Chapter+3

Chapter 3 Mystics: Practice is driven by the principal’s tacit knowledge, intuitive feel for situation, six sense, and other more transcendental factors. Neats: Practice is driven by theory and research and is acted on accordingly Scruffles: Combination of mystic and neats. To me, reflective practice is a constant evaluation of how one reacts to issues, acts on issues, and how one prepares for issues. This is a continual evaluation of what can be done better or not at all. It is also good to reflect before acting or answering a question. Traditional management is a difficult mindscape to change because it is easy. Plain and simple, principals stuck in this traditional management rut believe that the way it has been done before successfully will work forever. They may be aware of the research that tells them to adjust and be aware of other’s feelings, but they refuse to adjust. This thought process does nothing to improve the school or student learning and is a detriment to school improvement. Principals can move their staff from ordinary to extraordinary commitment by being aware of the staff as humans and taking less of a bureaucratic and authoritarian view of their school and the people who inhabit it. Sharing leadership with teachers and students is a great way to move from ordinary to extraordinary.
 * Mindscapes**
 * Pro:** This method is great providing that the principal is knowledgeable and has a wide range of experiences to base their action on.
 * Con:** Some principals do not have experience or are missing some key components to communication.
 * Pro:** This method is great if the principal has good communication skills and is sensitive to the feelings of others and is a good communicator
 * Con:** If principal is not a good communicator not sensitive to others this method will not work.
 * Pro:** This method is by far the best method, the principal is well rounded and uses common sense based on experience while mixing in best practice based on research.
 * Con:** Principal my not have good common sense nor experiences that will aid them.
 * Reflective Practice**
 * Traditional Management**
 * Ordinary to Extraordinary Commitmen**t

1. 3rd Edition p. 4th Edition p. 42-43 5th Edition p.73 6th Edition p.

2. 3rd Edition p. 32 4th Edition p. 44-45 5th Edition p. 74 6th Edition p. 78-79

4. 3rd Edition p. 4th Edition p. 54 5th Edition p. 84 6th Edition p. 88-89

//Rely on human relation skills, provide a good example, transform subordinates to followers//

5. 3rd Edition p. 4th Edition p. 5th Edition p. 6th Edition p.