The structure of an Agile Learning Center is designed to nourish a productive, vibrant, and healthy culture – allowing participants to engage authentically in a learning process that cultivates confidence, dynamic skill sets, mental agility, self-awareness, and group skills.
Our tools and practices are constantly evolving to meet the needs of our unique ALC communities. Check out our network-wide wiki to see more details about how they are being implemented.
A quick planning meeting where we review the offerings and opportunities for the week and set times for group activities, projects, and outings.
Scrum & Standup Meeting
A lean, fast-paced meeting where daily intentions are stated, requests for support are made, and collaborative scheduling takes place.
A tool for visualizing and focusing on our work. Kanbans help us track daily intentions, longer-term projects, and keep records of all self-directed learning.
It is important to reflect each day and close the feedback loop started in the morning. We ask, “Did we accomplish what we intended to?” If so, how? If not, why not?
Agile Learning Facilitators (ALFs), resource people in the community, and the children themselves can contribute offerings. In an ALC everyone is a teacher and a student.
The Offerings Board lists available class offerings, opportunities, and resources. Ideas are captured here, constantly reminding us of “what’s possible”.
A tool for facilitating meetings and structuring group interactions, allowing us to achieve a collective intention through dynamic social interaction.
Community Mastery Board
We build culture through intentional practices. The CMB allows us to visuals the current state of our community practices and agreements.
Scrum & Standup Meeting (Morning Intentions)
The daily stand-up meetings happen in the morning and are conducted, not surprisingly, while participants stand. Standing keeps the energy up at the beginning of the day and gets everyone in the mode to do. In this meeting, each group member states their intentions for the day and makes any requests for support they may need. This simple process takes only about ten minutes, but serves an important purpose of starting each day with intention and accountability. By continually engaging in this practice, students are cultivating highly useful skills in time-management, teamwork, self-awareness and self-assessment.
A scrum is a period of about five to ten minutes before a stand-up meeting in which people do the groundwork for setting the schedule and deciding what they intend to do, so they are ready to announce intentions when stand-up starts. Scrum is the time to make requests of others pertaining to activities for the day. Scrum is usually noisy and seems a bit chaotic as everyone seeks to quickly prepare for the stand-up.
Closing Meeting (Afternoon Reflections)
The feedback loop that begins with Morning Intentions comes full circle at the end of the day with a sit-down meeting. We take this time to ask, “Did we accomplish what we intended to?” If so, how? If not, why not? This is an important bookend to the morning Stand-up meeting, allowing for daily reflection on individual and group productivity. This feedback cycle that provides each learner with the awareness they need to constantly improve. The Afternoon Reflection takes about 20 minutes and gives everyone an opportunity to share what they did that day, gratitudes, and any other reflections. A listening stick is often utilized.
Agile Learners use Kanban boards for making their intentions visible and tracking their learning projects. A basic Kanban is divided into Backlog, Ready, Doing, and Done columns and utilizes sticky notes to populate the board with ideas, intentions, work in progress (WIP), and items that have been done. The Backlog consists of things students want to do, explore, or create. On a daily basis, each person’s list of possibilities are evaluated, prioritized, visualized, and eventually pulled into the “Doing” column. The kanban board is a flexible tool that can be adjusted according to what works best for its user.
Two guidelines of Kanban are Visualize Your Work and Limit Your Work In Progress (WIP). When we visualize our work, it creates a path for actually completing what we intend. It helps us to stay focused and creates accountability for ourselves. We limit our work in progress in order to deeply engage in what we are doing. Using the Kanban teaches us how to effectively prioritize and honor our time by making conscious choices about what we are engaging in.
The Offerings Board lists available class offerings, opportunities, and resources. Agile Learning Facilitators (ALFs), resource people in the community, and the children themselves can contribute offerings. A resource person in the community may offer to teach their craft or host a field trip to allow children to experience it. The offerings board is discussed at the weekly set-up meeting.
Set-the-week is the first stand-up meeting of the week, which includes introducing and creating the schedule for any opportunities that week. If resource people are coming in to the school at a particular time to hold a class, it is important that this make it onto the schedule so other more flexible activities can be planned around the special offerings.
This is also the time when we identify projects that are going to take multiple days to accomplish, and set weekly intentions. We might set time aside each day to work toward that goal. This is sometimes referred to as a “weekly sprint.” For example, the students may want to perform a play at the end of the week. At the set-the-week meeting, they might decide that every day at 10am, they will hold rehearsal until lunchtime. Milestones can be set so we can track progress toward the goal, ie. on Tuesday we will do blocking, by Thursday everyone must know their lines. At the end of the week, we assess the progress that was made and document it.
Change-up meetings are attended by the whole community at a frequency determined by the individual community. They are characterized by the use of the Community Mastery Board to initiate, implement, and evaluate issues or problems that affect the community. Issues (called “awarenesses”) are brought up, solutions are brainstormed, and an action is decided upon (using “sense of the meeting”).
This isn’t a time to flesh out all the reasons why a solution may be a good idea or not, just a quick brainstorm and a decision to try something for a week. It is suggested that any change-up meeting cover only a manageable number of awarenesses – three is a good rule of thumb.
Gameshifting is a tool that allows a community to better facilitate meetings. Part of its purpose is to make the implicit social rules explicit, and thus give permission to change them. It can help the group alter its dynamic so it can function more efficiently to accomplish different sorts of tasks. The fancy word for this is “polymorphism”: taking many forms.
Groups often get stuck in singular patterns: the teacher is in charge, the boss must be pleased, tip toe around the executive secretary, some people talk and others listen. When groups get stuck in those patterns, creativity and the ability to adapt are impaired. While a singular existing pattern might be usable for one type of outcome, it limits the group to that one kind of outcome. Being able to intentionally change the patterns helps groups engage polymorphically: they can take many forms, and achieve many kinds of outcomes.
The Gameshifting process takes the individual cycle of intention, creation, reflection, and applies it to group dynamics. Students learn how groups can rapidly change forms to accomplish different things, and can apply these skills to resolve conflicts and create and explore together.
The Gameshifting Board is a visual aid to assist in Gameshifting. They are adaptable to many different kinds of groups and meetings. A sample whiteboard is divided into categories like Mode, Interaction style, Body arrangement, Body energy, Roles, and Start/End. A good example of what each category might mean is the Start/End section, which says Start: on time, threshold, attendance.
A marker (a small magnet works well) is placed beside the convention we decide to follow, whether the meeting will start on time at 9am, or when we feel we have enough people to start, or when the required attendees show up. If we decide to follow a different convention, we can move the marker.
This helps make intentional culture, makes group dynamics smarter, and helps us alter the dynamics as needed. For example, are we jumping in, or are we raising our hands? The Gameshifting Board both asks and answers that question as we make use of it, and helps us be intentional about the dynamics we are working in.
Community Mastery Board (CMB)
A CMB is a tool by which culture is created. It is divided into 4 columns: Awareness (community-wide problems that need resolution), Implementation (the decided-upon action for each awareness), Practicing (the changes we are currently practicing), and Skilled or Mastery, which means the change has then become the new established norm, and a bit of culture has been created.
Culture Committee (CC)
Culture Committee serves to bolster open communication and intentional culture creation and is comprised of both ALFs and students. Its role is two-fold: to help solve conflicts and to brainstorm ways to improve the culture of the learning community. In engaging in this process, the culture becomes stronger and more cohesive.
Conflict Resolution: When a person finds themselves in a conflict, the first step is to stop, take a breath, and think about how to handle it. Then they can talk through the problem with the other party and/or ask for help in talking with the person. When a problem cannot be solved with these basic steps, a person can fill out a Request to Meet form to be sent to the Culture Committee.
The Culture Committee meets on a regular basis and will talk through the conflict with the requester in order to come up with an action plan. If necessary, the other party may be brought in to the meeting to facilitate the resolution.
Improving the Culture: The “preventative care” of the Culture Committee is to create conditions that minimize conflict, finding the root cause and underlying cultural conditions that need change. The committee might find issues that they think need to be addressed within the community, which they can then bring to the Change-up meeting that is attended by all of the learning community members.