership responsibilities. Embracing a hands-off approach allows a leader to step back and focus on strategic leadership, which can lead to better resource allocation, more effective team development, and the ability to guide larger, district-wide technology initiatives. It emphasizes the importance of empowering team members to take ownership of tasks and make decisions, fostering a sense of responsibility and professional growth.

Because this shift may be a struggle for many, keep in mind these three steps that are critical to a successful transformation:

How to shift from a hands-on to a hands-off mindset.
  1. Delegate Effectively: Identify tasks that can be delegated to team members with the right skills and experience. Clearly communicate expectations and provide the necessary resources for them to succeed.
  2. Empower Your Team: Build confidence in your team by providing opportunities for decision-making and problem-solving. Encourage autonomy while maintaining support and guidance when needed.
  3. Monitor Progress: Keep track of delegated tasks and projects with regular check-ins, rather than constant oversight. This ensures accountability without micromanagement.

Steve Jobs captured the essence of this mindset shift when he said, “It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.” Learn to rely on the collective intelligence and expertise of your team. And, as you can imagine, trust is key in a hands-off approach. Build trust with your team by demonstrating confidence in their abilities and being open to their methods of problem-solving, which may differ from your own.

3. From Quick Fixes to Creating Ecosystems

If you have a quick fix mindset, then you might find that you focus on temporary solutions to immediate problems, often without addressing the underlying issues. In a technology context, this might involve patching software, hastily implementing new tools without full integration into existing systems, or repeatedly solving the same problems without long-term improvement. The shift towards creating ecosystems involves developing and implementing comprehensive, integrated systems that address the root causes of issues and support the broader educational goals. It’s about seeing the technology landscape as a holistic entity, where each part works seamlessly with the others, enhancing efficiency, scalability, and user experience.

Quick fixers may find it difficult to slow down and focus on the bigger picture so think about following these three steps to help ease the pain of change:

How to shift from a quick fix to an ecosystem mindset.
  1. Analyze Systemically: Look beyond the surface to understand the interconnectedness of your technology systems. Identify how changes or additions affect the ecosystem as a whole.
  2. Plan Holistically: Design technology solutions with the big picture in mind. Ensure that new tools or processes are fully integrated into your existing infrastructure, supporting and enhancing the overall ecosystem.
  3. Implement Sustainably: Roll out new systems or updates in a way that ensures long-term sustainability. This includes thorough testing, training for users, and ongoing support to maintain and improve the system over time.

As you work on creating more integrated systems, ensure that your ecosystem can evolve with new technologies and educational needs without requiring a complete overhaul. Bill Gates sums this up well with his insight related to the quick fix mindset when he said, “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.” Let this be the year that you transition to a mindset that magnifies efficient ecosystems that produce long-term results.

4. From Ad Hoc to Accountable

This approach is characterized by making decisions or solving problems through improvised solutions without a consistent plan or policy in place. In technology leadership, this might manifest as sporadic technology updates, inconsistent implementation of software across departments, or reactive policies that change frequently without clear direction. This may be the default mindset because you are understaffed, overworked, and overwhelmed trying to keep things together. Shifting to an accountable mindset means establishing clear, consistent policies and procedures for technology use and management within the school district. It involves creating a structured framework that governs decision-making, ensures compliance with regulations, and aligns with educational objectives. This approach enhances transparency, reliability, and trust among all stakeholders.

This mindset shift doesn’t happen overnight so give yourself time as you move through these steps to establish an accountable mindset that will serve you well:

How to shift from an ad hoc to an accountable mindset.
  1. Establish Clear Policies: Develop comprehensive technology policies that address usage, security, privacy, and ethics. Ensure these policies are well-documented and accessible to all stakeholders.
  2. Implement Governance Structures: Set up governance bodies or committees that include representatives from various stakeholder groups. These bodies should oversee technology decisions, ensuring they align with policies and the district’s educational goals.
  3. Monitor and Evaluate: Regularly review and assess the effectiveness of technology policies and governance structures. Be open to feedback and willing to make adjustments to respond to new challenges or opportunities.

Consistency is key in transitioning to an accountable approach. Ensure that all decisions and policies are consistently applied across the district, which builds a foundation of trust and reliability in your technology leadership. Rosalynn Carter, former First Lady of the United States, offered a powerful perspective on leadership saying, “A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” Through your consistent work on developing an accountable mindset, you will help take your staff and district where they ought to be.

5. From Current Operations to Pioneering Innovation

Focusing on current operations involves managing and maintaining the current technological infrastructure and processes. It’s about ensuring that the day-to-day technology needs of the school district are met, which is crucial but can become a limiting perspective if it’s the sole focus. Shifting towards pioneering innovation means looking beyond the immediate and existing technological landscape to explore and implement new technologies and approaches that can transform educational experiences. It’s about embracing change, being forward-thinking, and seeking opportunities to leverage technology in ways that enhance learning, teaching, and administration. Though we might enjoy predictability and knowing what to expect, adopting this mindset can free us to help our district realize more potential. 

For this mindset, you will want to have folks around you who can offer insights from their perspectives. By doing so and following these steps, you can be that pioneering innovator:

How to shift from a current operations mindset to a pioneer mindset.
  1. Cultivate a Culture of Innovation: Encourage experimentation and the exploration of new ideas within your team. Celebrate creative thinking and the willingness to try new approaches, even if they don’t always succeed.
  2. Stay Informed and Connected: Keep abreast of the latest trends in educational technology by attending conferences, participating in professional networks, and reading industry literature. Bringing fresh ideas into the district is easier when you know what’s out there.
  3. Implement Pilot Programs: Test out new technologies or teaching methods on a small scale before rolling them out district-wide. Pilot programs can provide valuable insights into what works and what doesn’t, allowing for adjustments before significant resources are committed.

William Pollard, a physicist, priest, and member of the Manhattan Project, remarked, “Without change, there is no innovation, creativity, or incentive for improvement.” Those who initiate change will have a better opportunity to manage the change that is inevitable. Learn to have this mindset so that you can be a part of managing the very change that needs to take place to take your students to the next level. Innovation is rarely a quick or linear process. It requires time, experimentation, and sometimes, a tolerance for failure. The key is to learn from each experience and to keep pushing forward. Be patient and persistent.

What mindset will you adopt?

As technology leaders in the dynamic realm of education, it’s essential to pause and reflect on our current approaches to leadership and management. Each of these five mindsets presents a unique lens through which to examine our practices. Consider which of these shifts resonates most with your current situation. Which aspects of your leadership style might be rooted in reactive, short-term thinking? How could embracing a more strategic, forward-looking approach benefit your team, your students, and the broader educational community? Making the commitment to shift your mindset is the first step toward transformative leadership that not only addresses today’s challenges but also anticipates and innovates for the future of education.

And, if you need to connect with others in the process as you consider the transition, be sure to take advantage of the TCEA Community group just for CTOs and Technology Directors.

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As a proud Champion Outreach Partner to SpeakUp!, TCEA encourages school leaders to take their survey for leaders and sign up for a free webinar series on NETP and SpeakUp! Survey Data.
CTO/CIOEducational ResearchEquity, Diversity, InclusionLeadership

2024 SpeakUp! Survey for K-12 Leaders

by Matt Russell
written by Matt Russell

As we navigate through the intricate landscape of K-12 education, a recurring question emerges. One that resonates deeply with educators, administrators, and stakeholders alike: “What K-12 education concerns keep you awake at night?” This probing inquiry has been a cornerstone of the SpeakUp! research project for years, revealing pivotal insights into the evolving challenges and priorities within the education sector. From school safety to student learning loss, teacher retention, effective parent communication, and the ever-looming threat of cyber incidents, the concerns vary. Yet, a persistent issue stands out—digital equity.

The NETP Addresses Digital Equity

In an era where the call for equal opportunities grows louder, the recently unveiled National Educational Technology Plan (NETP) casts a spotlight on digital equity in education. The plan, developed with contributions from Project Tomorrow, advocates for leveraging technology in classrooms to foster inclusive learning environments that cater to all students. This emphasis on addressing digital inequity is a testament to our collective aspiration for a fairer education system.

But the question looms: Is your district equipped to confront these equity challenges and heed the NETP’s recommendations?

SpeakUp! Leaders Survey Address Digital Equity Issues

Participate in the 2023-2024 SpeakUp! Surveys open through May 31, 2024!

TCEA, as a Champion Outreach Partner of SpeakUp!, presents an invaluable tool to gauge your readiness—the SpeakUp! Leader Survey. This concise, 12-minute survey offers district administrators and school leaders a unique opportunity to assess their preparedness to tackle digital equity issues. Upon completion, participants will receive a Digital Equity Readiness report card, at no cost, providing a comprehensive evaluation of their district’s capabilities.

FREE Webinar Series on NETP and SpeakUp! Data

To delve deeper into the intricacies of the NETP and how the SpeakUp! data can serve as a catalyst for addressing equity concerns in your district, TCEA invites you to join a forthcoming webinar series. This enlightening series, “Leveraging the NETP and SpeakUp! Data to Address Equity Issues in Your District,” offers three sessions to fit your schedule:

  • Friday, March 1, at 1:30 p.m. PT / 4:30 p.m. ET / 3:30 p.m. Central
  • Thursday, March 7, at 11 a.m. PT / 2 p.m. ET / 1 p.m. Central
  • Monday, March 11, at 2 p.m. PT / 5 p.m. ET / 4 p.m. Central

Gain insightful knowledge on the synergy between the NETP and SpeakUp! Surveys, including the innovative Leaders Survey. And discover how these resources align with the NETP’s vision. Furthermore, the session will elucidate the benefits of the Digital Equity Readiness report card, empowering your leadership team to make informed decisions and take meaningful action toward achieving digital equity in your district.

Register for the Webinar Series

Join us in this transformative journey to bridging the digital divide and fostering an equitable learning environment for every student. Register today and take the first step toward realizing the full potential of educational technology in your district.

Register Now!
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