Chapter+Two

=__Chapter 2 //A Clear and Compelling Purpose//__=

Nice quotes:" It is reasonable for staff members to seek clarity regarding how they are to engage in the work, what is the nature of the work, why the work is significant, the criteria that might be used to assess their progress, strategies that will increase the likelihood of their success, critical issues they must consider to ensure they are focused on the right work, and common mistakes to avoid" (Dufour pg. 20.)

-Jim, I agree with the quote you wrote. It is easier to work when you know the requirements upfront, then when you are trying to guess what someone else wants. MH

Problems: Failure to build Consensus, Solutions: Build Consensus with small group leadership teams advocates buzz words: guiding coalition, shared knowledge, and "Members of a Learning community learn together." (Dufour pg. 22)

[|School DATA for 2011] [|School Facts and Accountability Information]

"The most powerful communication is not a function of what is written or said, but rather, once again what is done," (DuFour pg.27.)

Interesting conversation topic: pg 27-29. The how is important....We should discuss this. Knowing-doing gap?

"Foundation of a PLC 4 pillars: mission, vision, values, and goals......."

-I think that having a mission statement for "PLC time" visibly would be nice to have posted somewhere in the school. MH

"A comprehensive study on school restructuring concluded, "There is no point in thinking about changes in structure until the school achieves reasonable consensus about its intellectual mission for children" (Newmann& Wehlage, 1996, p.295) (Dufour pg. 29)