Rеflеxivе-innovation mеthods in managеmеnt of dеvеlopmеnt of еducation institution (thе еxamplе of thе Реtrozavodsk Pеdagogical Collеgе)

The efficiency of reflexive-innovation methods in the management of educational institution based on the example of "Petrozavodsk Pedagogical College" is shown in the article. The given methods are considered as specific forms of group work directed to cultivate the reflexive environment in order to obtain the innovation product. The presented study is based on psychological and managerial analysis of actual trends of the institution development with gradual engagement of pedagogical college educators and managers using the "pyramid principle". The efficiency of psychological diagnostics at the moment of making decision with the possibility of creating innovations in the institution is shown. The reflexive event is presented through conducting the scenario - intermediate creating product. The scenario contains the questions, describes the selected forms of work, necessary equipment, room distribution, and time-study. The description of the three sequentially held seminars under conditional titles "Making decision", "Search for Perspectives", and "Development Program" is given in the article as an example. The content innovation results are described on the level of perspective trends of institution development. The risks, connected with reflexive-innovation methods introduction to the development management are found. They are: the break of the collegially accepted development priorities which can lead to decreased motivation and the loss of personal meanings, the change of objective managerial analysis by the group reflection; the risk of engagement of too many people in the process of innovation changes with the lack of highly professional managerial team. In general, reflexive-innovation methods are presented as an effective means of competitive ability of educational institution. The article may be helpful for educational studies, innovation projects, educational management.