Professional
Development that
Changes Practice
Workshop Packet
2
FOR RESOURCES ON COACHING AND MORE FROM BRIGHT MORNING:
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citation to Elena’s work.
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TABLE OF CONTENTS
Document Title
Page
Agenda for Day 1
4
Agenda for Day 2
6
Learning Record for Day 1
8
Grab the Big Ideas for Day 1
9
Learning Record for Day 2
10
Grab the Big Ideas for Day 2
11
DAY 1
Key Tests for Effective Professional Development
12
Application of Research Implications
14
Adult Learning Principles and Implications for Leaders
15
Identify Your Core Values
17
Your Role and Your Values
18
Ways of Being
19
How You Show Up
20
Notes on “The Power of Vulnerability” by Brené Brown
21
15 Ways to Build Trust
22
Inclusive Teams Survey
23
Planning Questions
25
DAY 2
Examples of Outcomes
26
Outcomes Practice Page
27
Crafting Agendas Note-Taker
28
Checklist for Facilitating Meetings and Professional Development
29
Don’t Forget the Facilitator’s Agenda
31
Sample Facilitator’s Agenda
32
Facilitator Dispositions
34
Expansive Listening
35
Ways to Shift Discourse
36
General Coaching Stems
37
Response Stems
38
Your Relationship with Conflict
39
Cultivate Healthy Conflict Action Plan
40
Evaluating Professional Learning Note-Taker
41
Evaluating Professional Learning Brainstorm List
42
Synthesis and Action Plan
43
Poem: Standing at the Gates of Hope
44
Extra Note-Taking Page
45
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Professional Development that Changes Practice
A Bright Morning Workshop | Presented by Lori Cohen
INTENDED OUTCOMES:
Cultivate optimal conditions for learning.
Choose and build buy-in for effective professional development goals.
Design learning structures and agendas aligned with principles of adult
learning.
Refine your communication skills.
Develop skills to encourage productive conversation and learning.
Identify ways to gather data and reflect on the effectiveness of professional development.
Hone your leadership identity, grounded in your core values.
AGENDA—Learning Block 1
Setting the Foundation: Conditions for Learning
What
Why
How
Materials
Grounding in Our Purpose
§ Welcome and introductions
§ Agenda review
§ Learning record
§ Intentions
§ Community agreements
Pull back the curtain
To set up our learning
space, get fully present and
prime our minds for
learning. To identify
strategies that can prime
participants for learning.
Whole group connection
Breakout group sharing
Individual reflection
ü Agenda
ü Learning Record
Choose a Focus for Impact
§ Key ideas in JWL essay
§ Apply key ideas in your work
To ensure we make wise
choices about the content
and structure for our
professional development
by using a set of research-
based guidelines.
Individual reading and reflection
Breakout group discussion
Whole group sharing
ü Key Tests for Effective Professional
Development
ü Application of Research Ideas
Adult Learning Theory
§ Indicators of a Learning Organization
§ Discuss pre-work reading
§ A useful planning tool
To develop key knowledge
that will improve the quality
of our PD and help ensure
maximum impact.
Individual reflection
Application and reflection in
breakout groups
ü Adult Learning Principles and
Implications for Leaders
ü Indicators of a Learning
Organization, from pre-work
ü The Art of Coaching Teams, pp. 188-
194 from pre-work
Community Agreements:
Ø Take care of yourself
Ø Engage fully and take risks
Ø Be present
Ø Be mindful of other learners
5
Closing for Now
§ Reflect on intentions
§ Grab the Big Ideas
§ For our next learning segment
To hit pause on our work
together and prepare for
the next learning block
Individual reflection and note-taking
ü Brené Brown TED Talk
ü 15 Ways to Build Trust
ü Inclusive Teams Survey
AGENDALearning Block 2
Setting the Foundation: Your Role as a Leader
Time
What
Why
How
Materials
00:00
00:45
01:45
Develop Your Leadership Identity
§ Yes, you’re a leader!
§ Core values
§ Your values and your role
§ Practice
To ground yourself in your
core values. To practice
framing the why, or the
importance of professional
learning.
Individual reflection
Small group share
Practice in trios
ü Identify Your Core Values
ü Your Role and Your Values
ü Ways of Being
Quick stretch break
Creating a Brave Learning Space
§ The role of vulnerability in learning
§ Storytelling
§ 15 Ways to Build Trust
§ Inclusive Learning Spaces
To build trust and reflect on
our ability to create a brave
learning space for all.
Shared video experience
Breakout group sharing
ü Notes on “The Power of
Vulnerability”
ü 15 Ways to Build Trust
ü Inclusive Teams Survey
Closing Routines
§ Reflection on learning and intention
§ Feedback
§ Preparation for tomorrow
To capture our learning
from today, reflect on the
experience and provide
feedback.
Individual Reflection
Whole Group Share
ü Learning Record
ü Grab the Big Ideas
ü Feedback Poll
ü Packet
6
Professional Development that Changes Practice
A Bright Morning Virtual Workshop | Presented by Lori Cohen
INTENDED OUTCOMES:
Cultivate optimal conditions for learning.
Choose and build buy-in for effective professional development goals.
Design learning structures and agendas aligned with principles of adult
learning.
Refine your communication skills.
Develop skills to encourage productive conversation and learning.
Identify ways to gather data and reflect on the effectiveness of professional development.
Hone your leadership identity, grounded in your core values.
AGENDALearning Block 3
Effective Design and Facilitation Practices
Time
What
Why
How
Materials
00:00
0:30
01:20
Opening Routines
§ Welcoming and grounding
§ Agenda review
§ Personal Inquiry Question
§ Community Agreements
§ Intentions
§ Feedback Review
To ground ourselves,
connect and transition into
a learning space.
Reflection and connection
Partner talk
Breakout groups
ü Agenda
ü Learning Record
Crafting Agendas for Learning
§ What makes a great agenda?
§ Backwards planning from effective
outcomes
§ Key principles of planning an agenda
§ A new planning tool
§ The facilitator’s agenda
To identify elements of
effective agenda design and
expand our thinking about
planning.
Small group brainstorm
Facilitator share
Breakout group talk and application
ü Examples of outcomes
ü Outcome practice page
ü Crafting agendas notetaker
ü Checklist for Facilitating Meetings
and Professional Development
ü Don’t Forget the Facilitator’s Agenda
Effective Communication: Listening
& Responding
§ Expansive Listening (15)
§ Listening Practice
§ Practice: responding to unhelpful
statements
To develop greater
intentionality with how we
listen and expand
possibilities for responding.
Note-taking
Individual reflection
ü Facilitator Dispositions
ü Expansive Listening
ü Ways to Shift Discourse
Community Agreements:
Ø Take care of yourself
Ø Engage fully and take risks
Ø Be present
Ø Be mindful of other learners
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Closing for now…
§ Grab the Big Ideas
§ Preparation for our final block
To reflect on learning from
this session; to prepare for
next session
Note-taking and reflection
ü Guskey article (pre-work)
ü Art of Coaching Teams pp. 245-56
(pre-work)
AGENDALearning Block 4
Effective Facilitation (cont’d) and Evaluating Professional Development
Time
What
Why
How
Materials
00:00
00:30
01:05
01:40
Effective Facilitation Part II:
Cultivate Healthy Conflict
§ Your relationship with conflict
§ Your action plan
To gain self-awareness of
your own relationship with
conflict and how that
impacts your leadership.
To create an action plan
for cultivating healthy
conflict.
Individual Reflection
Breakout Discussion
ü Your Relationship with Conflict
ü Reading from pre-work, The Art of
Coaching Teams, chapter 12
ü Cultivate Healthy Conflict Action
Plan
Evaluating Professional Learning
§ Big Ideas in Guskey’s article
§ Implications for your work
To begin planning for how
you’ll evaluate your
professional learning using
a new framework.
Individual application
Breakout groups
ü Guskey article
ü Evaluating Professional :earning
notetaker
Synthesis and Next Steps
§ Identifying big learnings
§ Determining next logical steps:
developing an action plan
To apply new learning and
end the day feeling
energized and ready to
take action.
Breakout groups
ü Synthesis and action plan
ü Learning packet
Closing Routines
§ Poetry as Closure
§ Reflection on learning and intention
§ Appreciations
§ Feedback
To capture our learning
from today, reflect on the
experience and provide
feedback.
Individual Reflection
Whole Group Share
ü “Standing at the Gates of Hope”
ü Learning Record
ü Grab the Big Ideas
ü Feedback Poll
ü Packet
8
Learning Record | DAY 1
Personal Inquiry Question:
Intention:
Insights Into Personal Inquiry Question:
Reflection on Intention: (Did you notice yourself holding your intention at any point? How did holding
an intention help you?)
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GRAB THE BIG IDEAS! DAY 1
Topic
Big Ideas
Next Step or How I Can Use this Idea
10
Learning Record | DAY 2
Insights Into Personal Inquiry Question:
Reflection on Intention: (Did you notice yourself holding your intention at any point? How did holding
an intention help you?)
Personal Inquiry Question:
Intention:
11
GRAB THE BIG IDEAS! DAY 2
Topic
Big Ideas
Next Step or How I Can Use this Idea
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Key Tests for Effective Professional Development
Adapted from “Professional Community and Professional Development in the Learning Centered School,”
by Judith Warren Little
Does it make headway on school goals and problems? “A key test of professional development lies in
its capacity to mount a strong, collective response to schoolwide problems or goals.” (p 2) Is the
professional development focus informed by observation and data about student growth and student
needs within the school? “Professional development is more effective in changing teachers’ classroom
practice when it has collective participation of teachers from the same school, department, or grade; and
active learning opportunities, such as reviewing student work or obtaining feedback on teaching; and
coherence, for example, linking to other activities, (school goals or problems) or building on teachers’
previous knowledge.” (p 8)
Does it increase teachers’ capacity to make skilled, intentional decisions about teaching and
learning in their classrooms? “The quality of a school’s teaching staff can be judged by the depth and
breadth of knowledge, skill and judgment that teachers bring to their work…One test of professional
development is whether teachers …come to know more over time about their subjects, students, and
practice and make informed use of what they know” (p. 2).
Does it build knowledge and understanding around the “instructional triangle?”
Pedagogical content knowledge “The first relationship centers on teachers’ understanding of subject
domains for purposes of teaching…. Teachers benefit from in-depth understanding of subject-specific
concepts and from an understanding of how to help students learn them.” (p 3) “Teachers must find a
way to connect the subjects they teach to students’ ideas and experience in ways that build deep
conceptual understanding and build skill and competence…. Pedagogical content knowledge is the
practical knowledge that enables teachers to transform the content and epistemology of a subject
discipline for purposes of teaching.” (p 7) This implies that teachers need to deeply understand their
subject content and how their students think and process.
Student thinking and learning The second relationship “centers on teachers’ grasp of student thinking
and learning. This relationship puts students’ interactions with the content of the curriculum into the
foreground… It involves close, collective examination of students’ thinking by means of what students say
and do and the work they produce.” It prioritizes “systematic attention to student learning and to
students’ responses to the instructional activities intended to promote that learning.” (p 6) “Effective
teachers know much more than their subjects, and more than ‘good pedagogy.’ They know how students
tend to understand (and misunderstand) their subjects; they know how to anticipate and diagnose such
misunderstandings and they know how to deal with them when they arise.” (pgs. 8-9)
Understanding and responding to student diversity “The third relationship focuses on teachers’
understanding of and responsiveness to the students they teach, with special emphasis on
understanding the nature and significance of student diversity…this relationship represents the broadest
terrain by encompassing the many sources of student diversity cultural, linguistic, cognitive and more
that present resources and challenges for teaching and learning.” (p 6). Effective professional
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development focuses on building relationships in the classroom that does not ignore identity and
diversity. It aims to increase knowledge, self-awareness and cultural competency to ensure every child is
represented in the curriculum, finds meaning in the curriculum and feels respected and valued for who
they are.
Does it cultivate professional community? This “refers to close relationships among teachers as
professional colleagues... these relationships are oriented toward learning.” (p 15) Teachers share a
sustained commitment to students, and toward flexibility and growth in service of students. They
“routinely question and challenge teaching routines when they prove ineffective with students.” (p 16)
“Such communities embrace collective obligation for student success and well-being and develop
collective expertise by employing problem-solving, critique, reflection, and debate.” (p 16) This implies
teachers are comfortable with a certain level of vulnerability and healthy conflict.
In a healthy professional community, teachers feel a sense of mutual accountability for continuous
learning and growth as a group.
Does it sustain and nurture professional commitment? “Individuals experience PD… in conditions
that either bolster or erode commitment to teaching over time…The test of PD lies in teachers’ access to
PD opportunities that afford them satisfaction, support, and stimulation…” (p 3) Does it tap into their
values? Support and nurture them? Allow them to feel pride and ownership over their work?
Do we seek external professional development supports when needed? It is key to seek out external
PD support that is focused on new advances in knowledge about subject content, learning and teaching
as well as opportunities to understand students and their diverse communities. This implies an
awareness of one’s strengths and limitations, and when new knowledge is needed.
Is the PD focus sustained over time? Time matters. PD has a greater impact when it is sustained over
time and meets all of the additional criteria.
Your connections, questions, and implications:
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Application of Research Implications
In what ways does your professional learning initiative meet the criteria that JWL’s research offers? What
are its strengths?
What’s surprising in JWL’s research findings and implications?
In what ways might you be able to bring your professional learning into alignment with these ideas to
ensure the greatest impact?
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Adult Learning Principles and Implications for
Leaders
Adults must feel safe to learn.
When a team is forming, use structures to invite equity of participation in discussions.
Do everything you can to address power dynamics between yourself and your team.
Show up as a learner in this space. You are also a learner.
Establish and use community agreements; have a process observer during meetings.
Pay attention to feelings and cultivate your team’s emotional intelligence.
Adults come to learning experiences with histories.
Find out what people know and can do.
Create opportunities for people to tell stories and share past experiences.
Invite people to take on roles and responsibilities within the team that match their skill set.
When a team is forming, facilitate discussions about previous experiences working in teams.
Begin activities, discussions, and readings by asking people to activate their background knowledge
and make connections between what they’re learning and what they already know.
Adults need to know why we have to learn something.
Include a section on agendas that articulates the reason for each activity.
At the start of each meeting or PD session, share your reason for the learning, and give learners an
opportunity to make meaning of what they’ll do and how it might help them.
Draw a connection between that day’s learning and the school’s goals, mission or visions.
At the start of PD sessions, ask participants to identify a challenge they’re facing that the day’s PD
might address. As them to reflect on their connections at the end of the session,
Connect the learning to previous questions and challenges that members of the group have raised.
Adults want agency in our learning.
Ask members to reflect on how they learn best. Be responsive to their needs.
Guide participants to identify their areas for growth and professional learning goals.
Ask for input and feedback in person and anonymously.
Use all kinds of data to help adults make decisions about their learning.
Invite people to name their colleagues with whole they want to collaborate or learn.,
Give participants surveys to assess their learning needs.
Adults need practice to internalize learning.
On any agenda, include time to practice new skills and time to reflect.
Reduce the number of objectives on an agenda.
Contain the new information to less than a third of the meeting time, and use the rest of the time to
practice, make meaning of the information, and draw connections.
Close learning sessions with quiet writing time, and ask participants to name their takeaways and
ideas about how they’ll apply their learning.
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Use structures such as role plays where participants give each other feedback.
Adults have a problem-centered orientation to learning.
Facilitate processes for educators to identify the problems in their schools, teams, or departments.
Engage team members in naming their individual challenges and areas for growth.
Balance meeting time that builds skill that can be applied immediately with opportunities for
reflection.
Use structures such as the consultancy protocol which blend depth of thinking with application
Use role-play practices or other experiential activities to simulate real challenges.
Adults want to learn.
If someone seems uninterested in learning, keep reminding yourself that all adults want to learn.
If there’s low interest in learning, consider the conditions for learning- is the learning relevant? Have
participants had a say in their learning? Do they feel safe?
Find out what team members want to learn about- keep asking and asking.
Ask about previous learning experiences-as an adult and a child.
Whenever possible, make learning fun.
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Identify Your Core Values
These apply to work and personal life. This is not an exhaustive listyou may add your own
Acceptance
Achievement
Adventure
Affection
Altruism
Ambition
Appreciation
Arts
Authenticity
Authority
Autonomy
Balance
Beauty
Belonging
Caring
Celebration
Challenge
Choice
Collaboration
Commitment
Community
Communication
Compassion
Connection
Contribution
Cooperation
Creativity
Democracy
Effectiveness
Efficiency
Equality
Equity
Excellence
Excitement
Expertise
Fame
Fairness
Faith
Family
Flexibility
Focus
Forgiveness
Freedom
Friendship
Fun
Goals
Gratitude
Growth
Happiness
Health
Helping Others
High Expectations
Honesty
Hope
Humility
Humor
Imagination
Independence
Influence
Initiative
Integrity
Intuition
Interdependence
Joy
Justice
Kindness
Knowledge
Leadership
Loyalty
Making a Difference
Meaningful Work
Mindfulness
Nature
Nurturing
Order
Passion
Peace
Personal Growth
Perseverance
Personal
Development
Pleasure
Positive Attitude
Pride
Productivity
Recognition
Reflection
Religion
Respect
Responsibility
Results
Risk Taking
Romance
Self Expression
Self-Respect
Service
Sharing
Solitude
Spirituality
Success
Support
Team Work
Time
Tolerance
Togetherness
Tradition
Travel
Trust
Truth
Unity
Variety
Zest
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Your Role and Your Values
1) Describe your role as a leader of learning. What is most important about your role? What would you
like to be different as a result of your work?
2) Write about a time when you acted in alignment with one (or more) of your values at work, especially
in a challenging situation. How did holding on to your values impact you? How did holding on to your
values impact the outcome of the situation?
3) 3) In what ways do you currently act in alignment with your values at work? What will you do to bring your
values and your daily actions or way of being more into alignment? What impact do you hope this will
have?
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Ways of Being
Accepting
Appreciative
Brave
Calm
Catalytic
Cathartic
Creative
Committed
Compassionate
Connected
Courageous
Curious
Dedicated
Devoted
Empathetic
Empowering
Encouraging
Engaged
Enthusiastic
Expansive
Fair
Focused
Forgiving
Full of Integrity
Generous
Giving
Grounded
Hopeful
Holding Perspective
Honest
Humble
Humorous
Informative
Inspired
Inspiring
Intentional
Joyful
Listener
Loving
Mindful
Non-judgmental
Open
Open-hearted
Optimistic
Passionate
Peaceful
Present
Purposeful
Reliable
Responsible
Supportive
Sympathetic
Thoughtful
Trust-worthy
Urgent
Vulnerable
Warm
Wise
Other:
Other:
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How You Show Up:
Tips and ideas for being grounded, calm, warm, confident and humble (my favorite ways of being for
facilitators J)
§ Arrive early. Have the room completely ready for participants, with materials laid out, chairs set
up, water, coffee and snacks are ready, etc. Facilitator is confident she is prepared and can relax
and focus energy on welcoming participants and making connections.
§ Facilitator paces things well. Activities feel spacious with ample time for questions and discussion.
This hinges on being well-planned and not cramming too much into an agenda.
§ Facilitator listens well, with curiosity and compassion.
§ Smile! Don’t ever give anyone a reason to fear you.
§ Show vulnerability and that you are a learner, too (i.e., experiences when you struggled, questions
you’re still wrestling with, childhood stories, etc.).
§ Express excitement and share when something someone says makes you more curious or sparks
a new idea for you.
§ Plan to connect with people at each table. Circulate often throughout the room, listening, inviting
questions, building on comments…etc.
§ Ask questions that demonstrate curiosity.
§ Validate peoples’ experiences.
§ Wear comfortable clothes that you feel confident in.
§ Take tiny mindfulness moments and breathe deeply.
§ Accept not knowing all the answers. Know it is not your job to give all the answers.
How else might you want to show up? What else can you add to this?
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Notes on “The Power of Vulnerability”
by Brené Brown
Insights, ideas, questions:
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15 Ways to Build Trust
1. Know who you are and who you want to be.
2. Know each other.
3. Keep your commitments and expect others to keep theirs.
4. Be transparent about your leadership actions.
5. Clarify agendas.
6. Always ask for feedback.
7. Apologize and say you don’t know.
8. Reflect regularly on team process.
9. Foster a culture of listening.
10. Surface team members’ strengths and skills.
11. Celebrate success.
12. Acknowledge areas for growth.
13. Practice appreciation.
14. Appreciate yourself.
15. Play and have fun.
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Inclusive Teams Survey
Rate yourself as a facilitator/leader on each of the indicators from 0-5 using the following rating system:
0 = never to 5 = consistently and proficiently
Indicator
Scale 1 - 5
Notes
1. I ensure all members’ work, skills and contributions are appreciated.
2. I expect everyone (myself included) will make mistakes and help ensure
those mistakes are opportunities for learning.
3. I seek to understand my feelings if I get defensive. I recognize that
defensiveness is rooted in fear.
4. I lead the team to reflect together on our process.
5. I lead the team to reflect on the quality of our work and learning.
6. I ensure the team has a values statement that expresses the way in which
we want to do our work.
7. I make space to address peoples’ underlying concerns and feelings.
8. I accept that there are many ways to get to the same goal.
9. I notice when others do things differently and how those ways might
improve our approach as a team.
When working with people or communities from a culture that is different
from my own, I am clear that I have learning to do about the communities’
ways of doing.
I do not assume I know what’s best for a community without having
meaningful relationships within that community.
I ensure everyone knows and understands who makes what decisions in
the team or organization.
I notice when people use either/or language and push to come up with
more than two alternatives.
I notice when people are simplifying complex issues, slow things down
and encourage people to do a deeper analysis.
When faced with a decision that feels urgent, I can take a break and offer
people breathing room to think creatively.
I seek to develop the power and skills of others.
I expect conflict will happen and seek to create healthy conflict.
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Indicator
Scale 1 - 5
Notes
I encourage the team to challenge ideas and systems.
I allow space for others to raise challenging questions and concerns, even
if they aren’t shared in an “acceptable” way.
I create space for the team to reflect on how we handle conflict, before
and after.
I ensure the team is working toward shared goals and create
opportunities for people to understand how working together as a team
will improve performance.
I create space for people to reflect on how they’re showing up as team
members.
I hold the team accountable, not just individuals.
I create “Seventh Generation” thinking by asking how the actions of the
group now will affect people seven generations from now. I help people
consider all of the consequences and costs of a decision.
I help people see how our work and decisions are connected to
everything else. I promote systems thinking.
I ask those I work with for feedback on my work regularly.
I realize that everybody has a worldview and that it affects the way they
understand things, myself included. I assume everyone has a valid point
of view and that it is my job to understand that point of view.
I push myself to sit with discomfort when I do not understand the way
someone else is expressing themselves or their worldview. I seek
understanding.
I understand that discomfort is at the root of all growth and learning.
I seek to deepen my understanding and analysis of racism, sexism and all
oppression and how my own experience fits into the larger context of
power, privilege, and oppression.
I do not take things personally.
Adapted from Tema Okun and Kenneth Jones’ tool, “White Supremacy Culture” (2001) from changework’s
dismantling racism workbook.
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Planning Questions
1. What’s the hardest thing about a PD initiative you’re currently leading, planning for, or
anticipating leading? What big problems are you trying to solve? Who is defining those
problems? What other ways are there to see these problems?
2. What’s your dream for this PD? Think about the best learning experience ever (the stories you
told and heard this morning). How do you want people to feel? What do you want them to say
about this PD? What do you want them to be capable of?
3. What fears, doubts, worries, or negative mindsets will you need to let go of in order for this to
be an awesome learning experience for people?
4. What content will you focus on? How will you build professional community through this PD?
Go back to the Key Tests for Effective PD and ensure that your initiative is focused in such a
way that teachers have more agency, more knowledge, more capacity for reflective, informed
decision making about instruction and classroom relationships.
5. Plan with your values in mind. What are your values? How will they show up in your planning?
In your leadership around this initiative?
6. Choose 1 3 top ways of being that would help you be a successful leader of this learning
initiative. Who do people most need you to be? What will it take for you to be that person?
7. Where does adult learning theory show up in your existing plans? Where will you incorporate it
if you’re just beginning to plan or considering a future plan?
8. How will you create a safe learning space? How will you model vulnerability and intentionally
build trust among the group? How will you continuously monitor how safe people feel? What
can you do to ensure equity, attention to process, and to create optimal learning conditions for
all? (consider the additional resource here: inclusive teams survey)
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Examples of Outcomes
Original Outcome
Improved Outcome(s)
Discuss our professional development plan
for the new writing curriculum.
To evaluate and offer input into our professional
development plan for the new writing curriculum.
To look at our formative assessment data.
To identify evidence of student learning in our target
growth areas.
To identify our instructional practices that best
facilitated this growth.
To celebrate progress!
To seek understanding about student thinking in the
case of misunderstanding or lack of growth in target
growth areas.
To review Ms. G’s classroom video.
To analyze Ms. G’s classroom video for evidence of high
level student discourse and name teacher moves that
supported it.
To learn new strategies for questioning.
To practice and get feedback on asking questions to
understand student’s math reasoning.
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Outcomes Practice Page
Improve these outcomes, share and get feedback within your small group:
1) To understand how to use the new reading assessments.
New outcome:
2) To learn new strategies for teaching persuasive writing.
New outcome:
3) To understand the elements of inquiry-based science instruction.
New outcome:
4) To share about focal students.
New outcome:
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Crafting Agendas Note-Taker
Key Point
Notes
Which of these most resonates with you right now?
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Checklist for Facilitating Meetings and
Professional Development
Opening
o How will I know who is in the room and what they’re bringing in with themas far as their
backgrounds, experiences, and feelings about the session? How do I get that information?
o How do I communicate the session’s objectives and activities?
o How do I share where these objectives and activities come from?
o How do they see how these objectives are relevant to their work and where the learning will be
applicable?
o How do I communicate expectations for behavior, norms, and engagement?
o Are there any norms that need to be requested (confidentiality?) and agreed on?
o Are there any other decision-making moments in the day? If so, how will they be decided?
o How do I make this an emotionally safe space?
o How do I show up as a compassionate listener?
o How do I communicate what to do with questions, concerns, and requests? What structures capture
these?
o How do I help participants get grounded and present for the session’s learning?
Pacing and Tone
o How are participants seated? Random groups or predetermined? Can these change during the
session?
o Do participants move physically throughout the day? Do people get up at least every 60 minutes?
o Does any segment go for more than 20 minutes without a shift?
o If participants don’t know each other, what do they need to know in the beginning? (Names?)
Collaboration
o Are there structures for participants to learn from each other?
o How often do they talk to each other? How much of that talk is structured and how much is open?
o What is the purpose for each talk time (e.g., meaning making, story telling, reflection, planning)?
o Are meaning-making talk times varied in the numbers of participants who are engaged? Are there
opportunities for dyads, pair shares, trios, small groups, whole group?
o Are there opportunities to hear from each other in a nonverbal way (e.g., a chalk talk)?
o Are there opportunities to role-play?
o Can participants coach each other? How do I set this up to be safe?
o Is there a “problem” that participants can solve together?
o Do participants have a chance to tell their stories? Does some of the talk invite personal stories?
Learning
o When do participants have choice during the day? Where do they get to direct their learning?
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o How will participants remember what they learn?
o How can they have some experiences during the same day when they can apply their learning?
o Are there different ways for participants to experience input (e.g., reading, listening, watching a
video or role-play)?
o How many visuals am I using? Are there a few memorable visuals?
o How many stories will I tell? When will I tell stories? For what purpose?
o Is there an opportunity to visualize some piece of the new learning?
o Can metaphor, simile, analogy be incorporated as a way to make meaning or remember learning?
o When can a graphic organizer be used?
o Are there opportunities for participants to write?
o Is there an opportunity to incorporate drawing?
o Are participants given an opportunity after every input piece to make meaning and capture
learning?
Shifting Energies
o Are there moments when we might laugh? How can I plan for laughter?
o Is there an opportunity to include a video?
o When could I play music?
o Can I use quotes, a short story, or poetry to engage participants in reflection and discussion?
o What can I do after lunch to avoid the sleepy slumber?
o Is there an opportunity for a walk and talk?
Closing
o How do I solicit the support that participants need to continue their learning?
o How will participants recognize and reflect on their learning during the day?
o How will they be able to assess how much they’ve learned?
o How will participants offer me feedback?
o How will I close the day and appreciate their participation?
o How can participants appreciate each other?
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Don’t Forget the Facilitator’s Agenda
Excerpt from The Art of Coaching Teams, pgs. 236-237
I’ve coached many leaders who tell me that they don’t need to create a facilitator’s agenda
because it’s all in their heads. Even though it might be in there, often during a meeting, what’s in
their head gets muddled and forgotten. After the meeting they reflect that they didn’t say
everything they wanted to say or hadn’t thought through a specific step of the agenda. “Next time
put it down on paper,” I insist, being very directive in my coaching.
A facilitator’s agenda differs from a participant’s agenda because it includes the precise
time allotment for each activity and section and your detailed notes about procedures: for
example, how you’ll create pairs, the order for sharing ideas. Your agenda also includes your
talking points and framing comments. You’ll especially want to think about transitions between
sections of the agenda and how you’ll help your team make connections between the meeting
components. Sometimes, especially if I ‘m preparing for a potentially contentious meeting, I
anticipate questions that might be asked, and if come up with possible responses. When I recall
disastrous meetings I facilitated, it was because I hadn’t anticipated and planned for participant
questions and comments. You can find an example of a facilitator’s agenda at the end of Chapter
5.
Planning a meeting takes time on average between 1 and 2 hours of planning for every
hour of facilitation. Therefore, planning and preparing for a daylong team retreat means you’ll
need 8-16 hours. You might think, “How can I do that? I have so many things I’m expected to do?”
And even though I believe you, it’s essential to figure out how to advocate for the time you need to
plan and how to prioritize tasks so that you can have those hours to prepare.
Designing agendas gets easier and faster with practice, especially when preparing for
meetings with the same group. But when you’re in the forming, norming and storming stage of
team development, or when new members join, or when a new project is taken up by the group,
planning takes a lot of time. I use two tools to guide my planning process. (the “Checklist for
Facilitating Meetings and Professional Development,” in this packet, and the “Facilitation Planning
Tool,” Appendix D in The Art of Coaching Teams). Sometimes I use both of these and at other times
just one.
The facilitator agenda is your best friend. The process of creating it allows you to anticipate
what might happen in a meeting. Even if nothing goes as you planned, your preparation often
equips you navigate digressions and challenges, and you’ll feel more comfortable with making
decisions in the moment. You’ll walk into the meeting feeling confident and prepared, knowing
that you did everything possible to ensure success. I can just about guarantee that you’ll always be
glad you made one.
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Sample Facilitator’s Agenda
--------- Unified School District
Educational Services Summer Team Development Workshop
FACILITATOR AGENDA
Outcomes:
o Articulate your core values.
o Reflect on your identity as a leader and create a quick plan for how you’ll strengthen your identity.
o Identify your team’s reason for being.
o Begin to create a work plan for your ILT.
Time
What
Notes & Materials
Materials
10 min
Opening
Welcome
Agenda
Intentions
(3) Introductions Introduce myself. Introduce yourself to the
people at your table. Make sure you know everyone’s name and
how to pronounce it.
Framing: “I’m here today to support you in your work with
developing more effective teams with the capacity to grow together
in service of educational equity. Equity to me means that all kids
get what they need emotionally, socially and academically, every
day. I’ll simultaneously be modeling activities and ways of being
together that you might want to use with other teams. As I move us
through various activities today, I’m going to try to be very
transparent about what I’m doing and why.”
(2) Read Agenda “circle what you’re looking forward to this
is a positive prime and way to engage people in their learning.”
(3) Set intentions “An intention is a way of being, a way that
you want to show up to help you get the most out of the day.
(Show examples of intentions). When we set an intention, we
increase the chances that we’ll make choices that will make
that intention true.
Agendas
50 min
Your
Leadership
Core Values
Read
Discuss
Reflect & Plan
(2) Framing: One of the few things that’s completely within your
control is how you show up and respond from moment to
moment. This goes along with Elena’s “truth” about building teams
that who you are as a leader has the greatest impact on our
teams. So we’re going to start this session with a reflection on your
values, a little new input, and a chance to plan for one or two
things you want to try out to be more intentional about how you
show up with your teams.
(15) Core Values Activity (cardstock, markers) TALK about how
important it is to be anchored in your own values, give
examples of how I’ve used it in leadership coaching, and share
how important it is for schools to have their own values clearly
articulated and be something that people have repeated
opportunities to make meaning around and reflect on. -
(12) Read excerpt from Chapter 2 your identity as a leader +
three levels of text protocol pgs 27-37
Core Values Activity
Cardstock (1 per person)
Markers at each table
Pgs 27-37 in AOCT
Note taking tool Who am
I
as a leader?
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(15) Use Three Levels of Text protocol to discuss need to create
trios. (Ask about how people will be seated at tables)
(5) Write/Reflect/Plan (Create note taking/planning/reflection
sheet that includes space for leaders to identify their assets
around their identity and how they show up, something they
want to strengthen in their identity, what next steps they’ll
take, what support they might need)
(3) Share with a partner what you’re going to do
20 min
Purpose,
Process &
Product
(3) Framing: There are a lot of things that go into facilitating an
effective team, and throughout the year, I’ll be supporting the Ed
Services team to develop their team and in turn, they’ll be leading
you through some of this learning. In this short time left, we’re
going to look at one first, essential component, which is defining
your teams purpose, process, and product. I want to note that this
MUST come alongside attention towards creating a safe, trusting
space among the team. For your ILT to be a truly effective team,
capable of leading instructional change in your schools, we MUST
attend to the needs of the adults as learners and as humans.
Consider this definition of trust…
“Trust is the confidence we have in someone’s character and
competence.” Stephen Covey
Hold this definition in your mind
Share slides about how a team work plan is created…
there might be some parts the leader can fill in, and other
parts that need to be co-constructed. A leader could create the
whole plan, but team members need have an opportunity to
offer input for revisions, and multiple opportunities to make
meaning of it and connections with it.
(5) Read pgs 64-67 and the team work plan, pgs. 89-93
Note what’s familiar about this work plan, what’s new and
interesting, and your questions.
(10) Quick-write then discuss in trios:
What aspects of your team work plan are already developed?
What you need to work on, and which parts of the plan do you
need to build with your team?
Chapter 2 excerpts or
book
For everyone
7 min
Closing
(3) Quick-write: (1 min) What are you taking away from this
session? Partner share: What are you taking away from this
session?
(3) Feedback
“The way you start and end a meeting matters. When you start
and end on time, you communicate that you value the meeting and
others’ time. When you set conditions to help everyone be fully
present and aware of themselves, you’re setting up your team for
success. Thank you so much for your openness to learning
together.”
Feedback form
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Facilitator Dispositions
1) Compassion
Foundational: Has compassion for those they find easy to relate to.
Intermediate: Has compassion for all within their immediate circles.
Advanced: Demonstrates unwavering compassion for all.
2) Curiosity
Foundational: Is genuinely curious.
Intermediate: Is firmly grounded in an inquiry stance and is constantly curious.
Advanced: Is insatiably curious about others, what is possible, and one’s self.
3) Trust in the Learning Process
Foundational: Grapples with questions of urgency.
Intermediate: Manages impatience. Most of the time doesn’t appear to have an agenda or
seem to want to “fix” others.
Advanced: Is able to manage their own ego and be open to possibility. Recognizes that the
journey of transformation is a long one and isn’t caught by urgency.
4) Humility & Mutuality
Foundational: May feel they can only be effective with certain people.
Intermediate: Feels moderately effective with most people and may have preferences.
Advanced: Is aware of and appreciates the reciprocal nature of learning and the potential for
their own improvement through the process.
5) Appreciation
Foundational: Practices appreciation when prompted.
Intermediate: Genuinely and spontaneously acknowledges others’ strengths.
Advanced: Is genuinely grateful for the opportunity to work with others.
6) Learner Orientation
Foundational: Continues to build knowledge of the disciplines in which they work (literacy,
math, leadership, classroom culture, management, school transformation, and so on). Seeks
out professional learning opportunities and consultations; stays informed of current
research on best practices.
Intermediate: Solicits feedback, both formal and informal, and takes action based on
feedback. Collaborates effectively with colleagues to support their professional growth.
Advanced: Consistently reflects on their own learning and development and actively seeks
out ways to develop in skill, knowledge, and/or capacity. Models transformational leadership
and demonstrates awareness of how they are perceived by others. Attends to own
transformation. Identifies professional areas of strength and growth; feels inspired and
energized to continue developing.
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Expansive Listening
Listen through these ways of listening one at a time. Imagine that they are radio stations and flip
through the channels, listening for what’s available on each station.
Ways of Listening
Listen…
Description
For the Big Picture
Listen for the whole, the interconnectedness, the intersection of systems;
see the person and situation embedded within the many moving pieces;
see the forest and the trees.
With Love
With an open heart, with the knowledge that your heart will not break and
that it can hold the pain and suffering of many; to be present with and
understand the humanity of the person who speaks.
For Pain
To acknowledge its presence, without trying to fix it; to hear the raw
emotions under the story.
With Humility
In front of the emotion, the experience, the other person; before the task of
listening and responding; with vulnerability.
With Curiosity
Without an attachment to how you think things should be right now,
without conjuring up the past or clinging to notions of the future. Be willing
to be surprised. Let go of assumptions.
With Compassion
Suspending judgment of ourselves and others, appreciating and accepting
that everyone makes choices based on their knowledge and skills and what
makes sense given their histories and worldview.
With Confidence
In yourself, in your abilities to listen expansively and respond from that
expansion; in the other person’s abilities to solve their own problems.
For Relationships
For healthy relationships with others who might be resources; for untapped
sources of strength and nourishment.
For Possibility
With the conviction that there are other ways that things that be; with belief
that the other person can discover those ways; for unseen potentials.
With Hope
While being unattached to outcomes, but with deep conviction that
transformational possibilities exist that we may not perceive.
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Ways to Shift Discourse
Stems for Interrupting:
§ I worry we’re detracting from our focus. How might we bring our focus back to the social,
emotional and academic needs of students?
§ Would you be willing to explain your evidence for that?
§ I see the situation differently. Would you be willing to hear a different perspective?
§ Would you be willing to explore your assumptions about that?
§ What criteria do you use to determine?
§ What other interpretations could there be?
§ I’ve observed different examples, evidence, etc. Could I share these?
Questions and Ideas:
§ What’s our vision? What do we want to be true?
§ What values do we hold as we do this work? Who are we as we do this work?
§ Who are our students? Who do we want to help our students become?
§ If we did everything the same, what kind of people will our students be? What kind of world will
this lead to?
§ What’s happening in our system that’s leading to this outcome?
§ What else is this connected to?
§ How are power relationships, privilege and oppression playing out right now?
§ How can we become more connected with our students? In what ways might we feel alienated
from each other?
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General Coaching Sentence Stems
Active Listening Stems
Nonjudgmental Responses
So…
In other words…
What I’m hearing, then… Is that correct?
What I hear you saying is… Am I missing anything?
I’m hearing many things…
As I listen to you, I’m hearing… Is there anything else
you feel I should know?
I noticed how when you…the students really… (to
identify something that worked and why it worked)
I’m interested in learning (or hearing) more about…
I’d love to hear more about…
Thank you for sharing your thoughts. Can you tell me
more about…?
Clarifying Stems
Probing Stems
Let me see if I understand…
I’d be interested in hearing more about…
It would help me understand if you’d give me an
example of…
So, are you saying/suggesting…?
Tell me what you mean when you…
Tell me how that idea is like (or different from)…
To what extent is…?
I’m curious to know more about…
I’m intrigued by…
I’m interested in…
I wonder…
What’s another way you might…?
What would it look like if…?
What do you think would happen if...?
How was…different from (or similar to)…?
What’s another way you might…?
What sort of an impact do you think…?
What criteria do you use to…?
When have you done something like…before?
What do you think…?
How did you decide…(come to that conclusion?)?
I’m curious to know more about…
I’m intrigued by…
I’m interested in…
I wonder…
Survival Phrases
1. Tell me more about… or I’m curious about…
2. What would be most useful for us to talk about right now?
3. So what I’m hearing you say is…Did I get that right? It sounds like…Is there anything else you want to
add?
4. What do you hear yourself saying?
5. Is there a question that you can think of, that I could ask you right now, that would be helpful?
!
!
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Response Stems
When I Hear…
I Can Say…
Or I Can Also Say…
“This curriculum is not
developmentally
appropriate.”
“But that’s the way I’ve
always done it.”
“These kids just can’t do
this.”
“No one ever tells me
when I’m doing anything
right.”
Something else you have
heard:
Something else you have
heard:
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Your Relationship with Conflict
How was conflict expressed in your family of origin? What did this look/sound/feel like to you?
What were you told about how and when to express opinions and ideas?
What does healthy conflict look and sound like to you?
What feelings come up when you think about the conflict you experience in your work?
40
Cultivate Healthy Conflict Action Plan
Review pp. 245-256 from The Art of Coaching Teams (pre-work) and reflect on a group of learners you lead.
What does your group most need?
What are the top three to five commitments you’ll make to cultivate healthy conflict with a group of
learners you lead?
Why does this matter?
What might get in the way?
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Evaluating Professional Learning Note-Taker:
“Does It Really Make a Difference? Evaluating
Professional Development”
What’s familiar in this article? What do I already do?
What’s new and exciting in this article?
What do I really want to remember? What implications does this have for my work?
Examples of data to gather:
42
Evaluating Professional Learning Brainstorm List
How will I know professional learning is successful? What will people say? What will they be able to
do as a result of this learning? How do I want people to feel?
Some ways I’ll evaluate the impact of professional learning:
43
Synthesis and Action Plan
What have been your big takeaways from our learning together?
What does your team most want to focus on?
What are your next steps? Develop an action plan.
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Standing at the Gates of Hope
Our mission is to plant ourselves at the gates of Hope
not the prudent gates of Optimism, which are somewhat narrower;
nor the stalwart, boring gates of Common Sense;
nor the strident gates of Self-Righteousness, which creak on shrill and angry hinges (people cannot
hear us there; they cannot pass through);
nor the cheerful, flimsy garden gate of “Everything is gonna be all right.”
But a different, sometimes lonely place, the place of truth-telling,
about your own soul first of all and its condition,
the place of resistance and defiance,
the piece of ground from which you see the world both as it is and as it could be, as it will be;
the place from which you glimpse not only struggle, but joy in the struggle.
And we stand there, beckoning and calling, telling people what we are seeing,
asking people what they see."
Victoria Stafford in The Impossible Will Take Awhile
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Notes
Ideas/insights