Welcome to ED 870 AL

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Welcome to ED 870 AL
Sustaining Wellbeing through Health, Outdoor and
Physical Education (HOPE) pedagogy in education
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Agenda for this evening

• Continuing a transformational journey
• picking up from where we left off and adding
  structure to the experience
• Discussion ONE
• Discussion TWO
• Discussion Three
• Making connections between Suzukis Senges and
  others perceptions
• Considering change and changing the way we view
  education
• Adding more clarity or confusion
• Visioning

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Discussion ONE
Class Experience Greetings Discussion related
to what one has learned from the past Class
experiences New ideas related to the evenings
class content Discussion related to readings and
their contextual relevance Class Expectations
The professional rubric will be used as a
baseline
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Discussion TWO
Assessment You will be required to prepare a
proposal and then a ten (10) page reflective
response related to the concept of
sustainability. prepare a visioning
statement. complete an analysis journal.
The professional rubric will be used as a
baseline
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Discussion THREE

• Suzuki Speaks
• the key themes
• the education link

http//www.davidsuzuki.org/default-donate.asp?sour
ceDonateSplash
Hope
Vision
Change
Renewal
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Fostering hope a leaders first and last task
Personalizing learning re-writing the scripts
for what schools are to look like and do
developing synergistic partnerships, amidst
complexity deliberately engage collective
sagacity innovating our means and approaches to
knowledge transfer and creating situated, then
global, epidemics of educational excellence.
(Caldwell (2005)
I am simply riding on the momentum by adding
hope-fostering as a crucial element to our
re-imagining the transformational frames and
functions that we must undertake for the outcomes
we wish to attain.
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Fostering hope a leaders first and last task
leaders need to be hopeful and out of their
fullness, they need to be able to foster this
hope in others. They do this in spite of the
complexities of our times, the rigidity of our
thinking, and the deadlock and tensions of our
diverse values and aspirations
Perhaps the most important and perhaps the most
neglected leadership virtue is hope. One reason
why hope is neglected is because of management
theories that tell us to look at the evidence, to
be tough as nails, to be objective, and in other
ways blindly face reality (Sergiovanni 2007 pg.
77)
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Fostering hope a leaders first and last task
Everywhere we look, we see institutions that
appear the same as they used to be from the
outside and carry the same names, but inside have
become quite different they are what I call
shell institutions. they are institutions that
have become inadequate to the tasks they are
called upon to perform (Giddons (2000) pg. 36-37)
I believe hope displaces fear, despair,
despondency, and discontinuity
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Hope is the decisive element in any attempt to
bring about social change in the direction of
greater aliveness, awareness, and reason (Fromm
(1968 pg.6)
Not teaching to the practical world
Structure of the System
Parents
Limited vision
Best for kids best for self
Legal issues
More work
Resistance
Poverty/Health
Rigid Senior Administration
Lack of time
Paper work and New directives
Technology
Curriculum (restricting)
Classroom size Negative climate
Funds
Inability to change environment
Repression
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Systems Thinking Means Seeing Three Different
Levels
SEdA
The Iceberg View
Whats most visible
Events
Increased Leverage and Opportunity for Learning
and Change
Trends Patterns
Systemic Forces
Whats least visible
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Aligned Team or Organization
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Alignment as a Force Field
Shared
Systemic View
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Empowerment without Alignment
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There are Governing Laws of Complex Systems

• Many of todays problems were yesterdays
  solutions
• We are prisoners of systemic forces to the extent
  we are unaware of their existence
• Complex systems resist most well-intentioned
  efforts to improve their performance
• We spend enormous time, effort and money on low
  leverage interventions

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Systems Thinking Enables Us to

• Recognize the often hidden and unintended
  consequences of our actions.
• Change our own thinking to match the way complex
  systems operate.
• Change our behaviour so that we are working with
  these complex forces instead of against them to
  create what we want.
• Expand the choices available to us and focus on
  higher leverage changes
• Reduce blame and defensiveness

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http//www.pbs.org/moyers/journal/12212007/watch.h
tml
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http//www.ted.com/talks/chris_jordan_pictures_som
e_shocking_stats.html
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Visioning

• Focus on what you really want to create.
  Visioning skills develop naturally when you are
  honest with yourself about your aspirations and
  what is important to you. Focus on
• What you want, rather than the how, or the
  process for getting it.
• What you want, rather than avoiding what you
  dont want. For example, focus on heath rather
  than on not getting sick.
• What you want, rather than on what you think is
  possible. Really reach!

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Visioning

• Focus on the whole picture including the
  positive consequences of achieving what you want
  assume anything is possible.
• Let your vision be expansive. Your vision might
  include not only the results or conditions you
  want to create, but also the values you embody
  and your general outlook and state of
  satisfaction or accomplishment.
• See/experience the vision in the present tense.

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Creative Tension
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Creative and Emotional Tension
http//www.ted.com/index.php/talks/ken_robinson_sa
ys_schools_kill_creativity.html
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Next Experience

• No formal class next week Thursday, September
  24, 2009
• Begin to draft a concept of sustainability as it
  relates to your understanding of Well-being.
• Your ideas will be discussed during part of the
  October 1, 2009 class
• Begin to consider your vision of what you believe
  is of most important.

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