Countless curricular decisions are made in districts continually, but none, more importantly, following a Crisis

Setting the Stage: Countless curricular decisions are made in districts continually, but none, more importantly, following a Crisis. How curriculum leaders arrive at these decisions varies. • More progressive school districts have continuous improvement models in place to address curriculum decision-making and are constantly affecting changes in the curriculum as a result of these plans. • Others approach curricular decisions as a response to an identified need that has presented itself due to student performance or other pressures. • Some make decisions haphazardly without results, • While some school districts demonstrate lethargy and apathy toward curricular decision-making and are stagnant for all intents and purposes. (Gordon, Taylor, Oliva, 2019) Organizational staff and administrators have a wide range of leadership, instruction, curriculum, technology, data analysis, organization, and communication capabilities. The challenge is finding a way to meet the needs while capitalizing on the people to get the work done collaboratively. Part 2: Read this article carefully to understand "The New Normal post-covid 19" rethinking-education-in-the-new-normal-post-covid-19-era-a-curriculum-studies-perspective-8315.pdf Part 3: Future Thinking incorporating Change: In this discussion post (500 words), discuss what you would propose to your organization's leaders for a "New Normal" following the pandemic or any crisis. What are the key elements to consider when planning for a vast change? Align your thoughts to the critical precepts presented in the article and cite them to support your comments.