Countless curricular decisions are made in districts continually, but none, more importantly, following a Crisis.
How curriculum leaders arrive at these decisions varies.
• More progressive school districts have continuous improvement models in place to address curriculum decision-making and are constantly affecting changes in the curriculum as a result of these plans.
• Others approach curricular decisions as a response to an identified need that has presented itself due to student performance or other pressures.
• Some make decisions haphazardly without results,
• While some school districts demonstrate lethargy and apathy toward curricular decision-making and are stagnant for all intents and purposes. (Gordon, Taylor, Oliva, 2019)
Organizational staff and administrators have a wide range of leadership, instruction, curriculum, technology, data analysis, organization, and communication capabilities. The challenge is finding a way to meet the needs while capitalizing on the people to get the work done collaboratively.
Part 2:
Read this article carefully to understand “The New Normal post-covid 19”
rethinking-education-in-the-new-normal-post-covid-19-era-a-curriculum-studies-perspective-8315.pdf
Part 3:
Future Thinking incorporating Change:
In this discussion post (500 words), discuss what you would propose to your organization’s leaders for a “New Normal” following the pandemic or any crisis.
What are the key elements to consider when planning for a vast change?
Align your thoughts to the critical precepts presented in the article and cite them to support your comments.
