Communicating Vision

After reading Top End Alignment (Dolak, 2003) and Project Promotion (Branton & Wynn, 1997), and viewing the presentation Communicating Your Vision in Good Times and Bad (Sametz Blackstone Associates, 2010), respond to the following:

• Although the authors write from a business perspective, how might this information benefit your school and/or district? Explain.

Support your statements with evidence from the required studies and your research. Cite and reference your sources in APA style.

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References

Branton, R., & Wynn, K. (1997). Project promotion: Creating and communicating your project vision. Retrieved from http://www.advstr.com/web/resources/downloads/Proj…

Dolak, D. (2003). Top end alignment: How to build a great brand from the ground up [PDF]. Retrieved from http://www.davedolak.com/whitepapers/TopEndAlignme…

Sametz Blackstone Associates. (2010, February 1). Communicating your vision in good times and bad [Slides]. Retrieved from http://www.slideshare.net/SametzBlackstone/communi…

School Climate

The course studies thus far have briefly dealt with the climate the external publics may sense as they approach the school. What about the internal school climate?

Studies have shown the school climate (known in business and industry as the organizational climate) has a great effect on the results of the school. What is the climate of your school? What is the climate of your classroom? Do these climates have an effect on the end product of the instructional process? Is there a need for change in your school? Spend a little time reflecting on these questions before you proceed with this week’s study. It takes one person to bring the obvious to a generalized consciousness to make changes in your school system.

It begins with a vision. A positive school climate starts with a compelling vision for your school, and yes, for your classroom. This vision is not what you may know as the district’s mission statement. The vision is a dynamic expression of what the school should be and how it should operate. The district mission statement is, in most cases, a short PR statement that conveys the main thought of the vision.

Many times the vision is not as clear as one would hope. However, each successful organization is guided by one. The vision should always include the values and beliefs of the district/school/classroom teachers. It should state the goals for the organization. Remember, goals are not like objectives. Goals are the destination—the ideal. They are seldom reached, but they profoundly influence the organization’s direction.

Weekly Objectives

Through participation in the following activities, the candidate will:

• Describe strategies for developing a positive school climate. (9o, 10m)
  • Vision Statement
• Develop awareness of formal and informal mechanisms for involving all stakeholders in school governance and development. (1c, 9o)
  • Vision Statement
  • Communicating Vision
• Understand selected educational issues within the context of public and community relations. (1c, 4j, 4n, 5m)
  • Case Study – Pressure Groups

Required Studies

The following materials are required studies for this week. Complete these studies at the beginning of the week, and save these materials for future use.

The School and Community Relations (Gallagher, Bagin, & Moore, 2016)

• Chapter 10: Communication about School Services and Special Events
• Chapter 11: Working with the Press

Read

• Project Promotion: Creating and Communicating Your Project Vision (Branton & Wynn, 1997) [PDF]
• Top End Alignment: How to Build a Great Brand from the Ground Up (Dolak, 2003) [PDF]

View

• Vision (Concordia Online Education, n.d.) [PPT]
• Communicating Your Vision in Good Times and Bad (Sametz Blackstone Associates, 2010) [Slides]