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Test Attitude typologies in the faculty: [Vegetators] vs [Motivators]
Agenda
1st QUESTION: What analogy is used to describe the attitudinal composition of the faculty in the face of a transformation?
Maslow's pyramid
Gaussian bell
Deming cycle
BCG Matrix
2nd QUESTION: What is the approximate proportion of "vegetators" in the staff?
Around 40% of the workforce
Close to 80%
Slightly less than 50%
Approximately 10%
3rd QUESTION: What attitude do "motivators" show when faced with new methodologies?
Embrace them as an opportunity for professional growth
Accept them only if they are mandatory
Avoid them for fear of losing stability
Delegate them so as not to take risks
4th QUESTION: Where does the real challenge of educational leadership lie according to the text?
In convincing the most resistant profiles
Reinforcing only those already convinced
On winning over the great mass in-between
Changing external regulations first
5th QUESTION: Why are "motivators" valuable for leadership?
Because they impose innovation through authority
Because, by their example and enthusiasm, they demonstrate that transformation is possible
Because they prefer to maintain the status quo
Because they avoid risks and consolidate the comfort zone
QUESTION 6: What does the text say about trying to convince the most resistant profiles first?
Which is the most effective strategy
Guarantees sustainable commitments
Because it allows to create critical mass quickly
Because it is usually a sterile waste
7th QUESTION: How do "vegetator" profiles tend to perform?
They slow down progress by clinging to the comfort zone and 'it has always been done this way'
Offer themselves as innovation mentors
Looking for results to commit to later
Attract the majority to change with enthusiasm
QUESTION 8: How do you describe the distribution of attitudes in a school organization?
Two identical and stable groups
An equitable division into four segments
Three groups: two minority extremes and a large central mass
An absolute majority of immovable resistors
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