australian council for educational leaders 2016 - · pdf file• transformational...

acel.org.au

Australian Council for Educational Leaders

MANAGING&TRANSITION

CHANGEPROGRAM

2016

Aims and Objectives

The Managing Change and Transition course, has four learning outcomes:

• Discuss internal and external forces that trigger large-scale change interventions.

• Demonstrate through group exercises the interpersonal skills necessary to plan, communicate and facilitate the process of change in organisations.

• Discuss structural, cultural and political factors influencing change interventions.

• Demonstrate the leadership skills required for change leadership and management.

Resource Materials

A key feature of this program is the collaborative inquiry and collective wisdom that senior educational leadership will model as it seeks to sift through the masses of change literature to hone into that which is important, relevant and actionable given their grounded realities.

A number of supplementary readings for each topic will be provided for this reason. Pre-assigned groups of educational leaders will be required to read, understand, and critique extant literature on different aspects of organisational change as part of a segment called the Oral Literature Review, in the Managing Change and Transition program.

Australian Council for Educational Leaders PO Box 876, Strawberry Hills, NSW 2012 | acel.org.au [email protected] | Phone: 02 9213 3100 | Fax: 02 9281 8272

2016Managing Change & Transition Program

Introduction

Managing Change and Transition provides senior educational leadership with an in-depth and variegated understanding of the nature of change from an individual, group, and organisational perspective.

It focuses on a range of models, tools, techniques, and theories from academe and practice that inform, shape and underwrite both successful change interventions, and the work of leading and managing change. Group engagement with, and collaborative inquiry into, a variety of published literature provides the conceptual lens for examining this very important area of management and leadership endeavour.

Program Convener Profile

A New Zealander now based in Sydney, Aasha has lived and worked in many countries including the USA, Europe, England, and the Middle East. Aasha is currently CEO of the Australian Council for Educational Leaders (ACEL).

Her senior corporate roles have included amongst others; CEO of AFS Australia, Managing Director of Starbucks Coffee - Australia and New Zealand, Head of Operations for Weight Watchers Asia Pacific, Director Meal Solutions for the Woolworths Group NZ and Marketing Director for Genetco and National

Training Institute, in the lower Persian Gulf. She is also the Adjunct Principal Associate of the Academy for Collaborative Futures. Aasha has a proven track record in delivering growth in revenue and bottom line profitability through expansion into new markets/channels, building strong brand equity, reinvention of product portfolios and the delivery of operational excellence. She has an informed perspective of markets in the Asia-Pacific, Europe and North America across several industry sectors and has a keen understanding of the key drivers of success in the prevailing global context, having stewarded regional operations of large multi-national organisations.

She has been the Executive in Residence for the Business School in Auckland University and visiting faculty at the Waikato Management School, Waikato University. She lectures on Leadership, Strategic Planning, Strategic Innovation, and Reaching Global Markets. She is an active Council Member on the GLG Research Management Platform and a member of the Stanford’s Who’s Who list of key influencers in Australia.

Aasha has a passion for developing talented young people by providing them with exciting learning opportunities through formal education as well as experiential learning. She regularly speaks at conferences and seminars across the Asia-Pacific on topics that include leveraging diversity, challenges of female leadership and leading multi-cultural teams.

Email: [email protected]

Skype: aasha.murthy

Phone: +61 488 483 488 (AUS)



Current Work Experience:

• Chief Executive Officer of the Australian Council for Educational Leaders (ACEL)

• Visiting faculty at the Waikato Management School, Waikato University New Zealand, where she lectures on Leadership, Strategic Planning, Strategic Innovation, Leveraging Diversity, Managing Change and Reaching Global Markets

• Senior Associate, the Academy for Collaborative Futures

Previous:• Director of Programs, the

Academy for Collaborative Futures, which helps business executives in the Asia-Pacific region, develop augmented leadership repertoires that can meet the challenges of prevailing times.

• CEO of AFS Intercultural Programs in Australia.

• Head of Operations, Weight Watchers Australia.

• Managing Director, Starbucks Australia and New Zealand.

• Director – Meal Solutions, Woolworths New Zealand.

• Category Business Leader, Woolworths New Zealand.

• Marketing Director, National Training Institute.

• Marketing Director, General Electric and Trading Company.

Session Title Topics

1 Understanding Change Theories, Concepts, Frameworks and Models of Change

2 Environment and Change Organisation’s Internal Culture and External Environment

3 Resisting Change Individual and Organisational Resistance to Change

4 Change & Leadership Strengths-based change paradigm and models for the leadership of Transformational Change

Program Overview

Program Timetable


Day 1: Morning Understanding Change

Theories, Concepts, Frameworks and Models of Change1. Mindfulness: Lessons from High Reliability Organisations2. Approaching Change: Typologies & Features3. Unified theory of planned change: Kurt Lewin’s Field Theory,

Group Dynamics, 3-Step Change & Force Field analysis

Day 1: Afternoon Environment and Change

Organisation’s Internal & External Environment 1. Organisational Culture: Lessons from Practice2. Culture & Championing change: Competing Values Framework & Leadership Effectiveness3. Plausible Futures: Leadership & the Long View4. Prescient Insights: Scenario planning

Day 2: Morning Resisting Change

Individual and Organisational Resistance to Change1. Individuals and Resistance to Change 2. Individuals in Organisations and Change3. Organisational Resistance to Change4. Individual and Organisational Defensive Routines

Day 2: Afternoon Change & Leadership

Leadership of Transformational Change1. Leadership’s Challenges in Transforming the Mature Organisation:

Why, What, How and in which sequence?2. Strengths-based change paradigm: Appreciative Inquiry3. Change frameworks and models – Top-down and bottom-up approaches4. Perspective: Leadership-Management relationship

Program Costs$900 per participantCost includes day catering. Travel and accommodation needs to be organised separately by participants.

Fraser Suites Perth,10 Adelaide Terrace, Perth WA 6004, Australia

Program Dates / Location7th and 8th of September 2016


This session uses Weick and Sutcliffe’s research into High Response Organisations (HROs) and their organisational mindfulness questionnaires to frame both the context and imperative for this programme.

Participants then engage with the nomenclature of Change by reviewing the form and nature of Planned, Emergent, Episodic, Continuous, Developmental, Transitional and Transformational Change. Thereafter, participants critically explore Kurt Lewin’s perennially popular 3-Step Transitional Model of Change including its complementary concepts like Field Theory, Group Dynamics, and Action Research.

Frameworks, Constructs and Concepts

• High Response Organisations and Resilience – Mindfulness Questionnaires

• Kurt Lewin’s Theories of Planned Change • French and Raven’s Power and Influence Tactics

Session 1 Understanding Change

Session 2 Environment and Change



This session re-introduces tools, frameworks and constructs that participants earlier engaged with, in the Executive Leadership Program. These tools enable the assessment organisational opportunities and challenges by anticipating the future.

Participants learn the process of analysing driving forces and surfacing critical uncertainties in their school’s mega and task environments. They engage as groups with PESTEL analysis and see how their work can be logically extended to Scenarios.

The organisation’s internal environment – its purpose, vision, strategy, values, behaviours and culture - is then studied using models at the intersection of academe and practice in order to critically examine the forces within the school that contribute to a readiness for change and its successful implementation.


• PESTEL Analysis and the Long View• McKinsey 7S Framework and

Mintzberg’s Change Cube• Built-to-Last, Ashridge Purpose Mission Model• Quinn’s Competing Values Framework for

Organisational Effectiveness

This session looks at resistance to change. It situates the discussion on an individual’s resistance to change, in the current body of knowledge surrounding the human response to change and transition from seemingly unrelated disciplines. Participants use the Jaffe and Scott Change Curve assessment tool to plot their own stage in the transition journey for a current change in their lives.

The discourse then shifts to the organisation’s resistance to change. It uses the myths about organisational learning, and the psychological and sociological blocks to multiple loop problem solving to explain organisational defense mechanisms that resist change.


• Stages of Grief – Imara and Kubler-Ross• Loss and its Manifestation in Organisations –

Maurer• Change Curve Assessment Tool – Jaffe & Scott• Theory in Use and Organisational Defense

Mechanisms• Control Games, Taboos, Mixed Messages

Session 3Resisting Change

This session critically examines the leadership of transformational change. It begins by exploring the leadership challenges in transforming mature organisations.

It thereafter presents a number of current theories, frameworks and models for leading change from both academe and practice perspectives.

Participants analyse the manager-leader debate to understand why both are important for change.


• Re-energising the mature organisation• Map of Change Methods• Transformational Leadership as a three act play

– Tichy & Sherman• Effective longer term transformations

– Doz & Thanheiser• Top-down Change - Kotter’s 8 - Step Model• Quinn and the Competing Values Framework• Bottom-up Change – Beer, Eisenstat & Spector

Session 4 Change and Leadership





Program Testimonials

“ACEL’s Managing Change Program provided me with a deeper insight into the complexities of bringing about change within an organisation and, more importantly for me, was a wonderful extension of the Executive Leadership Program that I undertook with ACEL in 2014. Understanding myself as a leader while managing a change agenda work hand in hand.

Aasha Murthy, ACEL’s CEO, was both engaging and skilful in facilitating deep reflection from participants in considering elements of their organisations, while moving through change processes, that may both hinder or accelerate the process. As a school leader, the opportunity to engage in high level discussions with colleagues was invaluable and has assisted me greatly in moving my school to the next level. This is a program I wished my entire executive team could have been a part of.”

Ray BoydPrincipalWest Beechboro Primary School, Perth

“The Managing Transition and Change Program is today’s model with relevance and practical application. The program is a must do for all modern leaders to enable them to deepen their practice by acquiring knowledge based on sound evidence and theories that are both relevant and applicable.”

Stella JinmanPrincipalCecil Andrews Senior High School

“ACEL’s Change Management Program offers the keys to handling one of the most complicated aspects facing those in leadership positions. It is clear that Aasha Murthy is passionate and fervent about this subject and delivers the course skilfully and with varied approaches that maintains the groups interest and with a style that you would expect from an excellent presenter. Specifically, I feel that, through understanding the internal and external forces that are at play in managing change, I am capable of refining the interpersonal skills and change leadership skills required for change management. The program is not only an eye-opening but provides practical tools and frameworks from research that are easily understood and applied. Above all, it was stimulating to engage with other professionals who shared the interest in managing a change agenda and to walk away with greater confidence to find solutions if and when they eventuate.”

Mark GillettPrincipalCape Naturaliste College (An Independent Public School) WA


To find out more about the program:Email [email protected] orPhone 02 9213 3105

PO Box 876, Strawberry Hills, NSW 2012 Phone: 02 9213 3100 | Fax: 02 9281 8272 [email protected] | acel.org.au

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MANAGING CHANGE & TRANSITION PROGRAM - $900 per participant

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