图书简介
With ready-to-use tools, this guide will
help you connect people, build trust,
discover strengths, and clear barriers
to improve teacher effectiveness—and
ultimately raise student achievement.
Acknowledgments \\ About the Author \\ Introduction \\ Sustained Improvement Requires Teams \\ What This Book Is—What This Book Isn’t \\ Quick-Start Diagnostic \\ Making a Selection \\ Putting It All Together \\ Activity Guidelines \\ Components of Team Activities \\ PART I. EXAMINATION AND IDENTIFICATION OF THE PROBLEM \\ Chapter 1. Learning Leadership \\ Leaders and Teams \\ The Realities in the Leadership of Learning \\ Application Activity 1.1—Assessing Your Organizational, Team, and Personal Strengths \\ Application Activity 1.2—Effective Learning Leaders \\ Application Activity 1.3—Strong Learning Teams Exhibit Common Characteristics \\ Conclusion \\ Chapter 2. A Problem Worth Solving and the Ideas to Solve It (the Filters) \\ Introduction \\ Ideas Are Fragile—Ideas Are Delicate \\ The Fosbury Flop, Ski Jumping, and Newton \\ Application Activity 2.1—Treating Ideas in a Learning Organization \\ Application Activity 2.2—Ideas That Don’t Work: Part of the Process \\ Application Activity 2.3—It Takes Other People Sooner or Later \\ Application Activity 2.4—Who and What You Have Around You \\ Deeper Use of This Chapter (Deeper Dive) \\ Conclusion \\ Chapter 3. Why Solve the Problem That Needs Solving (the Filters) \\ Introduction \\ Application Activity 3.1—What the Result of a Great Decision Looks Like \\ Application Activity 3.2— Reasons to Have the Idea in the First Place \\ Application Activity 3.3—The Problem That Needs Solving: Clear, Concise \\ Application Activity 3.4—The Role of the Leader in Developing Ideas \\ Application Activity 3.5—Harnessing the Forces Around You \\ Deeper Use of This Chapter: Deeper Dives \\ Conclusion \\ PART II—INTROSPECTION, BEHAVIORS, TYPES: THE HOW AND WHO TO SOLVE PROBLEMS \\ Chapter 4. How the Problem Is Solved \\ Introduction \\ Application Activity 4.1— Importance of a Process \\ Application Activity 4.2—Trust \\ Application Activity 4.3—Fear of Conflict \\ Application Activity 4.4—Commitment \\ Application Activity 4.5—Accountability \\ Application Activity 4.6—Attention to Results \\ Application Activity 4.7—Generating Ideas and Action Steps \\ Deeper Use of This Chapter: Reusable Prompts \\ Deeper Use of This Chapter: Deeper Dives \\ Conclusion \\ Chapter 5. The People Who Will Solve the Problem \\ Introduction \\ Application Activity 5.1—Know How to Build and Use People \\ Application Activity 5.2—The Chemistry of the Team \\ Application Activity 5.3—Managing the Creative Team \\ Application Activity 5.4—Handling Conflict in the Ideas From the Team \\ Deeper Use of This Chapter: Deeper Dives \\ Conclusion \\ Chapter 6. The People in the Room (the Types) \\ Introduction \\ The Assessment \\ The Basics \\ Application Activity 6.1—Part 1/Type 1: The Idea \\ Application Activity 6.2—Part 2/Type 2: Organization and Execution \\ Application Activity 6.3—Part 3/Type 3: Forces of Community \\ Application Activity 6.4—Part 4/Type 4: Leadership Capacity \\ Using the Four Types \\ Conclusion \\ PART III. FUNCTIONALITY OF THE TEAM \\ Chapter 7. People, Leadership, Support (the Fuel Sources) \\ Introduction \\ Fuel Source A: The People \\ Application Activity 7.1—Who \\ Application Activity 7.2—What \\ Application Activity 7.3—How (Coaching) \\ Deeper Use of This Chapter: Deeper Dives \\ Fuel Source B: The Resource of Leadership \\ Application Activity 7.4—Keep Things Moving (Management Leadership) \\ Application Activity 7.5—Keep People Moving (Leadership Management) \\ Deeper Use of This Chapter: Deeper Dives \\ Fuel Source C: The Supports \\ Application Activity 7.6—Gather, Collect, Assess \\ Application Activity 7.7—Feedback \\ Application Activity 7.8—Systems and Barriers \\ Application Activity 7.9—Performance \\ Deeper Use of This Chapter: Deeper Dives \\ Conclusion \\ Chapter 8. Team Dynamics, Blunders, Traps, Directions, and Connecting Dots (the Pink Elephants) \\ Introduction \\ Application Activity 8.1—Pink Elephants \\ Application Activity 8.2—Team Dynamics \\ Application Activity 8.3—The Blunders \\ Application Activity 8.4—The Traps \\ Application Activity 8.5—Ideas as Direction \\ Application Activity 8.6—Connect the Dots \\ Deeper Use of This Chapter: Deeper Dives \\ Conclusion \\ Chapter 9. Performance, Feedback, and Other Ways to Support, Maim, or Kill a Team (the Good, the Dangerous, and the Lethal) \\ Introduction \\ Application Activity 9.1—The Good: Selling the Idea: A Picture Is Worth 1,000 Words \\ Application Activity 9.2—The Good: Communication and Frequency \\ Application Activity 9.3—The Good: Ingredients of the High-Performing Team \\ Application Activity 9.4—The Dangerous: Planning Mistakes \\ Application Activity 9.5—The Lethal: Lack of Feedback, Feedback, Feedback \\ Application Activity 9.6—The Lethal: Mistaken Assumptions of People and Meetings \\ Conclusion \\ Chapter 10. Leadership, Support, Structure, and Conclusion \\ Leadership \\ Support \\ Structure—The Overall Structure: The First 15 Minutes, the Next 45 Minutes \\ Conclusion \\ References \\ Index
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