Passive-aggressive behavior is frustrating for both parties involved. It’s unproductive and it makes you and others become less trusted in the workplace.
‘Fine.’
My best friend recently brought this phrase to my attention. As my friend pointed out, whenever someone tells you that everything is “fine,” that always means the opposite. It turns out this is pretty spot-on. Signe Whitson L.S.W. states in Psychology Today that the “passive aggressive person uses phrases like ‘Fine’ in order to express anger indirectly and to shut down direct, emotionally honest communication.”
‘No worries.’
Actually, you do have worries. Christine Schoenwald elaborates in Thought Catalog that “This translates to ‘I’m saying no worries but what I actually mean is screw you. I won’t say what I’m really feeling but will hold it against you until I explode.'”
‘If you really want to.’
This may appear to be accommodating at first, but don’t be fooled. Whenever you tell someone, or someone tells you, this phrase, you’re actually being noncommittal. It may sound as if you’re going along with the plan, but inside you’re not all that thrilled — but you just don’t know how to communicate those feelings, or you may thing that the other person will be mad.
‘Thanks in advance.’
I’m horrible at this one, and it’s something I’m working on each day. It’s another phrase that may appear innocent at first. But it pretty much means that you’re expecting them to do whatever it is you’re asking and they pretty much have to do it. This damages your relationship with this person.
‘I was surprised/confused/curious about …’
When you hear this or see the text you can be certain it is used to disguise criticism, as opposed to be being upfront. Jennifer Winter recalls on The Muse the time she had a colleague who used phrases like this as “an attempt to soften the blow.” Winter, however, “took it as a stab in the back because my boss was in attendance — and that feeling led me to promptly ignore her feedback.”
‘I’m not mad.’
This one destroyed my relationship with my ex-wife. I never expressed how I truly felt. I’ve now learned to voice my opinions openly and be honest with my spouse. It’s the same in the workplace. Yes. This person is livid. They’re just not being honest with you. I find that whenever I use this phrase I don’t feel as if I can be honest with the person. Learn to express how you feel.
‘Whatever.’
I once had a disagreement with a friend that took place over text messaging. When they dropped the ‘whatever’ response I almost went through the roof. It was infuriating because I knew that they did care — they just didn’t want to keep that discussion going. Yes this person is mad, and now you are too. It’s not helping.
‘So …’
How can a two-letter word pack such a punch? Because most of the time it’s followed by text that either is awkward or shows their agitation. For example, “So … are we going to the movies tonight?” or “So … did you get my email?” The person on the other side is clearly agitated that you haven’t responded yet. And that’s a problem when you honestly haven’t had a chance to get back to the person.
Or, it could be the beginning of an uncomfortable conversation; the person just does not know how to come out and say it. When someone says, “So …” to me, and then that weird pause, I have the almost irresistible desire to say, “So … what?” And make an exit. This can even be expressed in the content marketing you put up on your website.
‘Just wondering…’
You see this text when someone is asking you for an unreasonable request, like, “Just wondering if you were in the city tomorrow and could pick up my brother for the train station?” Even if you were in the city, the train station could be nowhere close to where you’re at. In other words, this person knows he or she shouldn’t be asking you for this favor but will ask anyway. Keep in mind that some shy people may use this question when asking if you want to go somewhere or do something with them. Like, “I was just wondering if you would like to go to the movies with me?”
‘I was only joking.’
Sarcasm is on the most common manifestations of passive aggressiveness. If this person makes a comment that upsets you and this is what follows, then you know it wasn’t a joke at all. The person meant what was said but is backing away to cover up his or her true feelings. This is an especially damaging phrase when used in a relationship or (often) in front of other people, as a put-down.
‘Hope it’s worth it.’
This phrase should be rather obvious. The person you’re communicating with clearly doesn’t want you to do something but is aware that you will do so anyway. Instead of expressing concern, the person will leave with this passive-aggressive text and stew until it become a major issue. This person will also beg you to discuss it later so he or she can use the phrase again on you. It’s a shaming phrase.
‘Your thoughts?’
In most cases I find this a pretty harmless phrase. Asking for someone’s thoughts on dinner, etc. But this phrase can also be used a way to tell someone that he or she screwed up. “Your behavior has been subpar at work, your thoughts?” or “I wasn’t that happy with how this assignment turned out, your thoughts?” Both of these are passive-aggressive and damage your relationship with the person.
Your thoughts … on this article? What other phrases do you find yourself or others using that are passive-aggressive? I’m not mad, just tell me.
1. They have self- awareness. Emotionally intelligent leaders understand their own emotions and know how to manage them. They don’t speak out of frustration or anger; they control their emotions and wait to speak up until their feelings have settled and they have processed their thoughts. They don’t react in the heat of the moment but wait to respond.
2. They respond to criticism and feedback. Every leader faces feedback, some of it negative. Emotionally intelligent leaders don’t become defensive or take it personally. They listen, process, and genuinely consider other points of view, and because they’re always looking to improve, they know how to accept sincere critiques.
3. They know how to generate self-confidence. Emotionally intelligent leaders share a healthy dose of confidence but never cross the line into arrogance. When they don’t understand something, they ask open-ended questions that aim to gather information, not challenge or argue. They know how to give and take in a way that generates confidence.
4. They know the importance of checking their ego.Leaders who have to demonstrate their own importance or value are not yet connected to true leadership or emotional intelligence. Those who are know how to speak and act out of concern of others. They don’t always have to be the center of attention, and they would never take credit for the work of others. Secure in their own abilities, they’re generous and gracious to others.
5. They know how to embody empathy. Leaders with emotional intelligence can put themselves in others’ shoes. They listen with genuine interest and attention and make it a point to understand, then give back in a way that benefits themselves and others. They know how to create win-win situations.
6. They know how to engage with empowerment. The best leaders–the ones with the highest EQs–make it their mission to believe in others and empower them to believe in themselves. Instead of focusing on themselves they know it’s the power of the people that makes leadership successful, so that’s where they focus their efforts.
three shifts in policy and leadership culture may help move these efforts forward:
New types of assessment are gaining ground. Several states are piloting performance-based assessments to replace standardized testing.
Exemplars in the business community are now promoting flat organizational structures, where employees work in smaller teams and have more voice and power over how they work.
Teachers are more networked than ever before, providing a unique opportunity to share and spread good teaching practice.
While the hybrid roles that teachers play at teacher-powered schoolsmay seem like a lot of work, they give teachers the power to decide what programs, textbooks, software, etc., should or should not be used in order to make space for the community’s vision. And when teachers decide together on the vision and strategy to reach all students, they are often more invested and excited by the change they are creating from within.
Some of the best available examples of how to improve teacher quality and promote teacher leadership lie in models offered by other high-performing places, like Finland and Singapore.
Seven qualities must be in place.
A vision and strategy for teacher leadership, “with stated goals and clear images of tasks to be done, must be in place.” Teachers must feel part of creating this vision in order to buy in.
A supportive administration. “Principals must be willing to share power with teachers and must have the skills to cultivate them as leaders,” most educational leadership programs focus on supervising teachers, not supporting them as leaders.
There need to be appropriate human and fiscal resources.
Work structures that enable authentic collaboration are crucial. While more resources help on this point, there are creative ways to stretch limited dollars.
Supportive social norms and working relationships are key to teacher leadership. “All too often, policymakers develop incentives to motivate teachers and administrators,” . “Instead, policies and programs should be in place to value teachers spreading their expertise to one another, allowing teaching to be exercised as a team sport.”
Organizational politics must allow for blurred lines between roles. Teachers can only take on leadership roles at the expense of principals and district-level administrators. This also requires teacher unions to act more as “professional guilds” and for districts to follow the example of some for-profit businesses that are flattening bureaucracies.
The school and system must be oriented toward risk-taking and inquiry. Just as students need hands-on applied learning rooted in inquiry, so, too, do teachers need powerful driving questions to push their work forward. “School systems must be able to interrogatethemselves about the extent to which they create opportunities for teachers to learn and lead in ways that spread teaching expertise and improve student outcomes.”
The top ten priorities for strong and effective social media policies should be:
explaining the risks that can arise through the use of social media and the reasons why having a policy is necessary;
clarifying the permitted uses of social media during work hours and/or using the employer’s resources. This will include when employees are allowed to access social media at work (if at all), when such access is permitted – for example, during an employee’s lunch hour or while the employee is on a break, or at any time – and what will be considered to be excessive use;
confirming that the policy applies in respect of social media use by an employee outside of work hours where that use impacts on the employer or the workplace, including by an employee publishing comments which are referable (whether directly or indirectly) to the employer, its products, other employees, customers, partners, suppliers or competitors;
clarifying prohibited uses of social media, such as an employee engaging in online conduct which may constitute unlawful discrimination, defamation, bullying or harassment. There needs to be careful consideration of how this part of the policy links to an employer’s other existing policies covering those issues. Consideration can also be given to requiring employees to inform their employer when they become aware of any potential breach of the policy by another employee – unlike in other jurisdictions, this concept of “dobbing in” a colleague can be difficult to promote in Australian workplaces;
confirming that social media use must be consistent with an employee’s obligations to comply with all applicable laws, including to not make any comment that may be misleading or deceptive in trade or commerce (in breach of Competition and Consumer Act 2010 (Cth)), and to not disclose any market sensitive information prior to disclosure by the employer (in breach of insider trading laws);
reminding employees of their obligations in respect of the employer’s confidential information and intellectual property, and privacy, copyright and plagiarism issues more generally;
where an employee is subject to a workplace investigation, in addition to requiring an employee to generally assist with that investigation, specifically directing an employee to preserve and not delete relevant social media content, and to provide their employer with reasonable access to that content for the purposes of the investigation;
specifically providing the employer the ability to direct an employee to remove or delete prohibited content;
expressly stating that breach of the policy may result in disciplinary action up to and including termination of employment; and
directing an employee on how they can notify their online connections of their departure from their employer and their acceptance of a new role, and confirming that the inappropriate use of those social media connections can constitute a breach of any post-termination restrictions on soliciting clients.
Need Sample Social Media Policies? Here Are 7 to Inspire Yours
Because online exams require students to have functional literacy with computing devices, such as switching between screens, opening drop-down menus and highlighting words, students should be using technology in their day-to-day classroom experience so they are building these digital literacy skills, he explains.
“The more often students use digital devices in their day-to-day learning, the more comfortable with those devices they become,” says Ribble, who has written a book about digital literacy and citizenship for the International Society for Technology in Education.
This synchronous online course will introduce school administrators to the multitude and complexity of educational technology issues. Through group discussions and exercises, the course will focus on the development of knowledge, skills and depositions to effective professional practice in educational leadership. The goal of the course is to develop knowledge and understanding of appropriate application of technology in the teaching and learning process and in the management of educational programs.
Information and experience in the course will include review of the latest trends in technology. Familiarity to acquisition of expertise will be sought in understand and use of Web 2.0 and Web 3.0, as well as social media, multimedia and interactivity and how it affects school life as well as the role of the educational leader. Specific attention will be paid to the importance and ability to develop and maintain policies, which reflect the ever-changing world of technology. Auxiliary, but no less important issues such as legal issues, copyright issues, ethics and other forms of digital citizenship will be discussed.
Course Objectives:
Upon successful completion of this course the student will:
Course Objective
Knowledge
Skill
Disposition
Impact
1. Demonstrate knowledge and the use of related technologies appropriate to the management of a school #
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2. Demonstrate knowledge and the use of related technologies appropriate to the instructional program of a school #
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3. Demonstrate knowledge and the use of various types of related technologies for supporting the instructional program of the school #
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4. Demonstrate knowledge of planning and management procedures and policies for the appropriate use of technological resources to serve the mission of the school #
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5. Demonstrate knowledge of common computer and related technological applications #
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6. Identify gender & diversity issues related to technology in education
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7. Demonstrate knowledge of adaptive technology devices for individuals with special needs
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8. Demonstrate skill in the use of technology for materials preparation, presentations, record keeping, computation, communication, information / data collection and management, and the effective use of the Internet
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9. Demonstrate an understanding of legal issues, including copyright issues, related to educational technology
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10. Demonstrate an understanding of the importance of ethical practice in the use of technology
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11. Demonstrate knowledge and understanding of administrative policies and procedures that promote appropriate utilization of technology by school personnel
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12. Demonstrate familiarity with appropriate professional standards related to educational leadership and technology
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13. Demonstrate an understanding of the digital age learning culture, digital citizenship in particular
This course seeks hands-on experience in integration of educational technology into the classroom. Students will learn to select opportunities for application [or not] of technology in education. The course will provide a hands-on experience for educational leaders to understand the application of technology in the curriculum process. Topics of consideration include instructional design, media and formats, devices, telecommunications and social interactivity. The course will provide an opportunity to apply technology knowledge and experience in hands-on exercises for curriculum management as well as monitoring student achievement progress. Further discussions and practical approach will include modern, effective and efficient ways of communications among parents, students, faculty and administration. The course offered in synchronous online mode and F2F mode.
Objectives/Outcomes
Upon successful completion of this course the student will:
Understand the impact of technology on the teaching and learning process.
Understand the principles of the Universal Design for Learning (UDL) and National Educational Standards for Students (NETS*S) and their application in the curriculum process.
Research and assess the opportunities for technology to be integrated in the classroom.
EDAD ??? Technology as an Integral Part of Successful Educational Leadership
1 credit, Summer 2016
Course Description
Course Description
This class will support teacher leaders and school administrators in reviewing and systematizing the fast aspects of modern electronic technologies. Based on a foundational better understanding of how technologies work, future educational leaders will develop skills and practice the application of ideas, tactics and methods for better integration of technologies in the teaching and learning process as well as the creation of better policies and procedures.
The course is designed to bring research and analytical skills and build structure in the process of resolving technology issues, which educational leaders face in modern schools, including hardware and software problems, networks and computers, curriculum and teaching and learning methods.
The course will offer discussions as well as practical solutions such as social media (e.g. Twitter) for professional development, online tools for teacher evaluation, online tools for collaboration and creativity, immediate and future trends, which already impact education and educational leadership.
The course offered in synchronous online mode and F2F mode.
Objectives/Outcomes
Students will be able to identify and update sources for information to keep current their technology knowledge
Students will demonstrate knowledge and understanding of technology leadership standards.
Student will demonstrate an understanding of how to create, promote, and sustain a dynamic, digital – age learning culture that provides a rigorous, relevant, and engaging education for all students.
Students will demonstrate understanding of how to promote an environment of professional learning and innovation that empowers educators to enhance student learning through the infusion of contemporary technologies and digital resources.
Students will demonstrate an understanding of how to provide digital – age leadership and management to continuously improve the organization through the effective use of information and technology resources.
Students will understand and apply knowledge of how to model and facilitate understanding of social, ethical and legal issues and responsibilities related to an evolving digital culture.
Students will demonstrate knowledge of technology as integral part of facilities and resource management
Students will be able to describe and use budget planning and management procedures related to educational computing and technology.
Students will be able to describe and maintain current information involving facilities planning issues related to computers and related technologies.
Students will be able to design and develop policies and procedures concerning staffing, scheduling, and security for managing computers/technology in a variety of instructional and administrative school
From MyFunCity to government-structured approach to “digital citizenship,” this is recent trend, which is seriously considered by educators as a must in the curricula. While habitually connected with technology classes, it is a much larger issue, which requires faculty attention across disciplines; it encompass digital and technology literacy, netiquette and online behavior (cyberbulling most frequently addressed), as well qualities and skills to be a functional and mindful citizen of a global world.
here is some general literature on digital citizenship:
Volume 9, Issue 1, Fall 2005. Education and Citizenship in the Digital Age
Isman, A., & Canan Gungoren, O. (2014). Digital Citizenship. Turkish Online Journal Of Educational Technology – TOJET, 13(1), 73-77. http://eric.ed.gov/?id=EJ1018088
Simsek, E., & Simsek, A. (2013). New Literacies for Digital Citizenship. Online Submission, Contemporary Educational Technology, 4(3), 126-137. http://eric.ed.gov/?id=ED542213
Lenhart, A., Madden, M., Smith, A., Purcell, K., Zickuhr, K., Rainie, L., & Pew Internet & American Life, P. (2011). Teens, Kindness and Cruelty on Social Network Sites: How American Teens Navigate the New World of “Digital Citizenship”. Pew Internet & American Life Project, http://eric.ed.gov/?id=ED537516
Ives, E. A. (2012, October 1). iGeneration: The Social Cognitive Effects of Digital Technology on Teenagers. Online Submission, http://eric.ed.gov/?id=ED543278
