Psychological support of innovative educational projects: motivational component

During the preparation of the meeting, the leader must: clearly define the agenda, the key issue and the desired range of participants (no more than 8-10 people); bring to the meeting the date, time and place of the meeting, as well as the key issue and agenda. The time and date must coincide with the day traditionally set aside for this type of activity. Unforeseen meetings are possible only as an exception; to acquaint the participants of the meeting with reference and information materials related to the discussed problem; devise a regulation meeting. The approximate calculation can be as follows: the total time – no more than 1.5-2 hours of work, breaks for 10 minutes after 45-50 minutes of work. If the agenda of the meeting includes discussion of several issues, it will be psychologically reasonable to consider simpler ones at first, which require less time and mental energy; prepare the premises for the meeting. It must provide the necessary lighting, optimal temperature (+ 22-24 ° C), ventilation, the necessary clarity (so to speak: from chalk and blackboard to video equipment). In addition, each participant should be able not only to sit down, but also to record what they heard, write a plan of their speech, lay out the necessary documents and materials.

The business mood of the meeting depends on its beginning, or rather, on the behavior of the leader at the beginning of the meeting. He must:

start just in time (here, as never before, the true proverb "Seven do not wait for one"); in a small introductory word to clearly state the purpose and tasks of the meeting; agree on the rules and regulations of the meeting; appoint a person responsible for keeping the minutes of the meeting; do not start meetings with criticism and dissent from subordinates. If you started with critical remarks, then consider that your meeting is over.

After the introductory speech with the report or with the basic information on the discussed problem or the head, or the employee appointed by the head speaks. The report (basic information) should distinguish:

specificity and constructiveness; intelligibility of speech and terms used; clearness; certainty.

During the discussion of the main problem of the meeting, the leader should:

first give the floor to the junior in status and position; not to interrupt speeches in debates (except for violation of regulations and vagueness of speech); to ensure impartiality in the evaluation of performances; from time to time to switch the participants’ attention to the analysis of the discussion process (which positions were determined, what are the barriers, difficulties, etc.); not to give the opportunity to deviate from the main problem, to drown the search for a solution to the problem in an empty talking room.

The main purpose of any discussion is to find the truth. It is possible to find the truth in a dispute, to make the right decision as a result of discussion only with observance of the norms of civilized discussion developed in the course of functioning of business relations:

respect for another’s opinion, no matter how absurd it may seem at first glance; the desire to understand someone else’s opinion, why be patient and mobilize attention; anything to avoid turning the discussion into a conflict. Discussion should lead to cooperation, not confrontation; the main weapon in the discussion can only be the facts and their honest interpretation.

In addition to conducting the meeting, the head must:

explain what is said to others; emphasize the differences between the views expressed; summarize discussions from time to time; collect or formulate various hypotheses and proposals.

At the end of the meeting the head:

summarizes the discussion; states his opinion in the decision (although sometimes he can make his decision after the meeting, considering all the proposed options); thanks all the participants for their work.

After the meeting, the head must:

organize the delivery of decisions to the direct executors (if they were not present at the meeting); to organize control of execution of the decisions accepted at meeting.

Work with business documentation

Language of official documents. Working with business documents takes up a significant portion of the working time of any manager. The need to unify official documents requires a special language. According to the majority, the language of official documents is, as a rule, a set of clichés, stamps, standards, which allows to unify office work.

The following methods of unification of official documents are most often distinguished:

stencil; questionnaire; analog text (or sample).

Stencil – text with spaces for variable information. Examples of stencil texts – forms of certificates, business trip certificates, etc. Experience has shown that the use of stencil forms reduces the time spent on drafting documents by about nine times.

A questionnaire is a text in which constant information is given in the form of a list of questions that provide a rigid set of answers. In the form of questionnaires, personal records of personnel records, characteristics, reports, various orders, reports, etc. are compiled.

Analogue text is a text of approximately identical content and language design. An example of such texts can be the decision of the council and the implementation of this decision – a circular letter from the subordinate organization, addressed to the basic units of subordination.

Domestic and foreign experience shows

Psychological support of innovative educational projects: motivational component

The current stage of development of education in terms of adverse effects of economic and socio-cultural factors is characterized by the search for ways, means and means of self-improvement, self-development, self-actualization of creative competitive personality

Innovations in pedagogy reflect a complex and long-term process involving many factors that affect it. In all this, the leading place is given to members of the teaching staff, who need to perceive and implement pedagogical innovations. The success and efficiency of innovative educational projects depend on their readiness for innovative activity, on their attitude to these innovations.

That is why we pay considerable attention to this issue – the study of the problem of forming the readiness of members of the teaching staff to innovative activities, the development of the psychological aspect of scientific and methodological support for innovative educational projects, corrective tools for self -improvement and creative development.

Carriers of pedagogical innovations are creative individuals who are write my lab report 4 me reviews able to:

reflection, which characterizes the teacher’s ability to self-knowledge, self-determination and understanding of his spiritual world, their own actions and states, role and place in professional activities; self-development as a creative attitude of an individual to himself, his creation of himself in the process of active influence on the external and internal world in order to transform it; self-actualization as a factor of continuous human desire for the fullest possible discovery and development of their personal capabilities; professional self-improvement, which is carried out in two interrelated (and at the same time relatively independent processes) forms: self-education – purposeful human activity for the systematic formation and development of positive and negative personality traits, in accordance with perceived needs according to social requirements in personal strategies; development: self-education – updating and improving the knowledge, skills and abilities of a specialist in order to achieve the desired level of professional competence.

Therefore, for effective management of the process of self-improvement of subordinates, the manager must solve a dual task:

Create the necessary motivational conditions for daily professional activities that will encourage members of the teaching staff to self-improvement and thus form a willingness to innovate pedagogical activities; To form (educate) members of the teaching staff with appropriate needs and motives. (The motive is a stable internal property of the personality which from within motivates it to performance of certain actions.)

To solve the above problems, we have developed and experimentally tested psychological and pedagogical technology (examination and correction) of managing the process of self-improvement of the individual in the teaching staff and the formation of readiness for innovation, which include:

model of examination and correction of the motivational environment of a secondary school; model of examination and correction of motivation of self-improvement of the personality of members of pedagogical collective.

Scientific and methodological support for its implementation has been developed.

Scientific and methodical manual "Technology of examination and correction of innovative activity of members of pedagogical collective: motivational component";

"Psychological and pedagogical model of examination and correction of the motivational environment of a secondary school" (part I);

"Model of examination and correction of motivation for self-improvement of the individual in the teaching staff" (part II).

Educational programs:

the program of the special course of the author’s seminar "Psychological and pedagogical model of examination is the correction of the motivational environment of CEE as a component of technology for managing the process of self-improvement of the individual in the teaching staff: motivational component" ; program of a special course (author’s seminar) "Model of examination and correction of motivation of self-improvement of the personality in pedagogical collective as means of formation of its readiness for innovative activity".

The manual for the first time offers models and complex technology of examination and correction of the motivational component of innovative activity of members of the teaching staff; carefully selected psychodiagnostic tools and described a step-by-step algorithm for diagnosing, evaluating and interpreting the results of the study; examples of registration of examination documentation are given; developed and presented corrective interactive methods for creating favorable motivational conditions in educational institutions for self-improvement of the individual, which is the basis of readiness and ability of members of the teaching staff to innovate and effectively implement educational projects.