Aligning Vision with Actual Use of Innovative Learning Environments:

Explored Through the Lens of Organizational Change

1 – Scale-up + TEAL, Space matters: The impact of formal learning environments on student learning

B=f(P,E)Behavior is a function

of People in their Environment

3 – New Generation Learning Space Making the Case for Space: The Effect of Learning Spaces on Teaching and Learning

2 - The Learning Grid Exploring the impact of a flexible, technology-enhanced teaching space on pedagogy

Kurt Lewin’s Field Theory

B=f(P,E)anecdotal experience showed that

changing the environment does not always change behavior

Kurt Lewin’s Field Theory

DESIGNED USE ACTUAL USE

B=f(P,E)Surfaced many examples of grown or changed cultural norms and behaviors through the support of a facility change

1 – Google, casual collisionsWorkplace Research

Change Process Comparison

Framework

If we can learn from schools that have successfully transitioned from traditional designs with teacher-centered, direct instruction to Innovative Learning Environments (ILEs) with student-centered, multi-modal instruction then we can educate school leaders on the key steps to change and facilitate overall more effective learning.

Arturo Lomeli, Principal of Tom Glenn High School

Framework

Framework - givens

Framework

1. Creating Urgency - Design process, initiated by former Superintendent

2. Build Guiding Coalition - Value alignment exploration for hiring

3. Getting the Vision Right Built implementation of Vision in participatory manner

4. Communicate for Buy-in - Built culture in participatory manner; exhaustive PR campaign

Change Process Documentation

5. Empower Action -Empowered one individual to implement one part of Vision

6. Create short-term wins - Six weeks grade level celebrations, multi-directional awards

7. Don’t Let Up - Reflective process baked in monthly staffing, weekly planning, and one-on-one

8. Make Change Stick Culture of Continuous Improvement

Framework

I utilized the Burke LitwinOrganizational Assessment Survey to interview eight members of Glenn High School’s Planning Team, which includes the following roles:

o Administrative Assistant to the Principal

o Associate Principal o Dean of Instructiono Assistant Principalo Head Counseloro Athletics Coordinator o Band Directoro Principal

Burke-Litwin Model Organizational Performance & Change

1. Right people in place with change mindset (15/22 comments related to continuous change in external environment)

2. created buy-in around “building a community greater than self” (25/105 comments related to the Why)

3. Regular, reiteration and communication of the Vision (21 & 14/105 comments related to the Why)

4. Participatory design utilized to create culture (17/33 comments)

OutcomeGreat alignment in transformational areasWork needed in transactional areas

1

23 4

1. Planning group aligned. What about next level down in organization?

2. Lack of clarity around roles. Recommended developing BART for years 1,2, & 3 in building staff

3. Explore tension around tightly coupled & loosely coupled systems (campus vs. district)

4. Define success as a group to relieve anxiety & stress

OutcomeGreat alignment in transformational areasWork needed in transactional areas

1

2

3

4

Implications

consistent leadership

+participatory

approach

consistent change process

+quality

organization design

Next StepsAdopt a new

model?

Becker, F. & Steele, F. (1995). Workplace by Design: Mapping the High-Performance Workscape. San Francisco, CA: Jossey-Bass Inc.

Brooks, D.C. (2011) Space Matters: The impact of formal learning environments on student learning. British Journal of Educational Technology, 4295), 719-726. https://doi.org/10.1111/j.1467-8535.2010.01098.x

Burke, W. W. (2014) Changing Loosely Coupled Systems. The Journal of Applied Behavioral Science, 50(504), 423-444.

Burke, W. W. (1998). The Burke Litwin Organizational Assessment Survey. Pelham, New York: W. Warner Burke Associates, Inc.

Imms, W., Clarke, D., Cleveland, B., Fischer, K., Grocott, L., Hattie, J., Kvan, T., Newton, C. (2015) IELTC, Innovative Learning Environments and Teacher Change Research project brochure. Retrieved fromhttp://www.iletc.com.au/wp-content/uploads/2016/03/ILETCOverview-brochure-printable.pdf

John P. Kotter, Leading Change (Boston: Harvard Business Review Press, 1996)

Kolb, D.A. (1984). Experiential learning: Experience as the source of learning and development. Englewood Cliffs, NJ: Prentice Halle

King, E., Joy, M., Foss, J., Sinclair, J. & Sitthiworachart, J. (2015) Exploring the impact of a flexible, technology-enhanced teaching space on pedagogy, Innovations in Education and Teaching International, 52:5, 522-535, DOI: 10.1080/14703297.2014.896222

Marrow, A.J. (1969, 1984) The practical theorist: The life and work of Kurt Lewin. New York: Teachers College Press.

Pasmore, B. (2015). Leading Continuous Change: Navigating Churn in the Real World. Oakland, CA: Berrett-Koehler Publishers, Inc.

Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.

Steele, F.I., (1973). Physical Settings and Organizational Development. Reading, MA: Addison-wesley Publishing Company

References