The PLC+ Activator’s Guide

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Douglas Fisher. The PLC+ Activator’s Guide

Descriptions of Images and Figures

The PLC+ Activator’s Guide

Contents

Letter From the Authors

About the Authors

Introduction

The Path Forward

How the Guide Is Designed

The Six Characteristics of a PLC

An Overview of This Guide

Part 1 Activating Your PLC+ Overview

Activating Your PLC+

What Effective Activators Do

Activating Collaborative Maturity

Nine Ways to Build Collaborative Maturity

Ensuring Fidelity to PLC+ Without Rigidity

Notes

Part 2 Activation Requires Effective Collaboration. Facilitation Versus Activation

A Close Look at Effective Collaboration

All Activators Are Great Collaborators, but Not All Collaborators Are Activators by Default!

Notes

Five Qualities of a Good Activator

Quality Activation Takes Practice

Part 3 Activating Your PLC+ Establishing Roles and Developing Team Cohesion

Supporting Team Cohesion

Notes

Establishing PLC+ Roles

Stepping Into Roles Matched to PLC+ Team Member Strengths

Ensuring Clarity When Stepping Into Roles

Notes

Notes

Part 4 Activating Your PLC+ Norms and Authentic Instructional Protocols in Your PLC+

Norms Are the How of the PLC+ That Reflect Our Why

Establishing Operating Norms

Social and Emotional Check-Ins

Establishing Process Norms

Operating Norms Versus Process Norms

Utilizing Authentic Instructional Protocols

Descriptions of Images and Figures

Part 5 Activating the Five Essential Questions and Four Crosscutting Values of Your PLC+

Activating Guiding Question 1: Where Are We Going?

Notes

Activating Guiding Question 2: Where Are We Now?

Activating Guiding Question 3: How Do We Move Learning Forward?

Activating Guiding Question 4: What Did We Learn Today?

Activating Guiding Question 5: Who Benefited and Who Did Not Benefit?

Notes

Notes

Part 6 The Nuts and Bolts of Your PLC+

Scheduling PLC+ Meetings

Setting Aside the Time for the Work of the PLC+

Notes

Example of a PLC+ Meeting Cycle. Meeting Descriptions. Initial Meeting

Meeting A

Meeting B

Meeting C

Meeting D

Meeting E

Overcoming Challenges: (Not Enough) Time

Developing an Assessment Calendar

Notes

Part 7 Activating a High-Impact and High-Functioning PLC+

Notes

High Impact Versus High Functioning

1. What if members of the PLC+ do not get along?

2. What if we are grouped together but work independently on teaching and learning?

3. What if no one steps up to activate the work of the PLC+?

4. What if the PLC+ is ineffective at activating dialogue?

5. What if the PLC+ is so focused on “getting it done” that professional learning is not valued?

6. What if the PLC+ members believe they have no authority to make “needed” decisions?

7. What if the PLC+ does not agree on the professional learning within the PLC+ framework?

8. What if the PLC+ focuses on teaching and learning approaches that will result in a minimal impact on learning?

9. What if the PLC+ has members that do not want to change?

10. What if the PLC+ is skeptical of assessments and their data?

11. What if the PLC+ engages in dialogue that is superficial or focuses on blame and excuses?

12. What if the PLC+ meeting is mandated and not voluntary?

13. What if the PLC+ has a misalignment between intentions and actions?

14. What if PLC+ members work in isolation and have trouble establishing interdependence?

Notes

Descriptions of Images and Figures

Part 8 Activating Conversations Focused on Equity

Closing Remarks

References

Index

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