Wednesday, July 20, 2011

Principal Mentoring – Part II : Teachers' Will to Learn

After my first session, I am now more conscious on how I perceive teachers in terms of their attitudes, skills and knowledge. Things that happen, happens because of reasons. That reasons could be due to their belief about teaching. Wouldn’t the fact that teachers join teaching profession because of that passion to impact and influence the younger generation and to shape the future of societies.

Teachers’ Will to Learning model

It is assumed that “a will to learn” must be present before teachers engage in actual learning activities. During my years of teaching, sometimes I just wonder why some teachers just don’t see that their teaching practices don’t seem to work in class and are not trying different ways to entice the students. On the other hand, there are teachers who are constantly trying new things, have lots of ideas and you wonder where they get all their energies from.

The beliefs that teachers hold about what constitutes good students learning and good teaching have been found to strongly influence teachers’ behaviour. The quality of teaching is the single biggest in-school influence on student learning. Also essential are how teachers improve their professional skills and the part they play in improving the school and system as a whole. These voices down to how teachers’ learning is crucial in leveraging their own professional development.

Conscious competence learning model

During my second mentoring session, I was introduced by my mentor on a model called “Conscious competence learning model ”. The Four Stages of Learning provides a model for learning. It suggests that individuals are initially unaware of how little they know, or unconscious of their incompetence. As they recognize their incompetence, they consciously acquire a skill, then consciously use that skill. Eventually, the skill can be done without consciously being thought through, and the individual is said to have unconscious competence.
When teachers are at stage 1 - unconscious incompetence – they are not aware of the existing skills and not able to identify their areas of growth. Teachers may not be able to address achieving conscious competence until they've become consciously and fully aware of their own incompetence. This is a fundamental reason for the failure of a lot of training and teaching. If the awareness of skill and deficiency is low or non-existent, the learner is at the unconscious incompetence stage - the learner will simply not see the need for learning. It's essential to establish awareness of a weakness or training need (conscious incompetence) prior to attempting to impart or arrange training or skills necessary to move the learners from stage 2 to 3. People only respond to training when they are aware of their own need for it, and the personal benefit they will derive from achieving it.
The next thing was to use the Competency Model to identify which stages are the teachers in. Knowing which stage they are in, I hope to have an understanding where they are now and from their current status how I can help to close the gap to increase their competencies and awareness. Ultimately to develop them to become effective teachers.





PS: This was written quite sometime back.... but abandoned due to attachment failure....

Tuesday, July 5, 2011

Principal Mentoring - Part I : Is Perception A Reality?

Influence Others by Changing Perception of Them

My first session I shared with my mentor, Mdm Tang Wai Peng, a principal from Xishan Primary School was on my leadership style which is people focussed; caring for people and connecting with them. I also communicated to her about my belief and values which motivate and drive me on a daily basis which voice down to my role in my family and at work as a leader.

What struck me when she asked me about how would teachers perceive me as leader? It made me pause for a while; asking myself as to whether it is an important concern about how people judge or perceive me as a leader. Does it matter? Because what other people perceive about a person may not be the true reflection of that person.

This reminded me of a work review session I had last year with one of the beginning teacher. I asked her to give me her frank feedback about myself as a People Developer and to what extend she felt supported. She shared with me about what she heard from other teachers in the beginning of the year and it was not the real reflection of who I was. She was glad it was not the truth. I didn’t ask her as to what was the negative feedback neither who it came from? The most important thing is the trust and belief she had in me.

This makes me wonder if the negative perception is due to the limited experience I have with others or they have limited experience with me. I can understand being a newly appointed leader in the department; teachers have different views of me. In order to change their perception, I have to build relationship and trust with the teachers.

Does that mean that the interactions that we create are according to the perception of what we have about others? We tend to give new assignment or new positions or roles to teachers whom we have confidence and trust to ensure that works are carried out successfully. On the other hand, teachers who are new and inexperience or even experience and incompetent, we tend to avoid unless demonstrated otherwise.
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Changing People’s Perception

When we change our perception of others, we change the consciousness we attract from them and we also literally change the way they are. You create and attract everything into your experience including your interactions with people. Your perception of others create what they are towards you, therefore changing your perception of them changes them.

I begin to realize that what we are doing to help the teachers may not be in harmony with the way we really see them. No matter how much we worked on our attitude and behaviour, our efforts may be ineffective because despite our actions and our words, what we really communicated to them was, “You aren’t capable. You have to be taught.”

I began to realise that if leaders want to change the situation, we first have to change ourselves. And to change ourselves effectively we first have to change our perceptions.

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Akan Datang ......The Part II of the Principal mentoring is about skills, knowledge, dispositions and beliefs of effective teachers.