12. Judgment & Problem Analysis
a. Analyzing relevant information, frame issues; identify probable causes and reframe issues
b. Demonstrate adaptability and conceptual flexibility
c. Assisting others in forming opinions about problems and issues
d. Reach logical conclusions by making quality, timely decisions based on available information
e. Identify and give opportunity to significant issues
f. Demonstrate an understanding of and utilize appropriate technology in problem analysis
g. Demonstrate an understanding of different leadership and decision-making strategies, including but not limited to collaborative models and model appropriately their implementation
Reflection
An effective school leader must be able to make difficult decisions efficiently and effectively. They must be able to identify the problem, gather information, weigh the options, and implement a decision. They will do this by involving the appropriate district, building and community members when needed. When making any decision, they will always consider the values and mission of their school and understand the impact it will have on students.
Although many issues may arise in a day, the effective school leader can identify which need immediate attention and are able to act upon those. They will make decisions in a timely manner and allow for research and other expertise when needed. They will also allow for collaborative decision making models that will guide programs for the future. During my field experience, I had the opportunity to utilize my judgment and problem solving skills that helped guide our Professional Learning Communities. Professional Learning Communities had just been implemented in the Burnsville, Eagan, Savage school district and we needed to determine where staff was at with their effectiveness and utilization of them. As shown in my artifact, I facilitated an activity in which staff members had to indicate whether we were tight or loose on particular areas of Professional Learning Communities and how we could effectively change in certain areas. The results were summarized and used to guide our practice for the remainder of the year. This decision was made by seeking feedback from staff members.
Seeking feedback is a critical component in being able to make judgment calls and evaluate where you are at. It is another example of a shared decision making model. I was able to serve on our professional development committee which determined training for staff members. At the beginning of semester two, the committee and administration determined that there was a need for a change in our professional development plan for remainder of the year. With the help of the committee, administration made productive changes to our plan. At the end of the year, staff was asked to give feedback on the changes and decisions that were made. I believe, as an effective school leader, that being able to evaluate decisions that you make and asking the opinions of staff members or stakeholders will build trust in your community.
Not only will decisions be based around programming, professional development and funding, many decisions will be made on a daily basis that regard staff and students. The ability to able to make timely and effective decisions about student discipline can affect the safety and security of the building in positive and negative ways. Staff members must trust the school leader and feel that they are making decisions that align with the mission and values of the school. As a future school leader, I look forward to being able to make timely decisions in the best interest of staff and students. I believe that each decision we make helps guide us to making better decisions for the future. We can learn from our mistakes and capitalize on our strengths when we evaluate and seek feedback from others.
Artifacts
PLC Reflection Activity
PLC Reflection Activity.pdf (66,4 kB)