Long-Range And Strategic Planning, Effective Practices, AWSNA

Effective Practices : Long-Range And Strategic Planning


LONG-RANGE AND STRATEGIC PLANNING MENU


1. Statements of Vision, Mission and Values
2. Strategic Planning
3. Annual Performance Objectives

 

Enrollment, Effective Practices, AWSNA

Effective Practices : Enrollment


ENROLLMENT MENU


1. Outreach and Promotion
2. Admissions
3. Transition from Kindergarten to Grade 1
4. Transition from Grade 8 to the High School
5. Registration
6. Wait List Management
7. Retention and Exit Interviews
8. Management Reporting
9. Re-Enrollment


Introduction

Educating students is the purpose of the Waldorf School and, as such, enrollment is a critically important topic. Without adequate enrollment a school won’t be able to provide the full richness of the complete Waldorf curriculum, and at too low a level a school may need to close entirely. Budgeting properly for the coming school year is entirely dependent on an accurate projection of enrollment, whether the school is full or under enrolled. When a school is full the challenges are different, necessitating clear policies for wait list management. Good enrollment work is also a reflection of many of the milestones in child development - the transition from kindergarten to first grade and the transition from the lower school to high school are significant events that require both celebration and solid administrative support.

The complexity of Enrollment work is reflected in the large number of topics in this section. Some schools that were uncertain as to where to start on the path to professional enrollment management have found it helpful to conduct a short self assessment to focus their efforts. (See: Sample Self Assessment). Other schools know just where the pressing problems lie and get right to work in one of the areas listed below. In either case the focus of good enrollment work is to create a warm, welcoming and supportive environment for inquiring families and students, an environment that truly reflects the respect for truth and human life and the wonder at beauty that are the hallmarks of a Waldorf Education.

Human Relations, Effective Practices, AWSNA

Effective Practices : Human Resources


HUMAN RESOURCES MENU


1. Recruitment and Hiring
2. New Hire Orientation
3. Employee Handbooks and Procedure Manuals
4. Mentoring and Professional Development
5. Evaluations
6. Complaints, Corrective Processes and Termination
7. Conservation and Nourishment
8. Classroom Assistants
9. Immigration
10. Personnel Records
11. Workloads
12. Teacher Trainees

 

Development, Effective Practices, AWSNA

Effective Practices : Development


DEVELOPMENT MENU


1. Publicity and Public Relations
2. Community In-reach
3. Fundraising Events
4. Annual Appeal
5. Alumni
6. Grants


Introduction

Development is a term that has various associations and meanings among people. In one sense, development means “developing relationships” with the various communities in which our schools exist. Many see unlimited growth potential for our Waldorf Schools in this task. Rudolf Steiner said that the “free spiritual cultural life” would be supported through a “negotiation” with the economic world. Put simply, can our schools make a case that they will use the resources provided by the economic sectors of society responsibly and to benefit for society? Have we developed our relationships with our communities such that they trust us with their hard-earned donations of time, talent and money? Have we made a compelling message, in easily understood language, which describes our mission?

Mission-based fundraising and development work requires that we inspire others, that we appreciate their freedom to join us in that mission or not, and that we thank them either way. These are the effective practices in Development work.

 

Excerpt from The Faculty Meeting as Heart of the School, Jorgen Smit

Jorgen Smit, long-time Waldorf teacher and former head of the Pedagogical section in Dornach, Switzerland, offers his insights into the ways that teachers could focus their group work to create a living spiritual atmosphere that would permeate the school and engender improved collaboration. This excerpt is from the book, The Child, Teachers and Community, a set of lectures given at the annual AWSNA conference in 1989.

Excerpt from Chapter Three, The Teachers Meeting at Heart Organ of the School, from The Child, the Teacher and the Community by Jorgen Smit.

…It is possible to describe some qualities we must look for in this heart organ, the faculty meeting .  I should like to make some contributions, but these are not definitive because it is not possible to describe this and say that the description is finished .  This attitude is always wrong .  Community building is such a great spiritual realm of the future of humanity that we should be very careful . We can only make contributions in order to make conscious some very important aspects of this community building, but we cannot say that we are describing the whole .  One indispensable aspect is that every teacher in this whole community appears in the consciousness of the other teachers .  All the teachers must be interested in recognizing how one teacher is working .  Everyone must be aware of what is going on in the other classrooms .  Of course it is not possible to recognize everything that is being done, that is not what I mean, but the interest in it must be there . If you recognize only one event in another classroom, a door will be opened .  It is not necessary to look at every detail .  One can make a small test after one year to see how it has been working .  Suppose we have worked together in the teachers’ meeting during the whole year . We can ask how many teachers have not appeared at all in the consciousness of the others .  This is a very helpful exercise .

I will tell a short story .  I was visiting a school and was present in the teachers’ meeting . We took up a theme and I made some contributions, after which one of the teachers spoke to the theme .  Then the same teacher spoke once more and then once again he spoke.  After the meeting, I reviewed it for myself .  Almost all the other teachers had been silent the whole time .  One old, very intelligent, very capable teacher had spoken the whole time .  This is not wrong, of course, if this happens once in one of the teachers’ meetings .  He may have had much to say that was worthwhile .  So I asked the others, “This teacher spoke very much this afternoon .  How is it in the other teachers’ meetings throughout the year?” They answered, “We cannot speak at all!” This, then, was the situation .  Of course there will always be some teachers who are more capable, who know more than the others and that is not wrong .  They ought to make their contributions, but it is a task of the teachers’ meeting that everyone should speak out, not at every meeting but at least at some time during the year .  One can schedule such things and say that now we are going to go around and each teacher will tell about one of his activities in his lessons .  He may choose what he likes, but everyone has to share something out of his activities .  In this way, all the others can recognize these things .

In many teachers’ meetings, I have seen it happen that a very few teachers speak while many others are silent until a catastrophe occurs in one teacher’s class .  Then we have to deal with this catastrophe .  Now this poor teacher is spoken about and we must recognize and deal with what is going on in his class .  This is not unusual . We must also deal with catastrophes .  That is not wrong .  But we ought not wait until they come .  Rather throughout the year, we should tell one another, one after the other, what is going on in our lessons when there are no catastrophes .  If this is done, then a mood will be created within which we can deal with the catastrophes . You see, here is a great task .  Of course we are not aiming for perfection but to create the interest in making something like this happen so that we really deal with this human being and that human being and with what is living in this and that classroom . When we do this we are awakening to this higher level where the archangels work at night, and they will pour their forces of courage into the whole college of teachers of the school .  Rudolf Steiner called this process the reverse ritual, or the inverted ritual .  This is a strange expression with the following meaning .  In religious rituals, spiritual beings dive into all the processes of the ritual actions and words, permeating what can be perceived with the physical senses .  The spiritual forces permeate the physical processes, the physical actions during the ritual .  The spiritual beings dive into these and by letting the ritual echo in their own hearts, those who are participating in the religious ritual can unite with these spiritual beings .  This is the usual ritual .

Now what is the inverted ritual? It does not begin with formed physical actions but with free, independent individualities who are working on their own paths of knowledge and who approach, through difficulties, this higher level of the archangels where they awaken to the spiritual activity in other human beings .  They do not awaken to the bodies of the other human beings, nor to their sympathies and antipathies, but to their spiritual activities .  Then seeds are created on a higher level, and they are reinforced by higher beings .  These higher beings are present .  It is a ritual, but one which is reversed, inverted, because the individuals must come up to this higher level .

But does it work? Does this inverted ritual work at all? This is always an inner question . We must test ourselves and look for all the hindrances that are preventing it from working . When we do, we come up against all those anti-social forces that we looked at yesterday .  These have accumulated throughout the whole life of every teacher . We find all sorts of anti-social forces in feeling, thinking and will .  There are many such forces and there must be . These are not bad .  They are necessary because they separate us from the whole world and create the basis for our being free, independent individualities . We have arrived at this century when we are at the height of the consciousness soul, when I experience myself confronting the whole world .  I am concerned about it and must consider what I think, what I feel, and what I will, and this is right .  Of course, it is right . We must reach this height of the consciousness soul . We must confront the whole world .  But it is not necessary to stay at this point .  From this point, it is on the basis of anti-social forces that the consciousness soul, the “I”-consciousness, has been created and exercised .  Here it is possible to ascend one more step to the next level .  The necessary condition to taking this step is to experience and recognize others .

It is a rule, as I mentioned in my first lecture, that there is the center and there is the periphery, and in discovering others, I find myself not only in myself but also in the others at the same time . When I emphasize myself, I can never come to my higher self — never .  I find the higher self in the innermost being of myself but also in others at the same time .  In order to truly meet another person, we must not meet merely in sympathy and antipathy, but we must recognize the spiritual being of the other human being . We must have an interest in doing this, and each of us must take a few steps in this direction .

There is a great meditation recommended by Rudolf Steiner that can help us .  Make a picture of another human being in your inner consciousness .  Not just one picture but also a second and a third, each one in a quite different way .  In the first picture we must embrace all that we recognize of this person . We must try to make a portrait, a painting, or a picture of this human being . We should finish this picture in all its details, as much as we can .  Of course, it will not be perfect, but we must bring all that we can together and create a picture .  Now, a picture, a portrait, is never identical with the spiritual being who is the subject of this portrait .  It may be a good portrait of the spiritual being, but still it is a picture . Now that I have this portrait, I can say to myself: I have a picture of this spiritual being, I do not, of course, have the spiritual being itself .  This is the first picture .

Now you can ask how it is possible to make a second picture when you have taken all that you know and made it into one finished picture .  The second picture ought to be quite different . This first portrait must be finished . The second cannot be finished, not finished at all .  It is always being painted .  If I dive into this second picture, then I will make a very astonishing discovery .  There exists in every human being a tendency, like a heavy gravity or pull, to stick with the first picture .  I feel that I know this person, who he is, and that my picture of him is finished . When he comes through the door, I already know who he is .  But I can never know just what he is thinking now, or just what he is feeling .  I can only know what I experienced yesterday .  Only yesterday is fixed .

For example, yesterday I had a strong conflict, an argument with another person, and I discovered that she was lying .  My picture of this is terrible and it is finished .  The next morning the door opens, and this “liar” comes into the room . At first, when I speak to her, I do not speak to her but to my picture of her, my finished picture from yesterday .  Ghost-like, unreal, unfinished pictures may be true, they may be untrue . But while I speak to the picture, there is a human being standing before me who, in the meantime, has discovered that she was lying and has regretted it very much, and she is now trying to go beyond it .  This is all possible .  I do not know .  My second picture of a person must develop every moment, every second .  It is never finished . If I compare the two pictures I have made within myself of each of the other teachers in the faculty, I will discover how heavy, what gravity there is in the first picture .  This picture is not wrong . We must make this first picture . We must include our experiences exactly as they have happened .  But we must not stay with the first picture but be open to the next, the second picture, in order to see what is happening now .

Then we come to the much more difficult third picture . This picture will be painted in the future .  If I have one picture formed from my experience and a second created in the moment, I still do not know what will come of this human being in his next incarnation . We do not even know what will become of him the next day, not even tomorrow . We cannot yet know .  In every human being, there is a great, unknown future .  A very great, unknown future lies within this spiritual being .  If I am oblivious to this and hold only to the first picture, in reality I am only looking at the past .  In the second I am open to what is happening in the moment . The third is just as necessary . We must also concern ourselves with the future of the children in our classes .  I have pictures of them garnered from many experiences, and I must be open to what is going on in the moment, and I must ask what will become of this child when he is grown and when he is reincarnated .  I must leave this question open and carry it in my consciousness .

Rudolf Steiner recommended another exercise, one that is done by picturing the physical body .  First, one pictures to oneself the head as it is composed of finished forms .  The second picture should be made of the lungs and heart, which are never finished but are changing at every moment . When we look at the limbs, which are the focus of the third picture, what is significant is not their particular forms, for example, the form of the fingers . What is significant is also not, as it is with the heart and lung, the activity within them . What is significant is what a person does with his fingers, what he will do in the future .  Thus the physical body can only be conceived by forming three different pictures in three different ways .  This is also true when we try to conceive the whole existence of another human being . When we

approach other people in this threefold way, in carrying out these exercises, we begin the great task of building a higher level of community within the teachers’ meeting from which may flow a great stream of courage into the whole life of the school .

We must now go into details of the life of the teachers’ meeting . We will look at what happens, what qualities must be found there, and some of the dangers there . We need to deal with the difference between the faculty and the college and ask wherein lies the difference and whether there must be a difference .  Also, we must ask how the college of teachers works together with the parents and how the parents in the school community deal with what goes on in the whole school .  Can the school community develop as a living entity, can it be a spiritual organ with its own biography that develops through different phases? Then there is the much deeper question of how this school community, with its individual biography, lives within society as a whole in the present time .  How is the Spirit of our Time living within the school community? This last question will be the theme of our last lecture tomorrow .

Download here Excerpt-from-Chapter-Three-Jorgen-Smit

Jazz and Collaboration, A Cho

The Jazz Process

By Adrian Cho, February 18, 2010

What can software developers learn from jazz musicians?

Adrian Cho has worked in the software development industry for more than 20 years as a consultant to banks and research development labs at Fujitsu and IBM and as a key contributor to multiple class-leading and award-winning software engineering and team collaboration tools. He currently manages the development of IBM's Rational Team Concert and Rational's Collaborative Application Lifecycle Management project at jazz.net. Adrian is also a freelance jazz musician, the Artistic Director of the Impressions in Jazz Orchestra and the author of upcoming The Jazz Process: Collaboration, Innovation and Agility, to be published by Addison-Wesley this year. You can contact Adrian at jazzprocess.com


Software development projects fail all the time. Teams deliver late, blow out budgets, underwhelm or disappoint users with missing or deficient functionality or simply crash-and-burn before reaching their goal. Why do some projects and teams perform so poorly? For decades the practice of software development has focused intently on tools, technology and intricate, heavyweight processes. Wave after wave of programming interfaces, frameworks, toolkits, and methods have come and gone, each accompanied by a horde of evangelists and zealous practitioners. These people will be the first to tell you that failed projects are a result of using the wrong technology or process. They may even try to sell you the right one. While such things can make a difference, there is an easier way to fail.

In software development, multi-disciplined teams must collaborate and innovate with agility. Disciplines of requirements analysis, design, development, testing, finance, and in the case of software products, sales, marketing, and support, must work in concert to produce creative solutions while constantly reacting and responding to change. Change may be generated from within an organization or externally. Changing business conditions or the actions of partners or competitors are examples of external change. A software development team is similar to a basketball team, a squad of soldiers, or a group of jazz musicians. This may be surprising since each activity has completely different domain-specific practices. Basketball players must be able to handle a ball and implement game strategy. Soldiers must be skilled in various aspects of combat while following orders. Jazz musicians must be able to play instruments and navigate through a musical form. Software developers must be able to write code and adhere to a development process. Yet none of these groups can succeed without effective collaboration and the ability to execute on a plan, or as it sometimes happens, in the absence of a plan.

Like software developers, jazz musicians must work in synergy to deliver unique, high-quality offerings that will attract and retain customers. They must deliver on-time and in real-time, often under continuous scrutiny. They do this by integrating strong individual contributions from passionate and committed practitioners and ensuring success with best principles. The Jazz Process is a framework for improving collaboration, innovation, and agility with a method for execution and 14 best principles that act on that method. While its primary inspiration is jazz performance, the process draws on examples of excellence in business, software development, music, military operations, and sports, while applying laws of sociology, psychology, physics, biology, and systems theory.

Jazz Process Principles

  1. WORKING
  2. Use Just Enough Rules
  3. Employ Top Talent
  4. Put the Team First
  5. Build Trust and Respect
  6. Commit with Passion
  7. COLLABORATING
  8. Listen for Change
  9. Lead on Demand
  10. Act Transparently
  11. Make Contributions Count
  12. EXECUTING
  13. Reduce Friction
  14. Maintain Momentum
  15. Stay Healthy
  16. INNOVATING
  17. Exchange Ideas
  18. Take Measured Risks

The execution method of the Jazz Process is based on the OODA loopdeveloped by Colonel John Boyd, a legendary maverick U.S. Air Force fighter pilot, military strategist, and aircraft designer. Boyd believed that agility was the key to winning dogfights or any other competitive situation. Tactics used in Desert Storm were patterned after Boyd's theories and many business methods such as Plan-Do-Check-Act (PDCA) are similar to his method. The name "OODA" comes from the four phases in the loop:

  • Observe: Acquire all potentially relevant data including that which originates from collaborators (those we work with), consumers (those we work for), and competitors (those we work against).
  • Orient: Interpret that data as useful information.
  • Decide: Make the best decisions while avoiding groupthink, the not-invented-here syndrome and the many other cognitive biases that can skew good individual or group decision-making.
  • Act: Execute on the decision in a correct and rapid manner.

The goal is to do all of this more rapidly than the competition although it's important that execution speed shouldn't sacrifice quality and correctness. Paths of re-observation (look twice), re-interpretation (reconsider what was observed), and evaluation (try something before committing to a decision) may increase cycle time while feed-forward (predict by guessing or experience) may shorten it. Individuals, teams and organizations all execute in OODA loops.

The principles of the Jazz Process affect the execution of the loop. There are five principles in support of working.

  • Use Just Enough Rules is right-sized governance with just enough process to avoid chaos and confusion while affording people the autonomy to get things done. Processes must be continually improved by being honest about problems and less-than-optimal execution and updating rules and practices for greater future success. Tools such as IBM's Rational Team Concert, built on IBM's Jazz team collaboration platform, allow processes to be defined and customized in a way that tools can enact and enforce the process and guide people to do the right thing.
  • Employ Top Talent focuses on hiring and retaining the best people possible. Aim for quality and not quantity. One genius may succeed where 1,000 others failed. The Manhattan Project's race to develop the atomic bomb employed more than 130,000 people but it was a small group of individuals, the project's scientific and engineering geniuses, who were most vital to the project.
  • Put the Team First places the team's goals before those of any individual. The team succeeds together and absorbs mistakes together.
  • Build Trust and Respect and Commit with Passion are essential. Trust enables everything to happen more quickly. Respect allows people to contribute without fear. Commitment wills people to push through in spite of challenges. Infectious passion excites and motivates others to participate and consume.

There are four principles in support of collaborating.

  • To Listen for Change is to know what's going on at all times. Not surprisingly, jazz musicians place great importance on the skill of listening. If one jazz musician remarks that another jazz musician has "big ears" it's a compliment that means the person is constantly aware and ready to respond to change and that they are open to exchanging ideas. Listening in the abstract sense is acquiring all relevant data to understand what's happening in the team, what customers are thinking and what are competitors doing. Team awareness is vital to working together. It helps avoid conflicting and duplicate efforts and facilitates synergy from complementary efforts. Rational Team Concert makes team awareness a high priority and this is especially important for geographically-distributed teams.
  • Lead on Demand is about taking initiative. However this can only happen when organizations decentralize leadership and give people the power to make decisions and act.
  • Act Transparently focuses on open and honest communication. When others can see what's going on it makes it easier for them to collaborate. Customers also appreciate openness, hence the success of open source projects and IBM's Open Commercial Software Development taking place atjazz.net.
  • Making Contributions Count is to carefully consider the effort, value, and impact of everything we do. It only takes one careless contribution to break a software development build.

In support of executing are three principles.

  • Reduce Friction is actually about optimizing friction. Friction is resistance that can increase the difficulty and/or time taken to complete a task. Some causes of friction don't seem like a problem until you have to perform that task frequently. Yet you must have some friction. Without it we couldn't walk and objects would slide off even slightly sloped surfaces. Business controls such as legal and finance are often seen as impediments by software developers but without any such controls an organization exposes itself to intolerable risk.
  • Maintain Momentum promotes continual progress by establishing regular cycles and rhythms for such tasks as planning, software builds, meetings, and so forth. This is the essence of iterative software development methods.
  • Stay Healthy alerts us to the fact that injury to a project or team can impair performance. Left untended, poor health may degrade to a total loss of stability. It also discourages people from consuming or participating -- the Broken Window Theory. In software development, build health is everything and broken builds must be repaired immediately.

Finally, innovating is pursued through two principles:

  • Exchange Ideas is the key to innovation fueled by diversity. A team with diversity in technical experience increases divergent thinking which enables more possible solutions to be generated. At the same time it increases convergent thinking which improves selection of the best possible solution.
  • Take Measured Risks is reality. While it makes sense to only undertake tasks that are free of risk, it's not really practical. Few things that are truly risk-free and anything that is will most likely be exploited by your competitors, thereby reducing the likelihood that it could provide you with a competitive advantage.

 

 

 

 

From Co-Creation to Association, John Bloom

 In this article, John Bloom of RS Social Finance, outlines a way of thinking that moves beyond problem and solution to imaginative thinking. John describes how modern times require us to understand and practice imagination, inspiration and intuition and how that practice is relevant and helpful to any organization, and especially to the building of a new economy.

 Read the article here

Misconceptions about Waldorf Education, G Lamb from The Social Mission of Waldorf Education, AWSNA

Read the chapter here   Social Mission- Ch 19 Misconceptions

Many thanks go to AWSNA for its support of this publication, and to the Research Bulletin and Online Waldorf Library for making this publication available in ebook form as a free download Social_Mission (1)

The book is available in print form at AWSNA Books and More and through Amazon.

The Waldorf Movement as Potent Social Force, G Lamb from The Social Mission of Waldorf Education, AWSNA

Read the chapter here  Social Mission- Ch 18 WS Movement as Potent Force

Many thanks go to AWSNA for its support of this publication, and to the Research Bulletin and Online Waldorf Library for making this publication available in ebook form as a free download Social_Mission (1)

The book is available in print form at AWSNA Books and More and through Amazon.

Working Together, G Lamb from The Social Mission of Waldorf Education, AWSNA

Read the chapter here  Social Mission- Ch 17 Working Together

Many thanks go to AWSNA for its support of this publication, and to the Research Bulletin and Online Waldorf Library for making this publication available in ebook form as a free download Social_Mission (1)

The book is available in print form at AWSNA Books and More and through Amazon.