SDD1: Identification of Leading Principles and Ideas

  • Duration

    3 hours

  • Delivery Method

    Face to face
    Distance learning

  • Evaluation methods

    Face to face

The first part of strategy development is to figure out, where the strategy leads. Strategies are an instrument of controlling and leadership; the chosen method should involve a team of different status groups on the identification of leading principles. This enhances acceptance representative nature of the strategy. To work time effective and to give room to discussions and finding consensus, this working step should take part in presence of all actors

Learning objectives

  • Learners will be able to discuss in a constructive and target-related manner
  • Learners have developed a description of mission, vision and values related to their school
  • Learners will be able to work with FreeMind, which allows the visualisation of structures

Learning outcomes

  • Learners will be able to discuss in a constructive and target-related manner
  • Learners have developed a description of mission, vision and values related to their school
  • Learners will be able to work with FreeMind, which allows the visualisation of structures

Session details

Lesson itemMethod(s) and instructions for trainersRequired resource(s)
IntroductionClear introduction into strategy development is necessary:
1) overview of the 5 Modules
2) explanation of strategy
3) Example for Mission, Vision and Values
PowerPoint Presentation including facts, presentation of JSTE schedule, explanation of Mission, Vision and Values, example(s)
Activity 1: Discussion of Mission, Vision and Values of the school regarding digitizationWork circle (chairs)
Activity 2: Fixing the discussion’s results on a MindMap, concretisation of the three pointsFlipChart, Felt-Tips for 5 groups
Activity 3: Transfer the results to a digital visualisation (can be done as Blended Learning)FreeMind
Post-Activity Discussion Presentation and discussion of the group results.Beamer

Assignments

  • In-class assignment 1:

    Define Mission, Vision and Values of the school regarding digitization.

  • In-class assignment 2:

    Visualize the discussion results to be prepared for the next step (analysis of environment and Organisation).

  • Off-class assignment:

    Finish the document.

Additional notes and tips for trainers

Possibly, the participants my not finish the documents during the training. Important is, that they are able to work: they understood the task and know, what to do. They should finish the document back at school and add it to the strategy development documentation.

SDD2: Analysis I – Environment and Organization

  • Duration

    3 hours

  • Delivery Method

    Face to face
    Distance learning

  • Evaluation methods

    Face to face
    Distance learning

The second part of strategy development is to understand the environment, as well as the organization itself. It answers the question of “where do we stand?” which is necessary to clarify the situation. According to that, the state “where do we want to stand in 2020?” can be imagined and fixed. A clarified situation allows the definition of goals and the evaluation of the distance between actual and future state.

Learning objectives

  • To understand the difference between “pattern” and “position”
  • To understand the categories of the S.W.O.T. analysis
  • To understand the use of a clear state definition within a strategy development

Learning outcomes

  • Learners will be able to identify positions concerning the given categories of analysis
  • Learners will be able to create tables with MS Excel or Open Office tools related to a specific content
  • Learners will be able to explain the actual state of the school in relation to the desirable future (vision)

Session details

Lesson itemMethod(s) and instructions for trainersRequired resource(s)
IntroductionClear explanation of the working step necessary. Presentation. Plenum.PowerPoint
Printed Example with space for notes
Activity 1: Dispute of state analysis (Focus Groups, IO1_A2) and transfer to table of categories. Work Groups.Results of Focus Groups (IO1_A2)
Activity 2: State-definition related to multi-level categories, also using knowledge from the recent ICT modules. Work Groups.MS Excel (Open Office) sheet
Activity 3: Definition of future state (2020). Work Groups. National Strategy Paper
Activity 4:Definition of the difference between state and vision regarding “organization” and “environment”. Work Group on excel sheet. MS Excel (Open Office) sheet
Post-Activity Discussion Presentation and discussion of the group results.Beamer

Assignments

  • Off-class assignment:

    Finish the document.

Additional notes and tips for trainers

A very narrow support of the participants is necessary. This working step (document) represents the base for the next step of defining and operationalize goals. If it is too difficult for the participants to work with digital tools, it is thinkable to let them do this task on a metaplan paper or with sticky notes on a wall. The focus during the modules SDD1 to SDD5 lies on learning strategy development, ICT implementation is subordinate.

SDD3: Analysis II: Defining concrete strategies

  • Duration

    3 hours

  • Delivery Method

    Face to face

  • Evaluation methods

    Face to face

Comparison of organization policies with strategic options. Clarifies the question “Which option to we follow?, “Which is the overall strategy for the institution?”, “What impact has the overall strategy for the strategic business units?” and “What means the strategy for central functions and processes?”. The definition and choice of concrete strategies needs communication and consensus. Presence during this working step requested.

Learning objectives

  • To understand how the choice of a leading strategy depends on former working steps
  • To understand how strategic decisions effect different levels of organizations
  • To know different dimensions of strategies (focus, localization, tactics, rules)

Learning outcomes

  • Learners will be able to choose strategies on the base of former considerations
  • Learners will be able to explain where and how the strategy will lead
  • Learners will be able to visualize final strategy aspects towards a multidimensional roadmap
  • Learners will be able to include knowledge and skills from the modules ICT1-4 in the final strategy draft

Session details

Lesson itemMethod(s) and instructions for trainersRequired resource(s)
IntroductionPresentation.Beamer, PowerPoint
Activity 1: Choice of final strategy/strategies. Decision on concentration or diversification of strategies. Group work.Materials from modules SDD1,2 and 3
Activity 2: Elaboration of the strategy/strategies in the above named dimensions. Group work.Metaplan, felt-pens, sticky notes.
Activity 3: Formulation of concrete strategy.MS Word, preparation for school homepages or chimpmonkey.
Activity 4:Definition of the difference between state and vision regarding “organization” and “environment”. Work Group on excel sheet. MS Excel (Open Office) sheet
Post-Activity Discussion Presentation of the strategies in plenum.PowerPoint

Additional notes and tips for trainers

The definition of the final strategy or strategies is the last step of directional determination. Every following step already focusses rough planning (schedules, work packages) and concrete implementation issues. It is important that each learner understood the function of this step and, even more important, that the strategy development team agrees about the strategic orientation. They will have to transfer these developments to the other teaching and administration staff. If there is a lack of time to finish all requested work steps, the trainer should take care of the depth of understanding by using discussions and answer still open questions.

SDD4: Construction I: Goals and Indicators

  • Duration

    3 hours

  • Delivery Method

    Face to face

  • Evaluation methods

    Face to face

Strategies are a controlling instrument. Therefore, their main function is to make progress measurable: the achievement of goals must be assessable. There are different ways to operationalize goals. One of them is to create a Balanced Score-Card (BSC). It includes a prioritization of targets, as well as codes (i.e. numbers) and indicators to make progresses visible.

Learning objectives

  • To understand the importance of different target areas (environment and organization)
  • To understand the necessity of a clear definition of targets
  • To make reasonable decisions regarding the range of goals (regarding urgency and short-, mid- and long-term perspective)
  • To understand, how to operationalize abstract targets based on a BSC

Learning outcomes

  • Learners will be able to make target descriptions
  • Learners will be able to describe indicators
  • Learners will be able to develop a BSC with the support of the training leaders

Session details

Lesson itemMethod(s) and instructions for trainersRequired resource(s)
IntroductionPresentation of working step, definitions and an exampleBeamer, PowerPoint
Activity 1: Definition of goals and creation of range (short-, mid-, long-term). Work Groups. Presentation.Metaplan paper, felt-pens, sticky notes
Activity 2: Operationalization of the goals through codes/numbers/amounts and indicators (financial and non-financial). Short break included for questions.BambooBSC
Post-Activity Discussion Plenum discussion about expected challenges and collection of ideas, how and by whom the strategy performance management could be done. Open discussion round for challenges, FlipChart notes for performance management. Camera.

Assignments

  • Off-class assignment:

    Finish the document.

Additional notes and tips for trainers

This part is the most difficult of strategy development, because fixed numbers and indicators are requested. The participation of school leading staff is necessary. This can be done via skype during the JSTE or by a face-to-face quality check afterwards.

SDD5: Construction II: Operational planning

  • Duration

    3 hours

  • Delivery Method

    Face to face

  • Evaluation methods

    Face to face

Last work step in an interactional presence phase. Last possibility for the learners to clarify uncertainties and questions. The planning is an important guide for the implementation phase and therefore important to strictly support and discuss.

Learning objectives

  • To understand how to formulate general strategic issues in phases and work packages
  • To know where to define useful milestones in the implementation progress
  • To know how to handle projectlibre

Learning outcomes

  • Learners will be able to define phases of strategy implementation according to the whole process
  • Learners will be able to connect phases and milestone in a reasonable way
  • Learners will be able to evaluate the feasibility of the developed strategy

Session details

Lesson itemMethod(s) and instructions for trainersRequired resource(s)
IntroductionPresentation of work step and projectlibrePowerPoint, projectlibre
Activity 1: Definition of implementation phases (+duration and dates) and milestones of the strategy.projectlibre
Activity 2: Definition of work packages and responsible persons for them.projectlibre
Activity 3:Presentation of the planning and next steps, when back home.projectlibre, Beamer
Post-Activity Discussion Discussion of difficulties during the planning process, exchange of considerations regarding different feasibility issues.

Assignments

  • Off-class assignment:

    Finish the document.

Additional notes and tips for trainers

It is likely that the participants might not finish every document during the JSTE. Support of further planning or implementation experiences and problems online via email, skype, messaging tools or phone calls necessary. The final strategy covers a time range of at least three years (National Strategy Papers until 2020). The strategy includes action targets in at least three fields: (1) stakeholders, (2) direction of change and (3) school culture.

If the participants have problems to use projectlibre let them use paper and pencil. It is more important to fulfil the task of strategy development then to work with projectlibre, but without any results that help the strategy development groups to get started.