Community of Practice and Situated Learning


"School culture is one of the most complex and important concepts in education" (Stoll, 1998)

If there has been any light in the grimness and devastation of the Christchurch earthquake of 2011, I believe it could be in the education system. In a time where schools have merged, rebuilt or are being rebuilt there has been a forced shift in the organisational culture of many schools. These schools are changing the way they educate in order to help graduates compete in a changing world.

The 'structure' (Stoll, 1998) of our school has changed significantly as we have moved into new premises. The days of our single unit classrooms have gone and we now educate and learn from within collaborative hubs. These changes mean we are forced to work collaboratively, and for some staff this has been a learning curve.

However, if it wasn't for the management's push for us to think about what we want our school to be and where we are going, our educators would not be making the best use of our innovative learning environment. We are re-culturing (Stoll, 1998) our school in how we work together as a team and how we can best use our strengths and passions to aid our own and other teams within the school.

As educators, we need to be constantly reflecting on who we are and what we are trying to achieve. If you ask most educators why they teach, they are earnestly trying to help their students succeed. Without actively reflecting on how you teach and whether students need to change what they are learning to meet today's needs, many educators will struggle to change how they educate or even if there is a need to alter any aspect of their programme. Working collaboratively gives these educators a differing point of view and can perhaps reinvigorate some of the tired ways of doing things. Obviously a big part of this is the giving and receiving of respect and support between colleagues.

Some of the most practical ways in which we have 're-cultured' is the use of 'mates agreements' between hubs and our whole school development of our inquiry model. The mates agreements were done in our smaller teams to outline areas of responsibility, soft systems in how the hub was run and so on. Much of this work was done in professional development time before we had even shifted into our new premises.

The whole school development of our inquiry model has been developed as a collective staff. This
inquiry model can be used throughout the school and will lead to the development of a vision for describing a graduate of our school. Surprisingly this was such an easy thing to develop but gave us such a clear view of what we needed to change in our school to help students succeed. Technology and project based learning became a real focus for many of us, not just the die-hard tech enthusiasts!

 Doing this kind of professional development as a school has meant we are collaboratively influencing the cultural norms in our school (Stoll & Fink, 1996. Cited in Stoll, 1998). We have shared goals and are therefore responsible for the success of these goals. Because we are involved in this re-culturing there is a sense of transparency as to how our school develops.

Putting the school culture in the forefront of how we educate and learn has to be a continuing work in progress so it doesn't become stagnant. Our next steps as a school are to get pupil and whanau involvement in our shared vision so we have a whole school sense of purpose and community.

References
Stoll (1998). School Culture. School Improvement Network’s Bulletin 9. Institute of Education, University of London. Retrieved fromhttp://www.educationalleaders.govt.nz/Culture/Understanding-school-cultures/School-Culture







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