Cargando…
Guiding Change in Special Education : How to Help Schools With New Ideas and Practices.
This practical, step-by-step guide illustrates and describes the seven stages of school change and provides explanations and advice for incorporating each stage into your change process.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Thousand Oaks :
SAGE Publications,
2003.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover
- Contents
- Foreword
- Acknowledgments
- About the Authors
- Introduction
- Case Study CS
- Stage 1
- Care: Establishing the Need for Action
- Someone Must Care Enough to Make it all Worthwhile
- A Three-Step Model of Change: Unfreeze-Move-Refreeze
- Unfreezing: Often the First Task of a Linking Agent
- Moving: Only Possible if There is Openness to Change
- Refreezing: Making Sure That What Comes in Stays in
- How School Systems Show (and Don't Show) That They are in Trouble
- When Everything Seems Fine
- When Concerns are all over the Lot
- When Concerns are Not What They Seem
- When Concerns are Very Intense
- Inside versus Outside Forces
- Inside Forces
- Unforeseen Inside Events
- Outside Forces
- Linking Agent as Connector and Orchestrator of Forces
- Whose Responsibility? The Value Issues in Helping
- Care: Summary
- Stage 2
- Relate: Building a Relationship
- Build a Good Relationship with the People You are Trying to Help
- Relating to the Primary Group
- Diagram Your School or School District as a Social Network
- Linker Configurations
- The General Education Teacher as Linker
- The Special Education Teacher as Linker
- School Counselor as Linker
- The School Principal as Linker
- Special Linker Role at the District Level
- Linkers at other Levels, other Places
- University-Based Linkers
- With Whom Should the Linker Work?
- Relating to the Larger Social Environment
- What is Your Relationship at the Very Beginning?
- Inside or Outside?
- Managing Initial Encounters
- The Ideal Relationship
- Danger Signals
- How to Size up Your Relationship
- Final Word on Relationship Building
- Relate: Summary
- Stage 3
- Examine: Understanding the Problem
- Turn Cares into Problems You can Solve
- Making a Good Diagnosis
- The Entry Phase
- Do a Quick Take
- Reach an Initial Conclusion.
- Perform a Quick Fix
- Separate the Problem from the Solution
- The Data Collection Phase
- Lay Out Your Taxonomy
- Think System
- Assemble the Data
- The Analytic Phase
- Rate the Data and Prioritize the Real Problems
- Respect the Obvious
- Beware of the Obvious
- Identify the Opportunities
- Collaborate on the Diagnostic Process
- Adopt a Linking Posture
- Search for Underlying Causes
- Rethink and Rework the Diagnosis as You Go Forward
- Making a Diagnostic Inventory
- A Definition of the Domain
- Classification and Identification of Students for Special Education Services
- Case Management
- Equalization of Opportunity
- Access to the General Education Curriculum
- Special Education Infrastructure
- Systemic Analysis: Understanding the System
- Exercise in System Analysis
- A Data Collection Process
- Low-Profile Approaches to Collecting Diagnostic Data
- High-Profile Approaches: Acquiring Systematic Diagnostic Information
- A Set of Rating Dimensions
- Rating Dimensions (for any Area)
- Creating a Diagnostic Matrix/Checklist That Points to Solutions
- Integrating Diagnosis with the other Stages
- Some Pitfalls in Diagnostic Analysis
- Examine: Summary
- Stage 4
- Acquire: Seeking and Finding Relevant Resources
- The Money Theory of Change
- Educational Systems as Economic Entities
- What is Wrong with the Money Theory?
- Hard Money, Soft Money
- Innovating on Hard Money
- Innovating on Soft Money: How New Money is Supposed to Change Things
- Pump Priming: How Soft Money is Supposed to Work
- The Linker's Role with Respect to Money
- The People Theory of Change
- Good People to Run the Project
- Modelers of the Change and the Process of Change
- People as Experts and Expert Information Services
- Acquiring and Using Experts Wisely
- What's Wrong with the People Theory?
- Search the Internet for People Resources
- The Knowledge Theory of Change
- A Knowledge Acquisition Strategy
- How to Build a Better Awareness of the Resource Universe
- Homing in on a Specific Problem and Solution
- Acquiring Materials (= Packaged Knowledge)
- Comparing Alternative Materials
- Using Electronic Resources
- Building a Permanent Capacity for Resource Acquisition
- Helping a System Learn More about Resources and Resource Retrieval
- Acquire: Summary
- Stage 5
- Try: Moving from Knowledge to Action
- Giving a Fair Trial to a Well-Considered Solution
- Choose
- Assemble and Order the Relevant Findings
- Derive Implications from the Research Knowledge Base
- Generate a Range of Solution Ideas
- Pretrial Feasibility Testing: Comparing and Selecting the Best
- Degree of Benefit Promised
- Validity and Reliability of the Promise
- Comparability of Need
- Comparability of Setting
- Resources Required
- Resistance Factors
- Compatibility with Past and Present Innovations
- Diffusibility
- Doability
- Showability
- Adapt
- Respect the Developers and Minimize Redevelopment
- Repackage and Relabel
- Plan the Implementation
- Importance of a Written Plan
- Importance of a Shared Plan
- Importance of a Flexible Plan
- Components of a Good Plan
- Accepting Risk
- Overcoming Inertia
- Training
- Timing
- Accepting Stumbles
- Recognizing and Managing Resistance
- Protecting the Trial and the Integrity of the Test
- Connecting the Trial to the Outside: Publicity
- Evaluate
- What is the Process?
- How can You Evaluate Process?
- Preserve Documentation
- Keep a Diary
- Use the Written Plan
- What are the Outcomes?
- Program-Specific Outcomes
- General Outcomes-Positive
- General Outcomes-Null
- General Outcomes-Negative
- Can You Measure Outcomes?
- Standardized Tests of Knowledge, Reasoning, and Performance
- Ad Hoc Tests
- Assumptive Outcome Assessment
- Extension, Copying, and Diffusion as Inferred Positive Outcomes
- Cautions on Evaluation
- Using the Results
- Sharing with Your Team
- Package the Findings
- Share Results with a Larger Sphere of System Stakeholders
- Try: Summary
- Stage 6
- Extend: Gaining Deeper and Wider Acceptance
- Issues about Adoption and Diffusion
- Solidifying Adoption at the Trial Site (Keeping Going)
- Expanding Change at the Trial Site (Going Deeper)
- Extending the Trial to Proximate Sites (Follow-on Adoption)
- Extending Adoption to the Larger System (Diffusion I)
- Going Wider: Strategies and Tactics (Diffusion II)
- Solidifying Adoption at the Trial Site (Keeping Going)
- Learning from the First Trial
- Committing to a Second Round
- Staying Flexible
- Recycling the Major Steps of the Trial Stage as the Linker Backs off
- Internalizing
- Improving Chances for Continuation
- Expanding Change at the Trial Site
- Readapt the Innovation
- Shift Gears
- Change Your Implementation Strategy
- Adding More Innovative Features to the Core
- Adding More Adopters at the Trial Site
- Moving toward More Systemic and Fundamental Improvements
- Extending the Trial to Proximate Sites (Follow-on Adoption)
- How Individuals Accept Change and Adopt Innovations
- Matching Change Agent Activities to Adoption Steps
- Using the First Trial to Launch Wider Diffusion and Greater Impact
- Extending Adoption to the Larger System
- How Groups Accept Change and Innovation
- How the Linker can Gain Group Acceptance
- Variations of the Adoption Curve
- Competition, Coexistence, and Market Dominance
- Characteristics of Winners in the Innovation Marketplace
- Adopters Who Do Not Fit the Pattern
- The Interaction of Development and Diffusion.
- Going Wider: Strategies and Tactics (The Second Stage of Diffusion)
- Written and Oral Presentations
- Video and Film
- Demonstrations
- Person-to-Person Contacts
- Group Discussion
- Conferences, Workshops, and Training Events
- The New World of Electronic Media
- Orchestrating a Multimedia Program
- Extend: Summary
- Stage 7
- Renew: Encouraging Ongoing Change
- How Do Systems Absorb Changes?
- Improve the Process
- Retrospection
- Redesign of the Process
- More Inclusive Outreach
- Keep the Change Fresh
- Bring in New Blood
- Respond to Changes in the Local Environment
- Be Open to Redefining the Social unit to Whom You are Linking
- Be Open to Redefining the Nature of the Concern
- Be on the Alert for New Resources and Knowledge Sources
- Be Ready to Reshape and Repackage the Innovation
- Create a Self-Renewal Capacity
- A Positive Attitude toward Innovation
- A Change Function Internal to the Host System
- Inclination to Seek External Resources
- A Positive View of the Future
- From Item Change to System Change
- What are System Changes?
- Taking on the Most Fundamental Concerns of a System
- Redoing the Organizational Chart
- Redoing Budgets
- Changing the Rules
- Installing the Change Function
- Regenerating the Authority and Acquiring Long-Term Legitimacy
- Recommitting the Resources
- Solidifying New Roles
- Reconfiguring and Integrating
- Orchestrating the Process
- Terminating and Moving on
- When Do You Begin to Disengage?
- How Do You Disengage?
- Renew: Summary
- Summary and Synthesis
- References
- Index.