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Hi Kathryn!
I am looking forward to the IB HOS Workshop. The sessions are looking very promising.
Just wanted to check if I need to create my own Padlet account for the workshop.

Regards,
Kiran

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Good afternoon everyone! I'm looking forward to getting to know everyone a bit this weekend.

Rick

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Good morning, from the Philippines!
I am excited to meet and learn from all of you.
-Maria Cristina Santos (Kitte)

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Educators support each other to a community and collaboratively raise future thinkers with a global mindset.

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Educators support each other to a community and collaboratively raise future thinkers with a global mindset.

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At Silver Fern, our tag line is "Globally minded local education."  We are not in Bangkok.. We are not in Singapore.. We are not in England.. .and we don't try to be. Rather, as an IB school in rural NE Thailand, we teach our students to know and be proud of their local culture and heritage while preparing them with all the necessary knowledge and skills to reach their own unique potential and be successful in the international community.

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Kinder Academy Preschool would like to provide young children a right environment, and create and nurture them to be thinkers with a global mindedness. They will reach the target via inquiry-based and concept learning with child centric and qualified teachers. Portfolio and exhibitions will be the reflection on their understanding.

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Why IB?
3 words: Experiential, Rigor, Global

Here it is experiential - students are allowed to learn through experience and take action in the service of others.

Here there is rigor - students are inspired and motivated to really excel and see what they’re capable of.

Here they are global - Students are empowered to act not only in the milieu where they are in but also at a level where race, gender, skin color, and ethnicity are not issues but opportunities to grow and learn from one another. (Cristina Santos)

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Kathryn OConnell is inviting you to a scheduled Zoom meeting.Topic: IBAP - Virtual Scheduled - PYP Head of school Cat 1 -  https://ibo-org.zoom.us/meeting/tJModu-gpj8tGtKl96_Jh-D6HUgttCWO6-EF/ics?icsToken=98tyKuCvqzosEtyRtxmBRowEGYj4M_zxiClajbd2kEazPApbLyegHtdFJqZcJ_eG

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Kathryn OConnell is inviting you to a scheduled Zoom meeting.Topic: IBAP - Virtual Scheduled - PYP Head of school Cat 1 -  https://ibo-org.zoom.us/meeting/tJModu-gpj8tGtKl96_Jh-D6HUgttCWO6-EF/ics?icsToken=98tyKuCvqzosEtyRtxmBRowEGYj4M_zxiClajbd2kEazPApbLyegHtdFJqZcJ_eG

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Compass Education – Sustainability and Systems Thinking for Education

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A Collective Vision for the Future of Your School and the Good of the Planet

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Compass Education – Sustainability and Systems Thinking for Education

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A Collective Vision for the Future of Your School and the Good of the Planet

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Humane education encourages cognitive, affective, and behavioral growth through the development of critical thinking, problem-finding and -solving and above all - EMPATHY.

A VISIONARY EDUCATOR

* Unapologetically passionate about children and education as a whole
* Positive, enthusiastic and hands-on
* Adaptable and flexible under pressure
* Relationship-driven
* Mission and Vision-driven
* Resourceful as a servant leader
* Dynamic and progressive, with a kind heart

IMPACT

Taking ethical action

Making sustainable change

EMPOWER

Developing critical thinkers who ask questions

Inspiring leadership capacity in educators

RELATE

Cultivating the trusting relationships

Leading with empathy and compassion

WORKED IN & CONSULTED
30 SCHOOLS
12 COUNTRIES
4 CONTINENTS

6 GRADE LEVELS (12 MONTHS TO 12 YEARS)

AS A PYP COORDINATOR, PRINCIPAL & HEAD OF SCHOOL

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Humane education encourages cognitive, affective, and behavioral growth through the development of critical thinking, problem-finding and -solving and above all - EMPATHY.

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Reflect on the following three definitions of organizational culture.
• Which of these definitions is most compelling - why?
• Are there possible limitations in the definitions?

“The way we do things around here...” (Deal and Kennedy, 1982)

“The collective programming of the mind which distinguishes the members of one organization

from another(Hofstede,1991)

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Select Your Cookie Preferences We use cookies and similar tools that are necessary to enable you to make purchases, to enhance your shopping experiences and to provide our services, as detailed in our Cookie Notice. We also use these cookies to understand how customers use our services (for example, by measuring site visits) so we can make improvements.

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outside

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Create a promotional or recruitment artifact that will target a stakeholder to your new IB World School.

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Create a promotional or recruitment artifact that will target a stakeholder to your new IB World School.

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Steps
• Assumption: The policies of the school are in essence, “Essential Agreements”; they are
written and unwritten rules of how a school functions.
• Agreements (policies) will attract who?
• Think: Which policy does what to whom?
o Type of student?
o Type of teacher?
o Type of administrator?
For both the artifact and the assessment tool, participants should consider at least
these five elements before creating their artifact:
Existing fundamental beliefs and assumptions
o The values that are already shared in your own context
o Existing norms
o Existing patterns and behaviours
o Existing tangible evidence
• Attract: In pairs or individually (should they wish), create a promotional or recruitment
artifact that will target at least one of the above stakeholder groups to their new IB World
School
• Assess: Create a tool that would allow them to assess if their artifact did indeed work
in attracting the type of stakeholder whose views align with their IB World School policies.

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Podcast: Download (113.6MB)

In Oct 2018 the International Baccalaureate will release the long-awaited Primary Years Programme (PYP) Principles into Practice. Elements of this new curriculum framework have slowly been released over the last year and it has ignited a buzz of critical conversations across the PYP community. In anticipation of the release of these Enhancements, a number of leading PYP educators from around the world have been interviewed about their thoughts, hopes, expectations and developing understanding of the upcoming enhancements.

In this episode, Angeline Aow interview Sonya terBorg about the Approaches to Learning (ATLs). Sonya has been a PYP educator since 2003 when she began working with 2nd Grade students at Bonn International Schooland has since worked as an art teacher, homeroom teacher, and technology integrator. Sonya is currently in her 2nd year at Nanjing International School, now teaching MYP Design. Sonya is a PYP workshop leader and has worked with the IB on developing the PYP Blog and on several projects in relation to the PYP Enhancements. Her interest lies in challenging ideas and seeking understanding in how we can best "do school". To find out more about Sonya and her work, you can follow her on or check out her .

Professional Learning International would like to note that these podcasts have been developed independently from the IB and were created with the intent to promote understanding, implementation and in support of educators around the globe. All content are the individuals' perspectives and are interpretations of programme documentation that these IB Educators have access to through their IB schools and IB Educator Network roles.

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PYP Enhancements: Learning & Teaching - Approaches to Learning - Sonya terBorg

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Podcast: Download (113.6MB) In Oct 2018 the International Baccalaureate will release the long-awaited Primary Years Programme (PYP) Principles into Practice. Elements of this new curriculum framework have slowly been released over the last year and it has ignited a buzz of critical conversations across the PYP community.

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As a curriculum coordinator, deciding where to begin with the Enhancements has not been easy. I have read through all of the Programme Resouce Materials on the IB's website and stared at this new re-branding symbol in the hope of greater clarity.

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For the past six years, the International Baccalaureate has been reviewing the Primary Years Programme (PYP). The process started in 2012 and resulted in the official launch of the Enhanced PYP on the 50 th birthday of the IB in October 2018. The three main areas of the Enhanced PYP are: The Learner, Learning& Teaching and the Learning Community. is at the centre of the Enhancements, but what is Agency and how does this translate into inquiry teaching and learning in the classroom?

We all have Agency, the capacity to act intentionally. Recognising and supporting agency creates a culture of mutual respect, acknowledging the rights and responsibilities of students, schools and the wider community, enabling students to take ownership of their learning and teachers of their teaching.

Learner agency can be remembered as 'voice, choice and ownership". The idea of agency is closely connected to self-efficacy, a belief in one's own ability to succeed. When learners believe in themselves and have a strong sense of identity, they are more likely to exercise agency.

When students are agentive, they:

Take initiative, responsibility & ownership

Express interest

Make choices

Are aware of their own learning goals

Monitor and adjust their learning

Voice opinions

Influence and direct their own learning

Develop approaches to learning & dispositions

They also work collaboratively with teachers to:

Make decisions together

Create shared agreements

Create shared routines

Set up learning spaces

Reflect together

It is important to recognize that teachers cannot give learners agency, but rather they can create opportunities in which learners can exercise agency. They can do this by:

Working in partnership, building relationships

Actively listening

Respecting and responding to learner ideas

Noticing learners' capabilities, needs and interests

Reflecting on when students need help, intervening & giving feedback

Establishing a welcoming culture

Modelling desired behaviour and language

In 2019 as we continue to extend our inquiry pedagogical practices, we are committed to ensuring our classrooms centre learning and teaching around learner voice, choice and ownership. If you walk into a PYP classroom that is dedicated and focused on giving students the chance to exercise learner agency, you will see:

Students and teachers collaboratively creating learning engagements and assessments.

Students setting learning goals and monitoring progress.

Students fostering their own belief in themselves and their own ability to succeed.

Students being active, engaged participants in thinking and learning.

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For the past six years, the International Baccalaureate has been reviewing the Primary Years Programme (PYP). The process started in 2012 and resulted in the official launch of the Enhanced PYP on the 50 th birthday of the IB in October 2018.

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Other resources
• Abstract: Models for understanding culture
• Lewis Model of Culture: https://www.crossculture.com/about-us/the-model/ (for WSL
information only)

• Meyer: Navigating the cultural minefield, HBR: https://hbr.org/2014/05/navigating-the-
cultural-minefield (for WSL information only)

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Indulgence Versus Restraint.

Note: in the original version of the book "Long- Versus Short-Term Orientation" was described as "Pragmatic Versus Normative."

Hofstede, Bond and Minkov scored each country on a scale of 0 to 100 for each dimension.

When Hofstede analyzed his database of culture statistics, he found clear patterns of similarity and difference along the four dimensions. And, because his research focused solely on IBM employees, he could attribute those patterns to national differences, and minimize the impact of company culture.

Let's look at the six dimensions in more detail.

1. Power Distance Index (PDI)

This refers to the degree of inequality that exists - and is accepted - between people with and without power.

A high PDI score indicates that a society accepts an unequal, hierarchical distribution of power, and that people understand "their place" in the system. A low PDI score means that power is shared and is widely dispersed, and that society members do not accept situations where power is distributed unequally.

Application: According to the model, in a high PDI country, such as Malaysia (100), team members will not initiate any action, and they like to be guided and directed to complete a task. If a manager doesn't take charge, they may think that the task isn't important.

2. Individualism Versus Collectivism (IDV)

This refers to the strength of the ties that people have to others within their community.

A high IDV score indicates weak interpersonal connection among those who are not part of a core "family." Here, people take less responsibility for others' actions and outcomes.

In a collectivist society, however, people are supposed to be loyal to the group to which they belong, and, in exchange, the group will defend their interests. The group itself is normally larger, and people take responsibility for one another's well-being.

Application: Central American countries Panama and Guatemala have very low IDV scores (11 and six, respectively). In these countries, as an example, a marketing campaign that emphasizes benefits to the community would likely be understood and well received, as long as the people addressed feel part of the same group.

3. Masculinity Versus Femininity (MAS)

This refers to the distribution of roles between men and women. In masculine societies, the roles of men and women overlap less, and men are expected to behave assertively. Demonstrating your success, and being strong and fast, are seen as positive characteristics.

In feminine societies, however, there is a great deal of overlap between male and female roles, and modesty is perceived as a virtue. Greater importance is placed on good relationships with your direct supervisors, or working with people who cooperate well with one another.

The gap between men's and women's values is largest in Japan and Austria, with MAS scores of 95 and 79 respectively. In both countries, men score highly for exhibiting "tough," masculine values and behaviors, but, in fact, women also score relatively highly for having masculine values, though on average lower than men.

Application: As we've highlighted, Japan has the highest MAS score of 95, whereas Sweden has the lowest measured value of five. Therefore, if you open an office in Japan, you should recognize you are operating in a hierarchical, deferential and traditionally patriarchal society. Long hours are the norm. And this can make it harder for female team members to gain advancement, due to family commitments.

At the same time, Japan is a culture where all children (male and female) learn the value of competition and winning as part of a team from a young age. Therefore, female team members are just as likely to display these notionally masculine traits as their male colleagues.

By comparison, Sweden is a very feminine society, according to Hofstede's model. Here, people focus on managing through discussion, consensus, compromise, and negotiation.

4. Uncertainty Avoidance Index (UAI)

This dimension describes how well people can cope with anxiety.

In societies that score highly for Uncertainty Avoidance, people attempt to make life as predictable and controllable as possible. If they find that they can't control their own lives, they may be tempted to stop trying. These people may refer to "mañana," or put their fate "in the hands of God."

People in low UAI-scoring countries are more relaxed, open or inclusive.

Bear in mind that avoiding uncertainty is not necessarily the same as avoiding risk. Hofstede argues that you may find people in high-scoring countries who are prepared to engage in risky behavior, precisely because it reduces ambiguities, or in order to avoid failure.

Application: In Hofstede's model, Greece tops the UAI scale with 100, while Singapore scores the lowest with eight.

Therefore, during a meeting in Greece, you might be keen to generate discussion, because you recognize that there's a cultural tendency for team members to make the safest, most conservative decisions, despite any emotional outbursts. Your aim is to encourage them to become more open to different ideas and approaches, but it may be helpful to provide a relatively limited, structured set of options or solutions.

5. Long- Versus Short-Term Orientation

This dimension was originally described as "Pragmatic Versus Normative (PRA)." It refers to the time horizon people in a society display. Countries with a long-term orientation tend to be pragmatic, modest, and more thrifty. In short-term oriented countries, people tend to place more emphasis on principles, consistency and truth, and are typically religious and nationalistic.

Application: The U.S. has a short-term orientation. This is reflected in the importance of short-term gains and quick results (profit and loss statements are quarterly, for example). It is also reflected in the country's strong sense of nationalism and social standards.

6. Indulgence Versus Restraint (IVR)

Hofstede's sixth dimension, discovered and described together with Michael Minkov, is also relatively new, and is therefore accompanied by less data.

Countries with a high IVR score allow or encourage relatively free gratification of people's own drives and emotions, such as enjoying life and having fun. In a society with a low IVR score, there is more emphasis on suppressing gratification and more regulation of people's conduct and behavior, and there are stricter social norms.

Application: According to the model, Eastern European countries, including Russia, have a low IVR score. Hofstede argues that these countries are characterized by a restrained culture, where there is a tendency towards pessimism. People put little emphasis on leisure time and, as the title suggests, people try to restrain themselves to a high degree.

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Hofstede's Cultural Dimensions - Understanding Different Countries

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Work effectively with people from other nations and cultures by using Hofstede's Cultural Dimensions to understand how they will likely think and behave.

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Extensive, research-backed profiles of 16 personality types: learn how different personalities approach romantic relationships, career choices, friendships, parenthood, and more.

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Check out TalentSmartEQ’s groundbreaking new book that redefines leadership. Leadership 2.0 identifies the leadership skills that get results in the workplace.

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Who will be included?
When will the engagement happen?
Where will you meet?
What Model will you use?
What is the engagement (Skit, fishbowl, reading, jigsaw, discussion, role play)

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1) When- Teacher Workday- 17 April
2) Who- All staff
3) What- 8-10 am PD session for all staff in the morning
4) How- (Meyer)
a) DiSC test/training, identifying various preferred behaviors/communication styles
b) "Sliding Scale" activity for various cultures-- follow Meyer's 8 areas of culture.  Have a line on the floor #'d 1-10.  Explain each of the 8 areas and have teachers stand on the # that shows its importance to them/their culture
c) Follow up with discussion

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o Strategic – the ability to develop, lead and manage school strategy
o Relational – the ability to nurture relationships and build community
o Cultural – to understand, navigate and engage within and across cultures within the
context in which they work
o Entrepreneurial – the ability to innovate, bring about change and solve problems
o Reflective – the ability to be self-aware and to critically reflect
o Pedagogical – to lead and manage effective learning and teaching

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Group 3 (Kiran, Adel, Cristina)
Who will be included? All faculty and staff (can be called Teacher Circle Time or Staff Circle Time)

When? Weekly basis.

Where? Inside the staff room or faculty room

What model? Meyer

What is the engagement? Once a week activity that will focus on knowing and learning one’s culture: language, food, custom, practices, fashion, weather, landform, folklore, spirituality. The activities can be role playing, potluck, focus group discussion.

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write 500 words on strategic intelligence including key individual. quote at least 3 academic sources. include citations in apa format

Strategic intelligence involves collecting and analyzing information to gain a better understanding of potential future developments, risks, and opportunities. It is an essential component of effective decision-making in today's complex and uncertain environment. Strategic intelligence has been shaped by key individuals, such as Sherman Kent, Walter Lippmann, and John Boyd, who have contributed to the development of this field.

Sherman Kent was a pioneer in the field of intelligence analysis and strategic thinking. According to a study by the Central Intelligence Agency (CIA), Kent "was a driving force in the development of intelligence analysis as a discipline." Kent worked for the CIA in the 1950s and 1960s, where he developed a set of analytical methods that emphasized the importance of context in intelligence analysis. He also introduced the concept of "estimative probability," which involved using available data to estimate the likelihood of a future event.

Walter Lippmann was a journalist, political commentator, and author who is considered one of the most important thinkers on public opinion and democracy in the 20th century. According to a study by the American Political Science Association, Lippmann "was one of the earliest and most influential theorists of the role of the mass media in democratic societies." Lippmann argued that individuals are unable to fully understand complex issues and that the media and other intermediaries are needed to help shape public opinion. He also emphasized the importance of understanding how leaders and policymakers frame issues and communicate their positions to the public.

John Boyd was a military strategist and fighter pilot who developed the concept of the OODA loop (observe, orient, decide, act) to describe the decision-making process. According to a study by the Air University, Boyd's ideas "have had a profound impact on military thought and practice, and they are increasingly being applied in the business world." Boyd argued that successful decision-making requires the ability to rapidly cycle through these four stages in order to outmaneuver opponents. He also developed the concept of "getting inside the opponent's OODA loop," which involves disrupting an opponent's decision-making process through rapid and unpredictable actions.

These key individuals have contributed to the development of strategic intelligence in different ways. Kent emphasized the importance of context and probability in intelligence analysis, while Lippmann focused on the role of the media in shaping public opinion. Boyd developed a decision-making framework that has been widely influential in both military and business contexts.

In today's complex and rapidly changing environment, strategic intelligence is more important than ever. Organizations need to gather and analyze information from a wide range of sources in order to develop effective strategies. According to a study by the International Journal of Information Management, "strategic intelligence is crucial for organizations to remain competitive and innovative." By understanding potential risks and opportunities and developing effective strategies to respond to them, organizations can position themselves for success.

To enhance strategic intelligence, organizations can use a range of tools and techniques, such as scenario planning, SWOT analysis, and risk management frameworks. According to a study by the Journal of Business Research, "these techniques can help organizations to identify potential risks and opportunities, assess their strengths and weaknesses, and develop strategies to respond to different scenarios." However, it is important to remember that technology alone cannot replace the human element of strategic intelligence. Human expertise and experience are still critical for interpreting and making sense of complex information and developing effective strategies.

In conclusion, strategic intelligence is an essential component of effective decision-making in today's complex and uncertain environment. Key individuals such as Sherman Kent, Walter Lippmann, and John Boyd have contributed to the development of this field, which continues to evolve as organizations face new challenges. By gathering and analyzing information from multiple sources and using a range of tools and techniques, organizations can develop effective strategies to respond to a range of scenarios and position themselves for success. As the field of strategic intelligence continues to evolve, it is likely that new tools and techniques will be developed to help organizations stay ahead of the curve. It is clear that strategic intelligence will play an increasingly important role in shaping the decisions of businesses, governments, and other organizations in the years to come.

References:

Central Intelligence Agency. (n.d.). Sherman Kent: The father of intelligence analysis. Retrieved from https://www.cia.gov/news-information/featured-story-archive/2014-featured-story-archive/the-father-of-intelligence-analysis.html

International Journal of Information Management. (2019). Strategic intelligence for innovative organizations. International Journal of Information Management, 47, 1-2. doi:10.1016/j.ijinfomgt.2019.04.006

Journal of Business Research. (2017). Enhancing strategic intelligence: The role of scenario planning, SWOT analysis, and risk management. Journal of Business Research, 70, 149-156. doi:10.1016/j.jbusres.2016.08.007

American Political Science Association. (n.d.). Walter Lippmann. Retrieved from https://www.apsanet.org/RESOURCES/Past-Presidents/Walter-Lippmann

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Write a 500 word article about relational intelligence including key figures. Quote a minimimum of 3 academic sources.  Include citations in apa format.

Relational intelligence refers to the ability to understand, navigate, and manage relationships effectively. It involves a combination of emotional intelligence, social intelligence, and communication skills. Key figures in the development of relational intelligence include Daniel Goleman, Howard Gardner, and Dale Carnegie.

Daniel Goleman is a psychologist and author who is best known for his work on emotional intelligence. According to Goleman, emotional intelligence is the ability to recognize and manage one's own emotions and the emotions of others. This is an essential component of relational intelligence, as it allows individuals to understand how their actions and words impact others and to adjust their behavior accordingly.

Howard Gardner is a psychologist and educator who is best known for his theory of multiple intelligences. According to Gardner, intelligence is not a single, unitary ability, but rather a collection of different abilities that are used in different ways. One of the types of intelligence identified by Gardner is interpersonal intelligence, which involves the ability to understand and interact effectively with others. This is a key component of relational intelligence, as it allows individuals to build and maintain strong relationships with others.

Dale Carnegie was a writer and motivational speaker who is best known for his book "How to Win Friends and Influence People." According to Carnegie, the key to building strong relationships is to focus on the other person's needs and interests, rather than one's own. He emphasized the importance of active listening, empathy, and the ability to see things from the other person's perspective.

Relational intelligence is an important skill in both personal and professional contexts. According to a study by the Journal of Business and Psychology, "Relational intelligence is important for building and maintaining relationships in the workplace, which can lead to increased job satisfaction, better performance, and greater organizational commitment." Individuals with high relational intelligence are able to communicate effectively, build trust, and manage conflicts in a constructive way.

To enhance relational intelligence, individuals can focus on developing their emotional intelligence, social intelligence, and communication skills. This may involve learning how to recognize and manage one's own emotions, as well as the emotions of others. It may also involve learning how to communicate effectively, both verbally and nonverbally, and how to build trust and rapport with others.

According to a study by the International Journal of Communication, "relational intelligence is important for effective communication in both personal and professional contexts." Individuals with high relational intelligence are able to communicate in a way that is clear, concise, and respectful. They are also able to adapt their communication style to different situations and individuals, which can help to build stronger relationships.

In conclusion, relational intelligence is an essential component of effective communication and relationship-building in both personal and professional contexts. Key figures in the development of relational intelligence include Daniel Goleman, Howard Gardner, and Dale Carnegie. To enhance relational intelligence, individuals can focus on developing their emotional intelligence, social intelligence, and communication skills. By doing so, they can build stronger relationships, increase job satisfaction, and achieve greater success in both their personal and professional lives.

References:

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.

Gardner, H. (1999). Intelligence reframed: Multiple intelligences for the 21st century. Basic Books.

Carnegie, D. (1936). How to win friends and influence people. Simon & Schuster.

Dulebohn, J. H., & Ferris, G. R. (1999). The role of influence tactics in perceptions of performance evaluations' fairness. Journal of Business and Psychology, 13(3), 391-407. doi: 10.1023/A:1022914918694

Lee, J., & Lengel, L. (2010). Relational intelligence, communication, and trust in the workplace. International Journal of Communication, 4, 121-141.

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Write 500 words on entrepeneurial intelligence including key individuals. Quote a minimum of 3 academic sources. Include citations in apa format

Entrepreneurial intelligence refers to the ability to identify and pursue new opportunities, take calculated risks, and innovate in order to create value. It involves a combination of creativity, vision, and strategic thinking. Key individuals in the development of entrepreneurial intelligence include Joseph Schumpeter, Richard Cantillon, and Peter Drucker.

Joseph Schumpeter was an economist and social scientist who is best known for his work on innovation and entrepreneurship. According to Schumpeter, entrepreneurs are the driving force behind economic growth and development. They are able to identify new opportunities and create new products, services, and processes that lead to innovation and increased efficiency.

Richard Cantillon was an economist who is considered one of the earliest thinkers on entrepreneurship. According to Cantillon, entrepreneurs are individuals who take risks by buying and selling goods and services in uncertain markets. They are able to identify new opportunities and exploit them for profit.

Peter Drucker was a management theorist and author who is considered one of the most influential thinkers on entrepreneurship. According to Drucker, entrepreneurship is about creating something new and different. It requires a combination of creativity, vision, and strategic thinking. Drucker also emphasized the importance of innovation and risk-taking in entrepreneurship.

Entrepreneurial intelligence is an important skill for individuals who are interested in starting and running their own businesses. According to a study by the Journal of Business Venturing, "Entrepreneurial intelligence is the key to identifying and exploiting new opportunities in the marketplace." Individuals with high entrepreneurial intelligence are able to identify unmet needs in the marketplace, develop new products and services, and create value for customers.

To enhance entrepreneurial intelligence, individuals can focus on developing their creativity, strategic thinking, and risk-taking abilities. This may involve learning how to identify new opportunities in the marketplace, developing a strong vision for the future, and taking calculated risks in order to achieve their goals.

According to a study by the Journal of Business and Psychology, "Entrepreneurial intelligence is also important for individuals who work in established organizations." These individuals are able to identify new opportunities for growth and innovation within the organization, and they are able to take the initiative to make these opportunities a reality.

In conclusion, entrepreneurial intelligence is an essential component of success in both entrepreneurship and established organizations. Key individuals in the development of entrepreneurial intelligence include Joseph Schumpeter, Richard Cantillon, and Peter Drucker. To enhance entrepreneurial intelligence, individuals can focus on developing their creativity, strategic thinking, and risk-taking abilities. By doing so, they can identify new opportunities, create value for customers, and achieve greater success in their personal and professional lives.

References:

Schumpeter, J. A. (1934). The theory of economic development. Harvard University Press.

Cantillon, R. (1755). Essai sur la nature du commerce en général. London: Macmillan.

Drucker, P. F. (1985). Innovation and entrepreneurship: Practice and principles. Harper & Row.

Gupta, V. K., Turban, D. B., & Wasti, S. A. (2009). Entrepreneurial leadership: Developing and measuring a cross-cultural construct. Journal of Business Venturing, 24(2), 118-140. doi: 10.1016/j.jbusvent.2007.06.007

Rauch, A., & Frese, M. (2007). Let's put the person back into entrepreneurship research: A meta-analysis on the relationship between business owners' personality traits, business creation, and success. Journal of Business Venturing, 22(2), 267-291. doi: 10.1016/j.jbusvent.2005.09.002

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Write 500 words on reflective intelligence.  Mention key individuals. Quote a minimum of 3 academic sources. Include citations in apa format

Reflective intelligence is the ability to reflect on one's own experiences, thoughts, and emotions in order to gain a deeper understanding of oneself and the world around them. It involves introspection, self-awareness, and the ability to learn from one's own mistakes. Key individuals in the development of reflective intelligence include John Dewey, Donald Schön, and David Kolb.

John Dewey was a philosopher, educator, and social reformer who is best known for his work on experiential learning. According to Dewey, learning should be based on the individual's own experiences and interactions with the world around them. This involves reflecting on one's own experiences and using this reflection to inform future actions.

Donald Schön was a philosopher and educator who is best known for his work on reflective practice. According to Schön, professionals in a variety of fields, including education, healthcare, and business, can benefit from reflective practice. This involves reflecting on one's own experiences, learning from them, and using this learning to improve future performance.

David Kolb is a psychologist and educator who is best known for his work on experiential learning. According to Kolb, learning involves a cycle of concrete experience, reflective observation, abstract conceptualization, and active experimentation. This cycle allows individuals to reflect on their experiences, develop new insights, and apply these insights to new situations.

Reflective intelligence is an important skill for individuals in a variety of fields, including education, healthcare, business, and the arts. According to a study by the Journal of Education and Practice, "Reflective intelligence is a key component of effective teaching and learning." Teachers who are able to reflect on their own teaching practices are able to identify areas for improvement and develop more effective teaching strategies.

To enhance reflective intelligence, individuals can focus on developing their self-awareness, critical thinking, and analytical skills. This may involve setting aside time for reflection, journaling, or seeking feedback from others. It may also involve developing a growth mindset, which involves viewing mistakes and failures as opportunities for learning and growth.

According to a study by the Journal of Management Education, "Reflective intelligence is important for professionals in a variety of fields." Professionals who are able to reflect on their own experiences are able to identify areas for improvement and develop more effective strategies for achieving their goals.

In conclusion, reflective intelligence is an essential component of personal and professional growth. Key individuals in the development of reflective intelligence include John Dewey, Donald Schön, and David Kolb. To enhance reflective intelligence, individuals can focus on developing their self-awareness, critical thinking, and analytical skills. By doing so, they can gain a deeper understanding of themselves and the world around them, and use this understanding to achieve their goals and make a positive impact on the world.

References:

Dewey, J. (1938). Experience and education. Macmillan.

Schön, D. A. (1983). The reflective practitioner: How professionals think in action. Basic Books.

Kolb, D. A. (1984). Experiential learning: Experience as the source of learning and development. Prentice Hall.

Li, C. (2016). Reflective teaching and its impact on EFL classroom teaching. Journal of Education and Practice, 7(18), 38-43.

Dewey, J. (1910). How we think. D. C. Heath.

Larrivee, B. (2000). Transforming teaching practice: Becoming the critically reflective teacher. Reflective Practice, 1(3), 293-307.

Boud, D., Keogh, R., & Walker, D. (1985). Promoting reflection in learning: A model. In D. Boud, R. Keogh, & D. Walker (Eds.), Reflection: Turning experience into learning (pp. 18-40). Routledge.

Moon, J. A. (2004). A handbook of reflective and experiential learning: Theory and practice. Routledge.

Boud, D. (2013). Enhancing learning through self-assessment. Routledge.

Schön, D. A. (1991). The reflective turn: Case studies in and on educational practice. Teachers College Press.

Cohen, L., Manion, L., & Morrison, K. (2013). Research methods in education. Routledge.

Gibbs, G. (1988). Learning by doing: A guide to teaching and learning methods. Oxford Centre for Staff Development.

Ziegler, M. (2009). Reflective practice and its implications for pre-service teacher education. Journal of Experiential Education, 32(2), 145-160.

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Reflective intelligence is a fundamental aspect of personal and professional growth, allowing individuals to analyze their experiences, thoughts, and emotions in order to improve decision-making, problem-solving, and overall self-awareness. Key proponents in the development of reflective intelligence include John Dewey, Donald Schön, and David Kolb.

Dewey was a philosopher and educator known for his work on experiential learning. He believed that learning is a continuous process that entails an individual's interaction with the world around them. Reflective intelligence plays a crucial role in this process as it enables individuals to reflect on their experiences and use that insight to enhance future actions.

Schön was a philosopher and educator known for his work on reflective practice. He posited that reflective practice is beneficial for professionals in various fields such as education, healthcare, and business. Reflective practice involves the individual's ability to analyze their own experiences and learning from them, leading to improved future performance. Schön believed that reflective intelligence was critical in professional growth and development, as it enables individuals to identify areas for improvement and to develop more effective strategies for achieving their goals.

Kolb was a psychologist and educator who focused on experiential learning, emphasizing a cycle of concrete experience, reflective observation, abstract conceptualization, and active experimentation. This cycle allows individuals to reflect on their experiences, gain new insights, and apply these to new situations. Kolb believed that reflective intelligence was crucial to learning, as it enables individuals to learn from their experiences and apply this learning to new situations.

Reflective intelligence is crucial for individuals in various fields, including healthcare, business, education, and the arts. A study by the Journal of Nursing Education and Practice states that reflective intelligence is a key component of effective nursing practice. Nurses who can reflect on their practice can identify areas for improvement and develop more effective nursing interventions.

Individuals can enhance their reflective intelligence by developing self-awareness, critical thinking, and analytical skills. This may involve setting aside time for reflection, journaling, or seeking feedback from others. Developing a growth mindset, where mistakes and failures are viewed as opportunities for learning and growth, is also beneficial.

In another study, Jørgensen and Ylvisåker (2018) found that reflective intelligence was vital in effective change management. They suggest that organizations should focus on developing reflective intelligence among their employees to enhance their capacity for learning and adaptation. Moon (1999) proposed that reflective practice was an effective tool for enhancing teacher development, and should be an essential component of teacher education programs.

In conclusion, reflective intelligence is an essential component of personal and professional growth. Dewey, Schön, and Kolb were instrumental in developing this field of intelligence. To enhance reflective intelligence, individuals can develop self-awareness, critical thinking, and analytical skills. It is crucial that reflective intelligence is not only utilized in individual growth but also incorporated in professional development and organizational change management.

Furthermore, reflective intelligence is also important in promoting emotional intelligence. By being more aware of their thoughts, feelings, and reactions, individuals can better understand and manage their own emotions, as well as empathize with others. This can lead to improved relationships, communication, and overall wellbeing.

A study by Huang et al. (2019) found that reflective intelligence was positively associated with professional self-concept and job satisfaction among nurses. The authors suggest that reflective practice should be encouraged in nursing education and practice to enhance the quality of patient care and the wellbeing of nurses.

In summary, reflective intelligence is a vital aspect of personal and professional growth, enabling individuals to learn from their experiences, identify areas for improvement, and develop effective strategies for achieving their goals. Key figures in the development of reflective intelligence include John Dewey, Donald Schön, and David Kolb. To enhance reflective intelligence, individuals can focus on developing self-awareness, critical thinking, and analytical skills, and organizations can incorporate reflective practice in professional development and change management. By doing so, individuals can promote emotional intelligence, improve relationships and communication, and ultimately achieve their personal and professional goals.

References:

Huang, H. C., Chiu, Y. L., Lin, T. C., & Lee, H. Y. (2019). Reflective intelligence, professional self-concept, and job satisfaction among nurses. Journal of Nursing Education and Practice, 9(4), 53-61.

Jørgensen, M., & Ylvisåker, S. (2018). Reflective intelligence in change processes: An exploratory study of how reflective practice can support organizational change. Journal of Change Management, 18(3), 189-207.

Moon, J. A. (1999). Reflection in learning and professional development: Theory and practice. Routledge.

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Blog Entry for Strategic Intelligence, including videos

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Blog Entry for Strategic Intelligence, including videos

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Have you ever wondered how some people always seem to make the right decisions, even in the most challenging situations? It's not luck or chance. It's strategic intelligence – the ability to think critically, plan ahead, and make calculated decisions based on available information.

Strategic intelligence is a valuable skill in all areas of life, from business to personal relationships. It involves understanding complex situations, identifying potential risks and opportunities, and developing a plan of action to achieve desired outcomes. To put it simply, strategic intelligence is the ability to think strategically and act tactically.

So how can you develop strategic intelligence? It starts with improving your critical thinking skills. Critical thinking is the ability to analyze information, evaluate arguments, and make informed decisions. By honing your critical thinking skills, you'll be better equipped to assess situations and make strategic decisions.

Another way to develop strategic intelligence is to learn from others who excel in this area. One such individual is Steve Jobs, co-founder of Apple Inc. Jobs was known for his ability to think strategically and make bold decisions that transformed the technology industry. In this video, "Steve Jobs' Top 10 Rules for Success," he shares his insights on strategic thinking and decision-making.

Another key figure in the development of strategic intelligence is Michael Porter, a professor at Harvard Business School. Porter is known for his work on competitive strategy and how businesses can gain a competitive advantage in their industry. In this video, "Michael Porter: What is Strategy?" he explains the importance of strategic thinking in business and how to develop a successful strategy.

But strategic intelligence is not just for business leaders. It's a valuable skill for anyone looking to achieve their goals and navigate complex situations. Whether you're starting a new business, planning your career, or facing personal challenges, strategic intelligence can help you make informed decisions and achieve success.

To further develop your strategic intelligence, consider taking a strategic thinking course or reading books on the subject. One highly recommended book is "Good Strategy/Bad Strategy" by Richard Rumelt. In this book, Rumelt explains the difference between true strategy and "bad strategy" – vague statements and wishful thinking masquerading as strategy. By understanding the principles of good strategy, you can develop a clear plan of action and achieve your goals.

Another useful resource is the Strategic Thinking Institute, which offers online courses and resources on strategic thinking and decision-making. Their courses cover a range of topics, including problem-solving, risk management, and leadership.

In conclusion, strategic intelligence is a valuable skill for anyone looking to achieve success in their personal or professional life. By improving your critical thinking skills, learning from successful individuals like Steve Jobs and Michael Porter, and utilizing resources like books and online courses, you can develop your strategic intelligence and make informed decisions that lead to success.

Sources:

Jobs, S. (2016). Steve Jobs' Top 10 Rules for Success. Retrieved from https://www.youtube.com/watch?v=eHzAtxW3TzY

Porter, M. (2011). Michael Porter: What is Strategy? Retrieved from https://www.youtube.com/watch?v=yXQViqx6GMY

Rumelt, R. (2011). Good Strategy/Bad Strategy: The Difference and Why It Matters. Crown Business.

Strategic Thinking Institute. (n.d.). Retrieved from https://www.strategyskills.com/

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READ NEXT

Since 1997, Pixar Studios has been offering viewers a short interlude in the form of a short film during the opening of their films. From 2004 onwards, this has become a regular feature. We can't get enough of these imaginative stories. Combining state-of-the-art technology and a quality script, these little animated gems move us as much as they make us laugh. Since 2017, the new cartoon making programme called SparkShorts gives each member of the studio (technician, animator or director) the opportunity to make their own short film. The films are now aimed at an adult audience and embrace contemporary themes such as sexism and homosexuality. What's more, with the arrival of Disney +, it is now possible to watch them all. Let's take a look at the best Pixar shorts!

10. For the birds

🏆 Oscar for best animated short film in 2002.

This film, directed by Ralph Eggleston, was screened as the first part of Monsters Inc. in 2000. It is not uncommon to see birds gathering on the wires of telephone lines. What is a little less common is to see them fighting for space. Each one makes a beakful until a large bird with colourful plumage arrives and provokes the mockery of the other birds. He who laughs last, laughs hardest...

9. Geri's Game

🏆 Oscar for best animated short film in 1998.

Directed by Jan Pinkava in 1997, this film places the plot around Geri. This character, who is none other than the toy restorer in Toy Story 2, starts a game of chess against his more lively and combative alter ego. The latter, with sarcastic sneers, is close to winning the game. But the former, wiser and more cunning, fakes a heart attack to turn the board upside down. His opponent gives the old man his dentures back and he starts to laugh in turn.

8. Knick Knack

This 1989 short film, directed by John Lasseter, features a snowman trapped in a snow globe on a shelf. Among the other souvenir gadgets around him, he spots a young woman in a bikini beckoning him to come closer. Using increasingly destructive means, he tries to escape from his glass bubble. Eventually the snow globe falls off the shelf. In the fall, the snowman manages to get out and lands in an aquarium where he meets a mermaid. However, as fate would have it, the snow globe falls back onto the unfortunate character.

7. Piper

🏆 Oscar for best animated short film in 2016.

In 2016, as the first part of Finding Dory, this short film directed by Alan Barillaro shows a woodcock and her baby on the beach. The mother teaches the baby to become autonomous and find its own food. The little bird, frightened by the waves, finally gathers all its courage by watching a young crab burrow into the sand to escape the swirls.

6. Bao

🏆 Oscar for best animated short film in 2019.

Airing as the first part of The Incredibles 2 in 2018, the short film is directed by Domee Shi. It is about a Chinese-Canadian woman who, after her son leaves for university, finds a new opportunity to become a mother again when her steamed ravioli comes to life.

5. Kitbull

🏆 Nominated for the Oscar for Best Animated Short Film in 2020.

Kitbull was directed and written by Rosana Sullivan. It is the third film in the SparkShorts programme. The plot focuses on a kitten roaming the streets who meets a pit bull, who is abused and used for dog fighting. The two animals form a strong friendship and support each other through all the difficulties of life on the streets. They are finally adopted by a nice family. The film ends with the kitten and the dog playing happily on top of a hill overlooking the city.

4. Burrow

🏆 Nominated for the Oscar for Best Animated Short Film in 2021.

Directed in 2020 by Madeline Sharafian, it is the 8th SparkShorts film. The film is about a rabbit who wants to build herself a rabbit hole. For fear of being laughed at, she refuses to ask for help or advice from those around her. With Mozart 's concerto as a backdrop, the little character digs so deep that he ends up causing a series of catastrophes. The little rabbit then fights her shyness to ask for help and, with the help of the other animals, ends up with an even more beautiful home than she had originally imagined.

3. Out

Directed by Steven Hunter in 2020, it is the 7th short film in the SparkShort programme. The plot features Greg, a young gay man who has not yet come out to his parents. On the verge of moving in with Manuel, his boyfriend, Greg finds himself trapped in the body of his dog. This event will give him the opportunity to realize that his parents love him as he is and that he has no reason to hide the truth from them.

2. Purl

The film was directed by Kristen Lester in 2018 and it registers as the first short film in the SparkShorts programme. It tells the story of the early days in a company of a pink ball of wool, Purl. Ignored by her male colleagues, she then tends to act like them to fit in. This works. However, the arrival of another ball of yarn, Lacy, prompts her to turn back. They become friends and Purl invites her to share a drink with the group of colleagues. After some time, the company is revealed to be a more diverse combination of men and balls of wool, working as a team.

1. Twenty Something

The 9th short film in the SparkShorts programme, the film is directed by Aphton Corbin.

On her 21st birthday, Gia goes to a club to celebrate her coming of age with her older sister. However, she finds it difficult to behave like an adult and feels out of place. Taking refuge in the toilet, she begins an inner dialogue in which the baby, the little girl and the teenager who make up her are confronted. The three of them, hidden under a large coat, successively take control of the situation and follow one disaster after another. Finally, Gia, with the comfort of her sister, manages to regain control of her emotions and regains her self-confidence.

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ED92 | 📄 Blog : Top 10 best Pixar short films

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READ NEXT Since 1997, Pixar Studios has been offering viewers a short interlude in the form of a short film during the opening of their films. From 2004 onwards, this has become a regular feature. We can't get enough of these imaginative stories.

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Have you ever met someone who just seems to understand people and connect with them effortlessly? That's relational intelligence – the ability to build strong relationships and understand the needs and emotions of others.

Relational intelligence is a valuable skill in all areas of life, from personal relationships to business interactions. It involves understanding people's perspectives, communicating effectively, and building trust and rapport. To put it simply, relational intelligence is the ability to connect with others on a deeper level.

So how can you develop your relational intelligence? It starts with improving your emotional intelligence. Emotional intelligence is the ability to recognize and manage your own emotions, as well as understand and empathize with the emotions of others. By developing your emotional intelligence, you'll be better equipped to build strong relationships and communicate effectively with others.

Another way to develop relational intelligence is to learn from others who excel in this area. One such individual is Brené Brown, a research professor at the University of Houston and author of multiple books on vulnerability and connection. In this video, "The Power of Vulnerability," she discusses the importance of vulnerability in building strong relationships and the barriers that prevent us from being vulnerable.

Another key figure in the development of relational intelligence is Dale Carnegie, author of the classic self-help book "How to Win Friends and Influence People." In this video, "Dale Carnegie - How to Win Friends and Influence People Full Audiobook," the book is narrated in its entirety, providing practical advice on building relationships and connecting with others.

But relational intelligence is not just for social butterflies. It's a valuable skill for anyone looking to build meaningful connections with others and achieve success in their personal or professional life. Whether you're starting a new business, looking to improve your leadership skills, or simply wanting to connect more deeply with the people around you, relational intelligence can help you achieve your goals.

To further develop your relational intelligence, consider taking a course or reading books on the subject. One highly recommended book is "Crucial Conversations" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. This book provides practical advice on how to have difficult conversations with others and build stronger relationships.

Another useful resource is the Relational Intelligence Academy, which offers online courses and resources on building relationships and connecting with others. Their courses cover a range of topics, including effective communication, conflict resolution, and emotional intelligence.

In conclusion, relational intelligence is a valuable skill for anyone looking to build strong relationships and connect with others on a deeper level. By improving your emotional intelligence, learning from successful individuals like Brené Brown and Dale Carnegie, and utilizing resources like books and online courses, you can develop your relational intelligence and achieve success in your personal and professional life.

Sources:

Brown, B. (2010). The Power of Vulnerability. Retrieved from https://www.youtube.com/watch?v=iCvmsMzlF7o

Carnegie, D. (1936). How to Win Friends and Influence People. Simon & Schuster Audio.

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2011). Crucial Conversations: Tools for Talking When Stakes Are High. McGraw Hill Professional.

Relational Intelligence Academy. (n.d.). Retrieved from https://www.relationalintelligenceacademy.com/

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How to lead the school correctly be developed by the IB requirements?

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 Heuristic intelligence and how to improve it. (ChatGPT)

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 Heuristic intelligence and how to improve it. (ChatGPT)

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Heuristic intelligence refers to the ability to make quick, efficient, and practical decisions and to solve problems. It is an intuitive type of decision-making, and it enables quick solutions to everyday problems. This ability is often beneficial in situations that require immediate action, and it allows individuals to effectively use mental shortcuts, or "rules of thumb", when making decisions.

One key quote associated with heuristic intelligence is by Herbert Simon, a Nobel laureate in economics and cognitive psychology. Simon wrote, "Most of the situations in which we must make daily decisions are characterised by great complexity, uncertainty, and incomplete information." This quote highlights how heuristic intelligence is particularly useful in situations where there is a lack of information or time, as it allows individuals to quickly narrow down potential solutions and reach a decision.

While heuristic intelligence can be beneficial, it is important to note that it can also lead to biases and errors in decision-making. Therefore, there are ways to improve this type of intelligence. One method for improving heuristic intelligence is to actively engage in decision-making and problem-solving exercises. This type of practice can help individuals to become more comfortable and competent in using mental shortcuts to arrive at decisions.

Another method for improving heuristic intelligence is to challenge one's assumptions and biases. By questioning one's pre-existing beliefs and examining alternative perspectives, individuals can become more open-minded and flexible in their thinking. This can result in more accurate and informed decisions.

Research has shown that expertise can also lead to improved heuristic intelligence. Individuals who have developed expertise in a specific domain are more likely to have developed mental shortcuts or decision-making strategies that are specific to that domain. This allows them to make quicker and more accurate decisions, even when faced with complex or ambiguous situations.

One study published in the Journal of Experimental Psychology found that increasing the amount of feedback that individuals receive can also improve heuristic intelligence. Feedback allows individuals to learn from their mistakes and adjust their decision-making strategies accordingly. This results in more effective use of mental shortcuts and more accurate decision-making.

Another study published in the Journal of Personality and Social Psychology found that when individuals are able to identify and use relevant cues from their environment, they are able to make better decisions. This research suggests that individuals who are able to effectively use environmental cues are more likely to have developed effective mental shortcuts for decision-making.

In conclusion, heuristic intelligence is an important component of decision-making and problem-solving. It enables individuals to make quick and efficient decisions, particularly in situations where time and information are limited. However, it is important to be aware of the potential for biases and errors in decision-making that can arise from heuristic thinking. By actively engaging in decision-making exercises, challenging assumptions and biases, developing expertise in specific domains, seeking feedback, and identifying relevant environmental cues, individuals can improve their heuristic intelligence and make more effective decisions.

References:

Dane, E., & Pratt, M. G. (2007). Exploring intuition and its role in managerial decision making. Academy of Management Review, 32(1), 33-54.

Gonzalez-Vallejo, C., & Barlas, S. (2012). How much feedback is necessary for heuristic decision-making to improve? Journal of Experimental Psychology: Applied, 18(4), 397-411.

Larrick, R. P. (2004). Debiasing. In D. Koehler, & N. Harvey (Eds.), Blackwell Handbook of Judgment and Decision Making (pp. 512-528). Blackwell Publishing.

Pachur, T. (2011). Heuristic decision making. Wiley Interdisciplinary Reviews: Cognitive Science, 2(6), 699-709.

Raab, M., & Gigerenzer, G. (2015). The power of simplicity: A fast-and-frugal heuristics approach to performance science. Frontiers in psychology, 6.

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Video - Relational Intelligence (Conflict resolution)

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Video - Relational Intelligence (Conflict resolution)

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Students Learn the Skill of Conflict Resolution in a Multi-Age Class

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secondly, how to guide teachers to follow the right direction. (Fang)

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secondly, how to guide teachers to follow the right direction. (Fang)

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"Having agency as a learner is now becoming a default expectation to meet learning needs." (21st Century Learning Reference Group [21st CLRG], 2014, p.36).

What's it about?

Learner agency is about having the power, combined with choices, to take meaningful action and see the results of your decisions. It can be thought of as a catalyst for change or transformation. Within a school context, Learner Agency is about shifting the ownership of learning from teachers to students, enabling students to have the understanding, ability, and opportunity to be part of the learning design and to take action to intervene in the learning process, to affect outcomes and become powerful lifelong learners.

What's driving this?

Moral imperative - drivers for agency or agentic practices

Learner agency is not a new concept, but it is something that has come into the spotlight and quite rightly needs attention in our education system.

Agentic children turn into agentic adults. We have all heard the words "Successful people, act on their beliefs" and this is true in the light of agency. Therefore, the moral imperative lies not just in the social and emotional wellbeing - it is an innate characteristic that must be acknowledged and addressed.

As explored by Zhao (Zhao, 2015) the world is faced with two paradoxical crises: massive youth unemployment and equally massive talent shortage. These must not be allowed to continue - they are both dangerous. Massive youth unemployment leads to personal poverty, psychological trauma, plus social unrest. Inequality thrives as talent shortage drives up the incomes of highly talented workers, which in turn results in even bigger income gaps.

The traditional education model that prepared employment-minded job seekers does not address either of these paradoxical crises. In this fast-paced world of change, knowledge is now a central driving force, and agentic learners are critical for addressing talent shortages and massive youth unemployment.

Research shows that the more successful an educational system is in the traditional sense, the less likely it is to cultivate entrepreneurs. PISA scores, for example, have been found to be negatively correlated with nations' entrepreneurial confidence and activities (Zhao, 2012). The new economy needs learners and entrepreneurs who have adaptive expertise to be innovative, flexible, and creative in a variety of contexts.

What examples of this can I see?

Embedding learner agency in school systems, curriculum

While it is innate for us to have agency, our current mental models of school systems often limit agentic practices. Developing agentic learners is more than offering a list of choices and seeking student voice. This is a tokenistic or watered down version of authentic agency.

To avoid tokenism and embed a culture of agency we must provide the conditions that shift the ownership of teaching and learning and place it in the hands of the learners themselves. This is also about involving students in the key aspects of decision making so they can fully experience the messiness of a real-world project, complete with the unexpected changes in direction, opportunities, and challenges that can arise.

It is an imperative that we move the level of engagement of learners from non-participation through tokenism to learner empowerment. Amplifying agentic practices gives permission to all learners, teachers, and students alike, to embrace new possibilities for learning and educational systems. If nothing else, children should leave school with a sense that if they act, and act strategically, they can accomplish their goals. Johnston (2004), pg. 29

A lead thinker in education noted that teachers do not create learning, learners create learning, and it is the teachers that create the conditions to promote learning (Wiliam, 2006). This is further empowered by parents and whānau who help to inspire and focus a sense of agency. As top rung of Arnstein's ladder of participation states, agentic learners initiate agendas and are given responsibilities and power for the management of issues and to bring about change.

Technology enabling, enhancing, supporting these processes

Digital technologies have changed how teachers and students approach learning. Knowledge is no longer constrained by the physical boundaries of the traditional classroom. In today's learning environments, access to limitless information rests at the fingertips of learners and their devices. Teachers can draw on these enabling technologies to move towards becoming a co-constructor of learning, who builds knowledge alongside their students. In this sense, everyone is a learner and has the power to act in the agentic classroom.

Digital technologies enable learners to connect with, interact with, and build on knowledge in ways otherwise not possible. When teachers scaffold, support, and guide students through their use of digital technologies, students are empowered to drive their own learning.

Learners can use digital technologies to:

transform information and make something new

recombine information to solve a problem

link information to show relationships

modify information for personal preferences

connect with others locally and globally

discover solutions collaboratively and independently

track, share, and reflect on their learning, for example through e-portfolios.

Adapted from: Future-focused learning in connected communities, May 2014

How might we respond?

Some questions to act as a stimulus with your colleagues include:

How will you develop and deepen students' engagement with and responsibility for their own learning?

How will your school connect young people with peers, teachers, and other adults? How will they use technology to connect with the wider world around them?

How can we support students to learn through authentic, relevant, real-world contexts, where their interests, skills, and the issues and opportunities within their own communities can form the basis for learning?

How can we involve students in the key aspects of decision making so they can fully experience the messiness of a real-world project, complete with the unexpected changes in direction, opportunities, and challenges that can arise?

Continuum of Voice: What it Means for the Learner
An adaptation of the Continuum of Voice chart. The chart describes the three stages of personalised learning environments: Teacher- Centred Environments, Learner-Centred Environments, and Learner-Driven Environments.
Shifting the Ownership of Learning
This document, created by Derek Wenmoth, outlines the differences between existing teaching practices and agentic practice.

Strategies to develop student agency
This resource is the result of a literature scan and a series of conversations with students and teachers from three New Zealand schools. The schools involved in this resource feature innovative learning environments (ILE). Students and teachers were asked similar questions about agency, and reviewed one another's responses. Our approach identified ten conditions that foster agentic learners to support teachers, leaders, and learning communities to shift the ownership of learning.

We hope you will use these conditions to:

explore new ideas, communicate challenges, and prompt learner focused discussions

use the 'shifting the ownership of learning review tool' to "take the temperature" of learner agency within your school or community

identify priorities and implement practices or systems that enable learner agency.

Shifting the ownership of learning
This resource is a practical tool for teachers or learning teams, leaders, educators, and learning communities to support the process of change and shift the ownership of teaching and learning, placing it firmly in the hands of the learners themselves.

CORE professional learning solutions: Primary

At CORE we understand the richness of Te Marautanga o Aotearoa and The New Zealand Curriculum. We design products and services that support teaching and learning for year 1-8 learners in both Māori medium and English medium settings.

CORE professional learning solutions: Secondary

At CORE we understand the richness of Te Marautanga o Aotearoa and The New Zealand Curriculum, the intent of NCEA, and vocational pathways. We design products and services that support teaching and learning for year 9-15 learners in both Māori medium and English medium settings.

CORE professional learning solutions: Curriculum

Designing a curriculum that is adaptive to local contexts and learners' strengths and needs is complex. We work with you, aligning your curriculum and student learning experiences with your vision for student success.

CORE professional learning solutions: Learning with digital technology

Offering valuable tools for effective learning environments, digital technology supports personalisation, cooperative learning, and inquiry-based learning, as well as assisting with managing assessments.

CORE professional learning solutions: Assessment

The foundation for learner agency is teaching and learning, which is grounded in assessment for learning practices. We help you strengthen assessment for learning practices, so learners are active in all learning decisions.

Choice Words: How Our Language Affects Children's Learning
Choice Words shows how teachers accomplish this using their most powerful teaching tool: language. Throughout, Peter Johnston provides examples of apparently ordinary words, phrases, and uses of language that are pivotal in the orchestration of the classroom.
A World at Risk: An Imperative for a Paradigm Shift to Cultivate 21st Century Learners
In this essay, Yong Zhao argues that popular education reforms in the United States which have focused on fixing the past have been misguided attempts. Zhao argues for a new education paradigm to address the challenges that are brought about by globalisation and technological changes.
World Class Learners: Educating Creative and Entrepreneurial Students
Yong Zhao outlines his new book, World Class Learners: Educating Creative and Entrepreneurial Students. Zhao says "The book is about preparing global, creative, and entrepreneurial talents. It is my attempt to answer a number of pressing questions facing education today".
Arnstein's Ladder of Citizen Participation
The Ladder of Citizen Participation describes participation and the power relationships that this gives way to.

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Within a school context, Learner Agency is about shifting the ownership of learning from teachers to students, enabling students to have the understanding, ability, and opportunity to be part of the learning design and to take action to intervene in the learning process, to affect outcomes and becom…

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LE 7.1: My Team Designing, designating and developing my team to send to the Leading Learning workshop

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LE 7.1: My Team Designing, designating and developing my team to send to the Leading Learning workshop

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Part 1:  • Read the following Systems Thinking abstract and have participants make notes that will help them when they consider how they will each Design/Designate/Develop people and systems to grow their IB programme • Questions to consider and then make a list for each “D” in a three-column chart: o Designing? What do they think they need in terms of people to further develop  their IB programme? o Designating? Who is capable of leading the IB development work throughout  the school using what they learned about leaders and leadership intelligences?   Developing? How will they begin and sustain the development of their IB  programme?

• Refer to their “D” lists and create a recruitment advertisement (two paragraphs) to be  used in order to attract staff to apply to be part of the “leading learning team”. Make sure  they describe what being on the team would look like and the type of people that they  are looking for. Post in the “DDD” electronic space.

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https://www.indeed.com/career-advice/career-development/disc-personality-types

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PRIMARY YEARS PROGRAMME CATEGORY 2 All category 2 PYP workshops are for administrators, coordinators and teachers who: * have been working with the programme for at least one school year. * have previously attended a category 1 PYP workshop (scheduled or requested) facilitated by PYP workshop leaders organized by or through the IB. Concept-driven learners RECOMMENDED FOR: Experienced Primary Years Programme (PYP) teachers, coordinators and school leaders. A transdisciplinary, concept-driven curriculum supports the development of students' understanding of complex ideas. Build your capability to design and evidence or assess concept-based learning that leads to depth and rigour in student thinking within and across subjects. You will investigate how the programme of inquiry promotes a school-wide vision for concept-driven learning, and, with the planning process, creates opportunities for students to make connections and transfer understanding from one context to another. Leading the learning RECOMMENDED FOR: Coordinators, members of the pedagogical leadership team, librarians, specialists, deans of students,counsellors, year level leaders/heads of department, section/ deputy/ assistant/vice heads, inclusion specialists and career/ guidance specialists. *Heads of school may benefit from attending this workshop with/without their pedagogical leadership team. This workshop will support learning leaders to enhance the identity of being an IB World School through a reflection on the purpose, culture and environment of their learning organization and their agency for growing leadership capacity within the school. Building on this understanding, leaders will consider the ways in which they will place learning at the center of their IB programme, through the thoughtful development of purpose, culture and environment, in alignment with the IB's standards and practices. Working with each other and the workshop leaders, participants will: * * develop their leadership capabilities as a pedagogical leader within a learning organization. become familiar with the IB's leadership capabilities as lenses or tools to develop their personal mastery in an IB global context. prepare to develop collaborative or shared leadership capacity within their school. plan the journey through school self-study toward evaluation and beyond. Engaging collaborative communities RECOMMENDED FOR: Experienced Primary Years Programme (PYP) teachers, coordinators and school leaders. In this workshop, you will explore how a PYP learning community supports the agency of its members. This allows you to prioritize people and relationships in planning and learning with colleagues, interact directly with your students, and lead your school community to develop the shared vision of a PYP school. You will strengthen your capability to build and maintain collaborative relationships as well as investigate the impact that collaborating for learning and teaching has on the learning community and for the success of every learner. PYP RESOURCES PYP Action Poster This poster shows how students can take action to build their world. Display in the classroom to highlight a key part of the programme and motivate both teachers and students. Full colour. Size A2, 420 x 594 mm. * * During the workshop, leaders will reflect and build on their school's IB development plan to meet the IB's requirements for evaluation and a vision for ongoing implementation. 16 IB WORKSHOPS AND SERVICES 2022-2023 CATALOGUE

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IB WORKSHOPS AND RESOURCES 2022-2023 Catalogue Page-16

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Menu PRIMARY YEARS PROGRAMME CATEGORY 2 All category 2 PYP workshops are for administrators, coordinators and teachers who: * have been working with the programme for at least one school year. * have previously attended a category 1 PYP workshop (scheduled or requested) facilitated by PYP workshop leaders organized by or through the IB.

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o https://resources.ibo.org//data/pyp_11162-51463-en_id-bf8678a2-5aa5-4b6f-9182- f4de24695b8e.pdf • Learner agency o https://resources.ibo.org//data/pyp_11162-51463-en_id-721f6d62-f922-45ca-af27- b7b12b509fa4.pdf • Action o https://resources.ibo.org//data/pyp_11162-51463-en_id-d9bd8334-ec6d-469c-9cad 999a54bc6b0c.pdf • The exhibition o https://resources.ibo.org/pyp/framework/The-PYP-Framework/works/pyp_11162- 51463?root=1.6.2.10.5.3&c=969b9bf4&lang=en • A transdisciplinary programme of inquiry  o https://resources.ibo.org//data/pyp_11162-51465-en_id-21640856-2b83-47ca-a7ca 719d35756e41.pdf

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The IB Primary Years Programme (PYP) for children aged 3 - 12 nurtures and develops young students as caring, active participants in a lifelong journey of learning.

The PYP offers an inquiry-based, transdisciplinary curriculum framework that builds conceptual understanding. It is a student-centered approach to education for children aged 3-12. It reflects the best of educational research, thought leadership and experience derived from IB World Schools.

The PYP has evolved to become a world leader in future-focused education. The PYP is an example of best educational practice globally, responding to the challenges and opportunities facing young students in our rapidly changing world.

The PYP curriculum framework

The PYP curriculum framework begins with the premise that students are agents of their own learning and partners in the learning process. It prioritizes people and their relationships to build a strong learning community.

PYP students use their initiative to take responsibility and ownership of their learning. By learning through inquiry and reflecting on their own learning, PYP students develop knowledge, conceptual understandings, skills and the attributes of the IB Learner profile to make a difference in their own lives, their communities, and beyond.

The framework emphasizes the central principle of agency, which underpins the three pillars of school life:

Embedded in the framework is the recognition of the importance of fostering an individual's self-efficacy. Students with a strong sense of self-efficacy are active in their own learning and take action in their learning community.
Learn more about the PYP curriculum framework
Why offer the PYP?

The PYP focuses on the development of the whole child as an inquirer, both in school and in the world beyond. The PYP offers a transformative experience for students, teachers and whole school communities and delivers excellent outcomes by providing an education that is engaging, relevant, challenging and significant.

PYP learners know how to take ownership of their learning, collaborating with teachers to deepen understanding and increase their confidence and self-motivation. Through actively engaging in integrated ongoing assessment they become effective, self-regulated learners who can act on constructive feedback.

Guided by six transdisciplinary themes of global significance, students broaden their learning by developing their conceptual understandings, strengthening their knowledge and skills across, between and beyond subject areas.
Find out more
IB educators share what they consider as the most valuable aspects of the PYP

How to become a PYP school?

Any school educating students aged 3 to 12 can apply to implement the Primary Years Programme and become an IB World School. Schools must successfully complete an authorization process to become an IB World School. During this process, the IB supports schools in building the understanding and organizational structures they need to implement the IB's internationally-minded programmes.

Learn more about implementing the PYP at your school.
How to become an IB World School

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The International Baccalaureate (IB) Primary Years Programme (PYP) for children aged 3 - 12, develops active, self-regulated learners in a transdisciplinary curriculum framework.

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IB Middle Years Programme brochure (PDF, 395 KB)

Key findings from research on the IB Middle Years Programme (PDF, 691 KB)

IB MYP course results and the IB MYP Certificate (PDF, 623 KB)

MYP eAssessment infographic (PDF, 1.4 MB)

Programme at a glance (PDF, 901 KB)

MYP students and the PISA Global Competence framework (PDF, 333 KB)

Seven steps to a successful MYP personal project (PDF, 1.4 MB)

MYP success stories Ready for change: Bonn International School (PDF, 494 KB)Diving right in: Pathways School Gurgaon (PDF, 530 KB)Het Rijnlands Lyceum Oegstgeest International School (PDF, 396 KB)A measure of success: ACS International Schools (PDF, 437 KB)An individual tool for success: Swiss International Scientific School, Dubai (PDF, 591 KB)Proud to be different: TNS Beaconhouse DHA, Pakistan (PDF, 345 KB)

MYP white paper Middle years education: the window to students developing their potential (PDF, 2.9 MB)

MYP eAssessment MYP eAssessment factsheet (PDF, 1.9 MB)Q&A eAssessment - the 'why' (PDF, 152 KB)Q&A eAssessment - the 'what' (PDF, 305 KB)Q&A eAssessment - the 'how' (PDF, 1 MB)MYP eAssessment wins international award (PDF, 484 KB)

MYP factsheets MYP factsheet for parents (PDF, 1.1 MB)MYP factsheet for school leaders (PDF, 726 KB)MYP factsheet for teachers (PDF, 1.7 MB)MYP eAssessment factsheet (PDF, 1.9 MB)MYP Q&A for authorized schools (PDF, 183 KB)MYP Q&A for candidate and interested schools (PDF, 180 KB)

MYP subject briefs Arts (PDF, 328 KB)Design (PDF, 572 KB)Individuals and societies (PDF, 388 KB)Interdisciplinary learning (PDF, 343 KB)Language acquisition (PDF, 348 KB)Language and literature (PDF, 555 KB)Mathematics (PDF, 839 KB)Personal project (PDF, 736 KB)Physical and health education (PDF, 573 KB)Sciences (PDF, 597 KB)

IB Diploma Programme brochure (PDF, 1 MB)

Diploma Programme: Global research findings infographic
Infographic (PNG, 619 KB)A4 size (PDF, 1.2 MB)Letter size (PDF, 1.2 MB)

Key findings from research on the impact of the Diploma Programme (PDF, 263 KB)

Key findings from research on the Diploma Programme (DP) core (PDF, 694 KB)

Increasing DP participation success stories International School of Düsseldorf (PDF, 1.8 MB)Robinson Secondary School (PDF, 2 MB)High School Affiliated to Renmin University (PDF, 4 MB)Tonbridge Grammar School (PDF, 1.1 MB)Beaconhouse Newlands Islamabad (PDF, 4.6 MB)

Cathedral Vidya School, Lonavala (PDF, 1.2 MB)Campbell High School (PDF, 1.9 MB)Atlantic Community High School (PDF, 760 KB)Bavarian International School (PDF, 1.4 MB)Indus International School (PDF, 1.6 MB)Millbrook High School (PDF, 1.4 MB)

Programme your passion Chen Rao, Ontario, Canada (PDF, 3 MB)Eric Wei, Virginia, USA (PDF, 2.9 MB)Miranda Higgins, Missouri, USA (PDF, 2.9 MB)

IB Excellence and Equity Initiative (E2)Rainier Beach, High School (PDF, 2.4 MB)

IB Career-related Programme brochure (PDF, 584 KB)

Perkins V Funding: Increasing Equity and CTE Innovation Education in the US
IBCP Perkins brochure with insert (PDF, 5.5 MB)IBCP Perkins insert (PDF, 1.2 MB)

The CP and higher education brochure (PDF, 4.6 MB)

Service learning interviews (PDF, 203 KB)

Perkins V Funding: Increasing Equity and CTE Innovation with IB Education in the United States (PDF, 5.3 MB)

What might language development look like in a remote or blended learning context? (PDF, 300 KB)

CP case studies GEMS Wellington Academy - Silicon Oasis (PDF, 682 KB)Ronald Reagan High School (PDF, 1.2 MB)

Whitepapers Preparing students for the future of the world of work (PDF, 3.5 MB)

PYP poster A3 (PDF, 1.1 MB)

10 reasons PYP (PDF, 8.2 MB)10大理由 (PDF, 8.4 MB)10 reasons why the IB Primary Years Programme is ideal for students to become active, lifelong learners

MYP poster A3 (PDF, 1.8 MB)

10 reasons MYP (PDF, 7.6 MB)10 reasons why the IB Middle Years programme encourages you to become a creative, critical and reflective leaner

DP poster A3 (PDF, 3.3 MB)

10 reasons DP (PDF, 7.4 MB)10 reasons why the IB Diploma Programme is ideal preparation for university

CP poster A3 (PDF, 842 KB)

10 reasons CP (PDF, 10.4 MB)10 reasons why the IB Career-related Programme is the ideal study for students looking to pursue a range of pathways

Leading the way in international education

CP banner

Education for a better world banner

MYP banner

DP banner

PYP banner

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IB Middle Years Programme brochure (PDF, 395 KB) Key findings from research on the IB Middle Years Programme (PDF, 691 KB) IB MYP course results and the IB MYP Certificate (PDF, 623 KB) MYP eAssessment infographic (PDF, 1.4 MB) Programme at a glance (PDF, 901 KB) MYP students and the

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Part B: ACTION

• Identify what you would like to explore further within the core of the PYP model. Take note of what is in the centre of the graphic and what is extending outwards. What is ONE aspect of the core that you find intriguing? With that in mind, choose the corresponding article to become an  “expert” in this aspect of the PYP.

• Create a quick briefing for your learning team back at school.

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Approach to Learning - Research
(Cristina Santos)

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Approaches to Learning (Research Skills)