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Informationen zum Autor Phil Esbrandt has served in all line positions in public education from teacher through superintendent in very challenging schools and districts. He has been known as a "performance turnaround" specialist long before it became fashionable to talk about such a position. Bruce Hayes has been involved in the study and application of educational reform strategies on five continents. He has served as a teacher, coach, superintendent of schools, and graduate adjunct professor. Klappentext This book introduces practicing leaders and leaders-in-training to the protocols of clinical practice by taking the reader through the twelve steps of the clinical cycle with specific strategies and exercises to provide practice in the application, use, and assessment of the model. Zusammenfassung This book introduces practicing leaders and leaders-in-training to the protocols of clinical practice by taking the reader through the twelve steps of the clinical cycle with specific strategies and exercises to provide practice in the application! use! and assessment of the model. Inhaltsverzeichnis Chapter 1 Preface Chapter 2 Acknowledgements Chapter 3 Introduction: Clinical Practice in Education Chapter 4 Chapter One: The Clinical Practice Cycle for Performance Improvement Chapter 5 Chapter Two: Understanding the Anatomy and Physiology of Districts and Schools Chapter 6 Chapter Three: Research is Everyoneís Responsibility and It Starts with Data Chapter 7 Chapter Four: Identifying the Vital Signs of Performance Health Chapter 8 Chapter Five: Using VSPI Clusters to Determine a Course of Action Chapter 9 Chapter Six: Diagnostic Options for the District, Schools, Employees, and Students Chapter 10 Chapter Seven: Prescriptions and Prognoses: Prioritizing Solutions to Educational Chapter 11 Chapter Eight: Professional Development and Training to Increase Commitment and Chapter 12 Chapter Nine: Using Protocols and Milestones to Promote Consistency and Thoroughness Chapter 13 Chapter Ten: Monitoring and Measuring Improvement Progress through Indicators, Contraindicators, and Side-Effects Chapter 14 Chapter Eleven: Managing Performance Improvement Processes Chapter 15 Chapter Twelve: Leadership for More Effective Organizations Chapter 16 Chapter Thirteen: Leadership in the Flow of Organizational Change Chapter 17 Chapter Fourteen: Leaders as Performance Improvement Health Specialists Chapter 18 Chapter Fifteen: Development of a National Network for Performance Improvement...
