Follow this link to read more about what Deprivatisation means for teachers and leaders.  What is deprivatisation? 

Points to consider:

• How can I foster this mindset with my team?
• Disagreements are a natural part of collaboration/deprivatisation.  How can we maintain professional relationships and agree to disagree, or how can we come to a shared understanding?
• It is okay (and good) to be a critical colleague - remember to be respectful.

Discussion points:

• In our school is teacher practice essentially private and their own business or is there genuine collaboration with others?
• What are the advantages and disadvantages of our approaches to teacher practice?
• Is there a need to move towards more collaborative practices? We are here already ... but how can we be more collaborative for the greater good?
• Is our school mission statement something that all staff are committed to? How do we know?
• How might we move forward to improve the learning opportunities that all students receive?

The Educational Leaders Guide for Building Staff Morale

Written by: Todd Whitaker, Beth Whitaker and Dale Lumpa

• Education if the single most important profession
• Educators must approach their work in a positive and enthusiastic frame of mind everyday.
• No room for cynics!
• See Introduction re 'fairly good' vs 'outstanding' teachers.
• The 'theories' are essential to develop an understanding of dynamics and morale.

1. Maslows Hierachy of Needs

• Physiological Needs
• Safety and security needs
• Social needs
• Esteem needs
• Self-actualization needs

Met low level needs then shift emphasis to fulfilling self-esteem and self actualization.  Motivation for recognition, self-respect and maximising your potential is critical part of being motivated.  

As a leader one need to ensure is to meet staffs social needs - their concept of 'fitting in'.

Get new staff to 'fit in' with the positive and productive staff.  The negative group will 'suck' in the new people and bring them down!!!

2.  The Importance of Trust

• The Value of feelings.
• Staff don't just want to be supported ... they need to feel supported.
• Good listener - someone who makes us feel listened to.
• Stop and listen.  Don't multi-task when staff com to talk to you.
• Look them in the eye and even just pretend to actively listen.  You will earn more personal regard if you give them undivided attention.
• "Zone of indifference" (Barnard 1938) - Higher level of Trust = higher zone
• If people trust you they do less second-guessing.
• If no trust established then staff continually question every decision(verbally or internally).
• If being questioned put more effort into developing trust.

3.  Herzberg's Motivation - Hygiene Theory

• Frederick Herzberg
• Hygiene/Dissatisfiers - salary, benefits, vacations
• Motivational/satisfiers - recognition, achievement, responsibility and more intrinsic things, praise, acknowledgement and positive reinforcement.
• We can provide the interpersonal things.  Great opportunity and GREAT responsibility for leaders. 

4.  Comparison Other

• Concept of fairness.
• This theory says that we not only look at others to determine if the 'rewards' we get are adequate, but also examine the level of work they do to see if it too is equitable.  
• Compare ratio of our outcomes and inputs to our coworkers outcomes and inputs (fairness)
• Ratio of contributions/efforts to rewards/recognition for ourselves and comparison other. 
• The motivation level of our best employees, our superstars, is critical to the morale of the entire school.
• We must positively reinforce the efforts of people based on efforts and success.
• Leave notes, give praise, provide autonomy to boost morale of high achievers.
• Reward (reinforcers) those who work harder (inputs) - eg. provide PD opportunities.

5.  Group Norm

• Hawthorne Studies (1927-1933)
• The idea that 'any' attention can result in increased productivity/morale.  

However ...

• Group may pressure under performers to increase performance ... but likewise bully the over achievers to decrease productivity!!!

Understanding Staff Dynamics

Start with your most effective people - your superstars

Nurture the more positive people first.

* Informal Teacher Leaders *

Involve them in decision making progress.

Three kinds of teachers (Dr Al Burr, 1993)

1. Superstars
2. Backbones
3. Mediocres 

Superstars - often students favourite teachers, parents often request them, respected by all or almost all other teachers, cannot be perceived as the 'principals pet', superstars want autonomy and recognition. 

Backbones - good, solid teachers, 80-90% of your staff, good, stable and hard working.

Mediocres - often most disgruntled staff, easily replaced. 

Baseball analogy - 5 players love the coach, 3 player hate the coach, 15 sit on the fence - keep them from moving to the haters!!!

Start with the superstars!!!!

Develop the Leadership of the superstar informal leaders - move them forwards.

If the superstars are unhappy - it is likely that everyone will be unhappy.

Determine potential change agents in the school.

See p. 18 re change, tidiness, energy of the room, appearance etc.

Autonomy of the Superstar

Avoid trying to 'control' behaviour by implementing rules.  The people you are wanting to change (eg the mediocres) wont change and the people who will follow change (superstars) don't need to be controlled to change.

When deciding whether to push new ideas ... 3 question quiz

1.  What is my TRUE purpose in implementing this rule or policy?

2.  Will it actually accomplish this purpose?

3.  How will my most positive and productive people feel about this policy?