An Innovation-Development Plan for Thomas G. Pullen K-8 Academy of Creative and Performing Arts...
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Transcript of An Innovation-Development Plan for Thomas G. Pullen K-8 Academy of Creative and Performing Arts...
An Innovation-Development Planfor Thomas G. Pullen K-8 Academy of
Creative and Performing ArtsHoward Brent
June 2013
Innovation-development processNeed Identification
Innovation-development processNeed Identification
Is there a need for Edmodo at Thomas G. Pullen?
• Increase academic performance in math, reading, and science.
• Improve 21st century digital learning skills.
• Improve communication between teachers, students, and parents.
• Create a student-centered classroom environment and provide individualized instruction through the use of technology.
• Transition from the traditional approach to learning to a blended learning model.
Innovation-development processResearch and Development
• Basic Research vs. Applied Research
• Edmodo, Inc. operates as a social network for education.
• Early investors include Greylock, Benchmark, Union Square Ventures, and Learn Capital; It has raised 47.5 million U.S. dollars.
• Edmodo has grown fast since it was founded in 2008.
Innovation-development processCommercialization
Innovation-development processCommercialization
Innovation-development processCommercialization
How can we market this innovation at Thomas Pullen?
• Must gain district and school level administrative support
• Introduce Edmodo to key stakeholders: Program Coordinator, teachers, students, and parents
• Advertise in “Encore” (the Arts Newsletter for parents and community of Thomas G. Pullen) and Twitter
• Advertise in Tech Tuesday’s Tidbits (Newsletter for staff at Thomas G. Pullen on tech integration)
Innovation-development processDiffusion and Adoption
Innovation-development process
Year Number of Users
2009 50,000
2010 500,000
2011 7,000,000
2012 10,000,000
2013 18,000,000
Innovation-development processDiffusion and Adoption
How do we diffuse Edmodo as an innovation at Thomas G. Pullen?
• Must gain district and school level administrative support
• Set up student accounts on Edmodo during Computer Technology class
• Provide professional development and support to elementary school teachers
• Provide training to parents of students using Edmodo and announce at Back to School Night
• Collect data quarterly to monitor progress and use of Edmodo
Innovation-development processConsequences
How will we evaluate whether Edmodo is effective in improving student learning
outcomes and engagement at Thomas G. Pullen?
• Gather and analyze formative and summative assessments in reading, math and science.
• Survey both teachers and students about their experiences in using Edmodo in the classroom and analyze data.
• Share and review with teachers and parents student ePortfolios that were created using Edmodo.
The Innovation-Decision Process Change Agents
Who are the change agents at Thomas G. Pullen?
• According to Rogers (2003), a change agent is an individual who is influential in influencing people in the innovation-decision process to adopt an innovation or new idea.
• The change agents at Thomas G. Pullen Academy: The Technology Integration Specialist, the administration, the Arts Program Coordinator, and key teachers who are early adopters of Edmodo and eager to integrate technology in the classroom.
The Innovation-Decision Process Change Agents
How will the 7 roles of a change agent be used to affect positive social change at
Thomas G. Pullen?
• Develop a need for change
• Establish an information exchange relationship
• Diagnose problems
• Create an intent to change
• Translate an intent into action
• Stabilize adoption and prevent discontinuance
• Achieve a terminal relationship
The Innovation-Decision ProcessStrategies in Achieving Critical Mass
• Rogers (2003) defines critical mass as “the point at which enough individuals in a system have adopted an innovation such that the innovation’s further rate of adoption becomes self-sustaining.”
The Innovation-Decision ProcessCentralization vs. Decentralization
• Rogers (2003) postulates that centralization is negatively associated with innovativeness. New ideas of an organization is restricted when control and power are held by only a few individuals.
References
Edmodo. (2013). Retrieved from: https://www.edmodo.com/
Laureate Education, Inc. (Executive Producer). (2008). Diffusion and integration of technology in education. Baltimore, MD: Author.
Rogers, E. (2003). Diffusion of Innovations, Fifth Edition. NY, NY: Free Press.