Task Zero: In the book Rocking the Boat-How to effect Change without making Trouble Author Debra E. Meyerson discusses how individuals express identities and values that are different from the majority and how they effect change that is meaningful. Myerson looks at how individuals promote their agendas without jeopardizing their job and who they are as a individual. In this book she identifies alternative ways that an individual can promote change while drawing a fine line between compliance and rebellion. This book puts change at your fingertip regardless of race, values, social perspectives of beliefs.
Task 1: Myerson identified three way you can be different
Task 2: On the “How Tempered Radicals made a decision it is very difficult to pinpoint where one might be on the spectrum. I believe that different situations cause for different reactions and require you to play different roles. Throughout my teaching career and my role as a leadership coach I have at some point falling into each of those categories. Being in the leadership role I think I associate more with leveraging small wins. I work in a school where majority of the teachers have been teaching for over 15 years and most do not adjust to change easily. When I took on the leadership role as a Stem specialist I knew the first task was going to be to get teacher to “buy in” to change. In order to get teachers full support I knew that I needed to be flexible and allow them to trust me I needed to give a little to get a little. Some of the things that I did when I needed teachers to meet with me and times did not permit I would buy teacher's lunch to encourage them to meet with me on their lunch time. Giving teachers extra prep time and helping them prepare their lesson plans also gave me some leverage. Giving them small wins allowed me to gain leverage to implement change.
Task 3: Meyerson discussed four challenges that tempered radicals may face: ambivalence, incremental lures of co-optation, potential damage to reputation, and frustration and burnout. Being in the leadership role where you are in consistent communication with your adminstrator potential damage to reputation is something that you are going to face. When I first started this role coming straight out of a classroom, my initial goal was to have the teachers on my side. I also have had that little person in the back of my head saying don't forget your were just in this role. As you go through this leadership role and you run into things that you may have to report you find yourself questioning whether it's in the best interest that you report it or do you risk losing the trust of your teachers. It's always a baffling situation where you might potential damage your reputation as being the "snitch" even when it's in the best interest of the child. According to Meyerson frustration and burnout comes when a person doesn't see their efforts. As I work everyday to get teacher to adapt to the "STEM" way of teaching, I sometimes get discouraged when I see all of my efforts and resources go unused. You get to a point where you feel that no matter what you do it's not going to make a difference, but as a leader I have to take a step back and put myself in those individual shoes. Everyone has an agenda that they are trying to get teachers to push and sometime the agendas are on opposite ends of the spectrum so as a leader I have to remember it's not personal.
Task 1: Myerson identified three way you can be different
- "Those who have different social identities from the majority and see those differences as setting them apart and excluding them from the mainstream
- Those who have different social identities and see those differences as merely cultural and not a basis for exclusion
- Those who have not cultural but philosophical differences, which conflict with the prevailing value, beliefs, and agendas operating in their organizations"
Task 2: On the “How Tempered Radicals made a decision it is very difficult to pinpoint where one might be on the spectrum. I believe that different situations cause for different reactions and require you to play different roles. Throughout my teaching career and my role as a leadership coach I have at some point falling into each of those categories. Being in the leadership role I think I associate more with leveraging small wins. I work in a school where majority of the teachers have been teaching for over 15 years and most do not adjust to change easily. When I took on the leadership role as a Stem specialist I knew the first task was going to be to get teacher to “buy in” to change. In order to get teachers full support I knew that I needed to be flexible and allow them to trust me I needed to give a little to get a little. Some of the things that I did when I needed teachers to meet with me and times did not permit I would buy teacher's lunch to encourage them to meet with me on their lunch time. Giving teachers extra prep time and helping them prepare their lesson plans also gave me some leverage. Giving them small wins allowed me to gain leverage to implement change.
Task 3: Meyerson discussed four challenges that tempered radicals may face: ambivalence, incremental lures of co-optation, potential damage to reputation, and frustration and burnout. Being in the leadership role where you are in consistent communication with your adminstrator potential damage to reputation is something that you are going to face. When I first started this role coming straight out of a classroom, my initial goal was to have the teachers on my side. I also have had that little person in the back of my head saying don't forget your were just in this role. As you go through this leadership role and you run into things that you may have to report you find yourself questioning whether it's in the best interest that you report it or do you risk losing the trust of your teachers. It's always a baffling situation where you might potential damage your reputation as being the "snitch" even when it's in the best interest of the child. According to Meyerson frustration and burnout comes when a person doesn't see their efforts. As I work everyday to get teacher to adapt to the "STEM" way of teaching, I sometimes get discouraged when I see all of my efforts and resources go unused. You get to a point where you feel that no matter what you do it's not going to make a difference, but as a leader I have to take a step back and put myself in those individual shoes. Everyone has an agenda that they are trying to get teachers to push and sometime the agendas are on opposite ends of the spectrum so as a leader I have to remember it's not personal.