Category Archives: Quality improvement

How to gauge consensus – use a Consensogram

Quality learning provides administrators, educators, and students with the thinking and practical quality improvement tools necessary to continually improve schools, classrooms and learning. The Consensogram is one of these powerful and easy-to-use quality improvement tools.

Image of a consensogram
A consensogram

The Consensogram facilitates collaboration to support planning and decision making through the collection and display of data. It can be used to gain important insights into the perceptions of stakeholders (most often relating to their level of commitment, effort, or understanding).

The quick-to-construct chart reveals the frequency and distribution of responses. Although anonymous, it allows individuals to view their response in relation to the others in the group.

The Consensogram gives voice to the silent majority and perspective to the vocal minority.

At QLA, we use frequently use the Consensogram: applying it to diverse situations for the purpose of obtaining important data to better inform ‘where to next’.

How to

  1. Predetermine the question relating to the data to be collected.  Make sure the question is seeking a personalised response – it contains an “I” or “my” or “me”. We want people to give their view. E.g. “To what degree am I committed to…” or “To what degree do I understand…”  It can help to begin the question with ‘To what degree…’
  2. Predetermine the scale you wish to use. The scale may be zero to 10 or a percentage scale between zero and 100 percent.
  3. Issue each person with one sticky note. Make sure the sticky notes are all the same size. Colour is not important.
  4. Explain that you want people to write a number on their sticky note in response to the question posed.
    • No negative numbers.
    • If using the zero to 10 scale: the number should be a whole number (not a fraction e.g. 3¾ or 3.75, 55%), and a six or nine should be underlined so they can be distinguished.
    • If using the zero to 100% scale, the numbers should be multiples of ten percent, i.e. 0%, 10%, 20%, and so on.
    • Names are not required on the sticky notes.
  5. Ask people to write down their response. This shouldn’t take long!
  6. Collect the sticky notes and construct the Consensogram, usually on flip chart paper. Label the consensogram with the question and a vertical axis showing the scale.
  7. Interpret the Consensogram with the group and use it to inform what to do next.
  8. Capture a record of your Consensogram by taking a photograph or saving the data on a spreadsheet. You can use a Consensogram template.

Some examples

Students feeling prepared for high school

Consensogram: students feeling prepared for high school
Consensogram: students feeling prepared for high school

This first example was prepared by a classroom teacher to determine how confident Year 6 students were feeling about their transitioning to high school.

So what do the data reveal?

  • There is significant variation; the students believe they are prepared to different degrees for their move to high school (scores range from 10 to 4).
  • There is one outlier (special cause) – that is; one student who is  having a very different experience to others in the class (giving a rating of one). They report that they feel unprepared for the transition.

So where to next?

  • There is opportunity to improve student confidence by working with the whole class to identify and work together to eliminate or minimise the biggest barriers to their feeling prepared.
  • There is opportunity to invite the student who is feeling unprepared to work with the teacher one-on-one (case manage) to address their specific needs for transiting. This student should not be singled out in front of the class, but an invitation issued to the whole class for that individual to have a quiet word with the teacher at a convenient time. The ensuing discussion may also inform the transitioning process for the rest of the class.

 

Student engagement

This example was created during a QLA professional development

Consensogram: how engaged are students in my classroom?
Consensogram: how engaged are students in my classroom?

workshop with a small group of 11 teachers.

The question was: “To what degree are my students fully engaged: taking responsibility for their learning, setting their own goals and tracking their progress?”

So what do the data reveal?

  • There is variation; the teachers believe their students are at different levels of engagement in their classroom.
  • The data appears normally distributed data (a bell curve); there are no outliers (special causes) – that is; none of the teachers are having a very different experience to others in the group.

So where to next?

  • There is opportunity to improve student engagement; all of the data points are below 5 on the scale.
  • This data can help the group to understand the agreed current state and can motivate people to engage with improvement. It can also provide baseline data to monitor the impact of improvement efforts in the future.

Commitment to school purpose

This example was created during school strategic planning with key stakeholders of a small school (parents, staff and students). A draft

Consensogram: how committed am I to our school purpose?
Consensogram: how committed am I to our school purpose?

purpose statement was developed using stakeholder input (using a P3T Tool). The Consensogram was then used to measure the level of commitment to the draft statement. The question was: “How committed am I personally to the purpose of the school?”

The use of the Consensogram averted the need for long, frequently unproductive dialogue. It revealed the following:

  • There is variation; the stakeholders exhibit different levels of commitment to the school purpose.
  • Most are stakeholders are highly committed (the majority indicating a commitment level of 8-10).
  • A group of five stakeholders are less committed (a commitment level of 4-6). Their experience may be different to others in the group.

So where to next?

  • This presents an opportunity to invite the stakeholders with a different experience to share. It is very likely something can be learned to improve the purpose statement for everyone.

Learn more…

Watch a video example of a Consensogram being used for school planning (Hargraves System Mapping) on YouTube.

Investigate the key quality  improvement tools and concepts underpinning the use of the Consensogram, plus more examples in Improving Learning: A how to guide for school improvement.

Purchase a Using data to improve guide.

Download a Consensogram MS Excel template.

May the force be with you!

The Forcefield Analysis is another important tool in our quality improvement toolbox. It helps us to focus on getting the right things right.

Forcefield Analysis
Forcefield Analysis

A Forcefield Analysis is used to examine the forces driving and inhibiting progress in any area of endeavour. It was developed by Kurt Lewin. Lewin was one of the most influential social psychologists of the 20th century, recognised for his pioneering work in organisation dynamics and change.

The theory is based upon an understanding that our organisations exist in a state of equilibrium. Driving and restraining forces ‘hold’ the organisational system in the observed steady state. If we wish to move the system to a new state, we must alter the forces acting on the system and shift the equilibrium.

And here’s the most important point when it comes to improving systems:

We derive a greater return on our improvement efforts by working to minimise the restraining forces, than by increasing the driving forces.

Of course, applying effort to maintain the driving forces is important. However, the restraining forces represent the longest levers to improvement.

Once the restraining forces are identified, the relative contribution of each can be established. This can be achieved through further data collection, or by working with the people with the greatest understanding of the area under study.

We offer a couple of examples to illustrate this in practice.

Force-Field Analysis of the factors driving and preventing a perfect class
Force-Field Analysis of the factors driving and preventing a perfect class

The first Forcefield Analysis was developed by students working with their teacher to improve their classroom. Together they brainstormed the forces they believed were helping to create a perfect learning environment, and then, the forces preventing this desired state. They then used Multi-voting; each student applied three votes (star stickers) to the list of preventing forces. A ‘lack of self-control’ was the preventing force they agreed was having the greatest negative effect. They then went on to agree how they could work on their self-control – with great results!

Force-Field Analysis of individuals' experience of change
Force-Field Analysis of individuals’ experience of change

In this second example, we used the Forcefield Analysis in a workshop to explore participants’ experience of change. They used pink sticky notes to record what they believed were the driving forces of successful change, and yellow sticky notes to document the forces they believed inhibited change efforts. An Affinity Diagram was used to identify the themes of both the driving and inhibiting forces. The themes were arranged in order of the frequency in which they occurred, as a Pareto Chart. This was a most insightful exercise; helping participants to reflect on, and improve, their improvement efforts. They identified steps they can take to ensure that the greatest restraining forces are minimised in planning future change processes.

How to

  1. Use poster size paper (or smaller for individual use) with sticky notes or write directly onto the paper.
  2. Draw up a Forcefield Analysis template. Write down the goal. Divide the page into two columns. Label each column, one driving forces and the other restraining forces:

    Forcefield Analysis Template
  3. Brainstorm a list of the driving forces.
  4. Brainstorm a list of the restraining forces.
  5. Prioritise the restraining forces using Multi-voting and/or an Interrelationship Digraph. (You may need to collect data to do this well!)
  6. Develop a plan to overcome the prioritised restraining force/s.

Find out more…

Learn more about Quality Learning tools.

Purchase a Tool Time for Education or Tool Time for Business recipe book.

We’d love to hear about your experiences using the Forcefield Analysis tool. Please comment.

Put up a Parking Lot!

Unlike in the well-known Joni Mitchell (or for those of you who are younger, the Counting Crows) Big Yellow Taxi song, putting up a Parking Lot can be a very positive and productive experience. Especially when the Parking Lot is a Quality Learning tool!

Like the key message in the song, the Parking Lot can prevent us from taking things for granted, and missing opportunities – but in a very different way.

ParkingLotOur colleague and friend David Langford was responsible for the ‘construction’ of this Parking Lot.

The Quality Learning Parking Lot enhances communication and supports our continual improvement efforts.

The purpose of a Parking Lot is to
gather feedback from stakeholders.
It is where we ‘park’ ideas for improvement.

The Parking Lot can be used to gather group, team or individual feedback, ideas and reflections. Stakeholder feedback is usually collected anonymously. This allows people to provide honest feedback in a safe and trusting environment.

How to…

Easier to construct than a traditional parking lot, (no need for a bulldozer and tons of concrete!) – all we need is paper and a pen. The Parking Lot can be as creative and colourful as your imagination allows (and students make great Parking Lots!). Here’s how:

  1. Use poster size paper (or smaller for individual use).
  2. Draw up the Parking Lot to capture thinking in four main areas:
    • +: What is going well?
    • Δ: What can we improve?
    • ?: What are the questions?
    •  I: What are the issues or ideas?
  3. Gather the feedback using either sticky notes, or allow people to write directly onto a template. Ask users to place their feedback directly onto the quadrant it relates to.
  4. Collate the feedback (where sticky notes have been used, an Affinity Diagram can help with this).
  5. With the stakeholder/s: discuss, explore, agree priorities, and action.

A word of warning: don’t ask for feedback if you are not prepared to discuss and act upon it!

When and where…

At QLA, we use a Parking Lot to collect feedback during meetings, professional development and support sessions. That way we can improve the process during the session, rather than wait to gather feedback at the end, when it is too late to attend to the needs of the current participants.

Here are some other ideas for application:

Passionate_Educator_300 Educator

  • As a basis for classroom meetings. Ask students to place their ideas as they emerge during classroom and learning activities during the week. Students take it in turns to chair a meeting. Each idea is read out and the appropriate action determined and agreed to by students in consultation with the teacher. Actions and agreements can be recorded using an Decision and Action Record.
  • To obtain student feedback on programs, units of work, lessons, excursions, activities, homework, the effectiveness of teaching strategies.
  • To structure group or individual reflection on learning.
  • As part of a class project or Plan-Do-Study-Act (PDSA) improvement process to capture ongoing feedback and ideas.

Innovative_School_Leader_300 School Leader

  • Posted in the school’s reception area to collect ongoing feedback from parents and families on various aspects of school life and activities.
  • During meetings to evaluate effectiveness and ‘park’ ideas and issues that emerge that the current agenda may not allow time for.
  • To gather input from staff to evaluate a program, professional development, school processes (as part of a post–process review – e.g. reporting to parents, school camp), to improve the process for next time.
  • As part of a project or Plan-Do-Study-Act (PDSA) improvement process to capture ongoing feedback and ideas as the project progresses.

Dedicated_School_System_Leader_300School System Leader

  • During meetings to evaluate effectiveness and ‘park’ ideas and issues that emerge that the current agenda may not allow time for.
  • To gather input to evaluate, progress and/or improve a project, program, professional development, processes.
  • As part of a Plan-Do-Study-Act (PDSA) improvement process to capture ongoing feedback and ideas as the process progresses.

Supportive_Family_Community_Leader_300Family and Community Member

  • To structure group or individual reflection on learning.
  • During meetings to evaluate effectiveness and ‘park’ ideas and issues that emerge that the agenda does not allow time for, so they are not lost.

Business_Government_Leader_300Business or Government Leader

  • During meetings to evaluate effectiveness and ‘park’ ideas and issues that emerge that the agenda does not allow time for, so they are not lost.
  • To gather input to evaluate, progress and/or improve a project, program, professional development, processes.
  • As part of a Plan-Do-Study-Act (PDSA) improvement process to capture ongoing feedback and ideas as the process progresses.

Find out more…

Discussion

We’d love to here your experiences with using the Parking Lot!

Please comment here: