Curing Student Underachievement
Table of Contents
Publication
Article
Preface
Acknowledgements
Introduction: Clinical Practice in Education
Adapting Clinical Practice for Education
Art and Science in Problem Solving
Introducing Diagnosis, Prescription and Prognosis
Moving Beyond Compliance
A Modest Proposal
1. Chapter One—The Clinical Practice Cycle for Performance Improvement
Phase I: Discovery
Phase II: Solution Scenario
Phase III: Implementation
Phase IV: Assessment & Revision
The Clinical Practice Cycle for Improved Performance Health
Discovery—One to Three O’clock
Solution Scenario—Four to Six O’clock
Implementation—Seven to Ten O’clock
Assessment and Revision—Eleven to One O’clock
The Guided Implementation Phase Mini-Cycle (GIPMC)
Exploring the Clinical Practice Model
2. Chapter Two—Understanding the Anatomy and Physiology of Districts and Schools
Traditional Hierarchy: The Skeleton
White Space Among Organization Boxes
Constructing a New Anatomy and Physiology
Adding Organ Systems to the Skeleton: Critical Performance Categories (CPC)
CPC Origins
CPC Definitions and Descriptions
Mapping the Internal Organs of Districts and Schools
Chapter Two Strategies
3. Chapter Three—Research is Everyone’s Responsibility and It Starts with Data
District and School Health Trends
Other Sources of Data
Multiple Uses of the SDF/CPC Matrix
Description of the Matrix
Simplifying the Matrix: The Roll Up
Mapping the Anatomy
Chapter Three Strategies
4. Chapter Four—Identifying the Vital Signs of Performance Health
Vital Sign Performance Indicators (VSPI)
Composition of VSPI
Presentation of Individual VSPI
Solving Complex Problems
The Ethics of Practice
Chapter Four Strategies
5. Chapter Five—Clustering Vital Signs to Determine a Course of Action
VSPI Clusters and Diagnosis
Study Protocol for VSPI Clusters: Developing Diagnoses
Chapter Five Strategies
6. Chapter Six—Diagnostic Options for District, Schools, Employees, and Students
Diagnostics in Education
Pre-Diagnostic Assessment
Diagnosis
The Diagnostic Funnel
First Level: Collection and Organization of Observations and Data
Second Level: Observations, Data Analysis, Surveys, and Interviews
Third Level: Diagnostic Instruments
Fourth Level: Critical Performance Categories and Performance Indicators
Fifth Level: Findings: Symptoms, and VSPI Clusters
Sixth Level: Syndromes and Diagnostic Options
Seventh Level: Root Causes
Outcomes: Prescription and Prognosis
Chapter Six Strategies
7. Chapter Seven—Prescriptions and Prognoses: Prioritizing Solutions to Educational Problems
Prescription and Prognosis
Writing Prescriptions
Prioritizing and Reducing Available Prescription Options
Developing Prognoses
Making Accurate Prognoses
Tasks and Timelines
Plotting and Monitoring Prognoses
Chapter Seven Strategies
8. Chapter Eight—Increasing Commitment and Capacity for Improvement
Issues of Responsibility and Accountability
Commitment and Capacity
Definitions of Commitment and Capacity
The Performance Improvement Readiness Inventory
Reading the Commitment and Capacity Matrix
Chapter Eight Strategies
9. Chapter Nine—Protocols and Milestones Promote Consistency and Thoroughness Protocols Generate Common Understanding Between Patient and Physician
Simple, Complicated, and Complex Problems
Protocols and Professional Judgment
Urgency and Protocols
Complex Problems and Protocols
Milestones of Expertise
Chapter Nine Strategies
10. Chapter Ten—Monitoring and Measuring Progress through Indicators, Contraindicators, and Side-Effects
Forecasting and Plotting Milestones
Indications, Contraindications, and Side-Effects
Understanding and Tracking Indications, Contraindications, and Side-Effects
The Pain of Healing
Chapter Ten Strategies
11. Chapter Eleven—Managing Performance Improvement Processes
The Performance Improvement Coordinating Committee
Tracking Progress through VSPI
Final Reports of Consulting Specialists
Chapter Eleven Strategies
12. Chapter Twelve—Leadership for More-Effective Organizations
Roles of Leadership
A Western Tradition—the Cattle Drive
Better or Just Different?
Recognizing and Addressing At-Risk Adult Populations—Anticipating
What Happens on the Trail
Annual Reporting
Chapter Twelve Strategies
13. Chapter Thirteen—Leadership in the Flow of Organizational Change
Piloting the River of Performance Change
Making the Organization “Black Box” Transparent
Medical Advances Open the Human Black Box
Utilizing Three Dimensions to Solve Problems in Districts and Schools
The Engagement and Action Dimension
Leadership in Education
Chapter Thirteen Strategies
14. Chapter Fourteen—Leaders as Performance Improvement Health Specialists
Levels of Performance Health
Impact of Time on Organization Plans and Behavior
Improving Planning Effectiveness
The “Pac Man” Cycle of Planning
Deciding to Improve—Seeing the Whole from the Parts
Chapter Fourteen Strategies
15. Chapter Fifteen—Development of a National Network for Performance Improvement
The Cost of Performance Improvement
Moving into the Promising Future of Clinical Practice
Pre-Clinical and Clinical Experience
All Districts and Schools Will Succeed
The Educational Equivalent of the Merck Manual
An Invitation
Chapter Fifteen Strategies