El libro “Liderando el cambio educativo en la era de la IA” ofrece respuestas a esta pregunta. Podrás descubrir cómo liderar tu institución a través de un cambio transformador, garantizando que la pedagogía sea la prioridad y la IA sirva como aliada. El libro ofrece una hoja de ruta integral, que combina conocimientos teóricos con estrategias prácticas para fomentar organizaciones de aprendizaje preparadas para el futuro y al mismo tiempo fieles a sus valores fundamentales. Es recomendable leer la fundamentación teórica y los apartados correspondientes antes de iniciar cualquiera de las sesiones a continuación. Dicho esto, encontrarás recursos que le ayudarán a facilitar actividades importantes en el proceso de cambio, diseñados para ser efectivas rapidamente.
El libro sigue el modelo DTEC, donde el proceso de cambio se divide en cuatro fases. Estas fases forman un ciclo continuo, donde cada iteración representa una ronda de mejora. Al aplicar el modelo DTEC de forma consistente, las organizaciones pueden mejorar gradualmente su competencia y capacidad con el tiempo. Utilice los recursos a continuación para facilitar los pasos importantes de este proceso. Para guiar a la organización a través de las fases, se necesitan elementos clave.
TrustLa fase de Definición, en la que buscamos comprender mejor nuestra situación actual, nuestro futuro y encontrar estrategias para alcanzarla. Este capítulo busca ayudar a establecer una organización cohesionada, preparada para el cambio y la mejora.
Se introduce la necesidad de procesos de aprendizaje y cambio, poniendo las bases para avanzar. Los líderes aprovechan la oportunidad para desarrollar colaborativamente una visión que guíe las operaciones de la organización hacia un objetivo superior, coherente con la base pedagógica.
The organization irons out their values and what they believe to foster learner performance (in the widest sense of the word).
Staff collaboratively evaluate the existing conditions to form a comprehensive understanding of the strengths and weaknesses of the organization. Selecting specific aspects for improvement is crucial to focus efforts and resources efficiently if the change process is to have impact.
Here, the organization articulates what the ideal situation would look like for the selected area. Set specific, actionable goals to guide the development of initiatives and to be used to later evaluate the change process.
Prepare relevant data and engage in brainstorming sessions to explore potential actions and solutions. Assess the feasibility and potential impact of the initiatives on daily operations and on how well they align with strategic goals and criteria, ensuring it meets the intended objectives.
In the Trial phase, we look at defining roles and responsibilities, making an action plan to monitor progress accurately. Before trying out the initiatives, there will probably be a need for increasing competency, so that the initiatives are trialled as intended.
Clearly articulate who is responsible for specific tasks. Promote distributed leadership to leverage strengths and foster collaboration. Develop comprehensive plans with specific actions, timelines and responsibilities.
Assess current performance levels identifying gaps in necessary competency for the initiatives to be carried out successfully. Implement new initiatives on a small scale to identify potential issues and gather feedback.
In the previous phase, the focus was on creating an action plan, developing competencies and trialling the initiative in real-world contexts. Throughout these stages, reflections were documented and shared across meetings and collaborative networks, providing a robust foundation of experience and data. In this phase the aim is to gather data from previously and during an evaluation process.
The Cultivate phase, focuses on using insights from the evaluation phase to refine initiatives, enabling their sustainability and effectiveness across the entire organization. This chapter highlights essential actions for cultivating change and becoming a learning organization capable of meaningful, ongoing improvement as part of daily operations.
Embed successful practices into the organizational culture and routines. Phase out practices that hinder desired outcomes from the institutionalized initiatives.
Conduct evaluations on the final ‘product’, assessing the impact of institutionalized practices. Use these evaluations to make informed decisions about continuing, modifying or discarding initiatives.
Foster a culture of continuous improvement by regularly reflecting on practices, seeking feedback and making iterative adjustments. Build strong relationships with stakeholders, districts and other educational organizations, encouraging open communication and shared responsibility for educational outcomes. Stay informed about emerging trends and technologies and plan accordingly. Develop strategies that ensure the organization remains adaptive and forward-thinking, while staying true to core values.