PRussell

In this second section, Rhonda begins to try some of the Ishy’s suggestions.  She and several of the staff begin to reflect on the vision that is the core of what they want to achieve.  They also have “real conversations” to clarify IT, each person’s personal piece of that vision.  Just then, a new VP of Nursing threatens to destroy all that they have been working for on their floor of the hospital.  Rhonda and the others discuss how they will handle the boss’s demands and yet stay true to the vision.

The scenario described in the book is difficult to accomplish at best.  I cannot help but be reminded that this is what the school improvement movement was supposed to accomplish - originally.  Unfortunately, in most of the places that I worked, those above us could not stand to see real change coming up from us, rather than down from them.  So, I long ago began to set my own professional goals to improve and to stay fresh. However, one of my former schools really did have teamwork that worked.  It was awesome.  Part of my job is to work with other teachers, and I do try.  Most of them also have high standards for themselves and are too overworked to do any more.

 This week’s sentence for me comes from page 49.  It challenged me to turn my focus somewhat away from “all” of my students and to try to “be there” for each one, one at a time.  In our world, even more than the hospital in the book, interruption is the norm; it is easy for me to get distracted.  I am going to work daily to improve in this area.