Context When the pandemic hit the world, teachers were forced to change their education from onsite to virtual overnight Understandably, teaching quality decreased in the beginning, as there was little experience in how to adapt the educational design Zuyd University of Applied Sciences ( recognized the problem that teachers were on different didactic and pedagogical levels when it comes to online education Unfortunately, the pandemic made it hard for teachers to connect with each other In the Domain of Health and Welfare, this led to the idea of establishing a professional learning community A professional learning community ( can be seen as an informal group of people who share knowledge and experiences among each other on a common topic they are all highly interested in Zuyd’s vision “passion for development” sets a good basis for the start of such a community. Steps we took In order to find out how a professional learning community can look like in Zuyd, the following steps were taken Firstly, we collected and evaluated literature and best practices around the topic Based on our findings we developed an interview guideline and conducted interviews with eight teachers from the Domain of Health and Welfare Throughout the whole report a SWOT analysis was performed with the literature and best practices filling opportunities and threats and the interviews providing content for strengths and weaknesses Main findings From these sources, we derived enablers for a successful learning community, which led to recommendations for Zuyd on how to strategically position, implement and organize a PLC One of our major recommendations is to make didactic and pedagogical skills an important topic within Zuyd in order to strategically implement the learning community into Zuyd’s strategy Furthermore, we recommend giving the lead in organizing and facilitating the PLC to the blended learning task force To collect a diverse set of interested employees to the core group, the educational managers should personally approach teachers that might be interested The sense of urgency around the topic needs to be addressed regularly through the directors of the Domain, the task force of blended learning, as well as the PLC itself In this way, interest in the topic of didactic and pedagogical skills and blended learning can be enhanced In the report we go into greater detail on how to organize and apply these recommendations. We are convinced that implementing these steps will pay off in the future and will successfully enhance competencies on blended learning and didactic and pedagogical skills through knowledge exchange.
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This article focuses on the development of professional learning communities (PLCs), which are communities within schools, composed of voluntary participating teachers facilitated by school principals with a specific task to accomplish as part of a larger innovation project. Four PLCs were observed during 3 years by using questionnaires and participatory research. The questionnaires revealed that PLCs differed in their group characteristics, collective learning processes and outcomes. Through participatory research, we explored seven elements affecting the development of PLCs, namely, task perceptions, group composition, tensions between roles, beliefs about alignment, reflective dialogues, socialisation and ownership. Beliefs about alignment, ownership and socialisation had sufficient impact on the development of the PLCs. A case study including two contrasting PLCs indicated interrelations between task perceptions and ownership by members and between ownership and socialisation activities. Regarding implications, this research suggests to explicitly create and facilitate reflective dialogues and ownership over time for PLCs to flourish.
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Continuing professional development approaches such as professional learning communities (PLCs) could help schools to sustainably work on school improvement to meet the rapid changes in the world around us. Sustainability is achieved when the core components of the approach become a self-evident and functional part of the school (or: organizational routine), which is flexible and adaptive to ongoing work, and aimed at regular improvement. Achieving sustainability has been found to be a challenge for a lot of schools, however. Leadership is assumed to be crucial for sustainability. We studied leadership through a distributed leadership lens: all activities tied to the core work of the school that are designed by the school’s staff members to influence the motivation, knowledge, or practices of other members of the school organization were considered. As research into sustainability of professional development and leadership was scarce, this dissertation focused on the following question: What is the role of school leadership in schools that work sustainably on school improvement with PLCs? A case study design was used to gain in-depth insight into what leadership and sustainably working on school improvement with PLCs looks like in five Dutch secondary schools. The schools were intensively observed (approximately 160 hours per school), school (policy) documents were collected, social network questionnaires were administered, and the school leadership was interviewed. Based on four studies, that focused on leaders’ practices, knowledge brokerage, and beliefs, the role of school leadership appears to be threefold. They 1) adequately designed the organization for working with the PLC, 2) managed the teaching and learning program while considering the PLC, and 3) helped and supported the staff members’ development for working with the PLC. The way in which leaders carried out the triple role of leadership seemed to be related to different factors. These factors are situated at the personal, interpersonal, and school contextual levels. The dissertation shows what leadership practices were carried out in what way and provides practical implications resulting from that. The insights could inspire schools and school leadership to work sustainably on school improvement with PLCs too.
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