understanding & facilitating organizational change
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Understanding & Facilitating Organizational Change. Change is a process , not an event . Transformational change is large scale and often involves re-conceptualization of all or part of the current educational system. - PowerPoint PPT PresentationTRANSCRIPT
Understanding & FacilitatingOrganizational Change
Change is a process, not
an event.
Transformational change is large scale and often involves re-conceptualization of all or part of the current educational system.
Incremental change includes continuous improvement through ongoing efforts or toward existing goals.
The Role of Coach: Creating Alignment & Engagement
• Understand direction & key issues
ArchitectsDistrict/School
Leadership
• Create meaning & aligned actions
• Interpret results & provide feedback
TranslatorsCoaches
• Provide feedback
DoersTeachers
Alignment & Engagement
Active Engagement
Disengaged
Not Aligned with Aligned with Forward Direction Direction
Potential Obstructors
Exemplary Leaders/Contributors
Bystanders Potential Leaders/Contributors
Pragmatists
The Change Curve
1. Neutral-no knowledge -status quo-in the dark
2. Initial Excitement-Excited-Motivated-Enthusiastic
3. Denial-Indifference-Passiveness-Apathy-Minimize information-Minimize involvement
4. Resistance-Frustration-Inability to see positive outcome-Negative questioning/doubting-Stubbornness/complaining-Anxiety/stress
5. Exploration-Energized-Creative-Overworked but excited-Increased commitment- Small wins
6. Commitment-Excitement-Enthusiasm-Problem solving-Clear direction/focus
Motivation & Engagement
AutonomyThe urge to direct our own lives
MasteryThe desire to get better and better at something that matters
PurposeThe yearning to do what we do in the service of something larger than ourselves
Reflection
How motivated and engaged are you in your work? How do autonomy, mastery, and purpose play a role?
1. Establish a Sense of Urgency
“Every school is perfectly designed to
deliver its current results.”
Establish a Sense of UrgencyBeckhardt’s Change Equation
Dissatisfaction with Current State
Why is the status quo unacceptabl
e?
Shared Vision of a
Better State
What will success look
like?
Logical First Step
What are the
critical steps we need to
take NOW?
Cost of Change
OR
Organizational Inertia Resisting Change
+ + >
ReflectionTake a few minutes to consider the questions for establishing an sense of urgency as it relates to your work:
Why is the status quo unacceptable?
What will success look like?
2. Form a Guiding Coalition
“Go where the energy is.”
(Graves)
Form a Guiding CoalitionIn what way can you influence others?Power
PositionKnowledgeTrustworthinessAbility to articulate vision & ideas
Openness to be influenced by others
Demonstration of trust & respectActive listeningAcquiring important information from others
Reflection
Think about forming a guiding coalition. Who is already aligned and engaged? How will you influence a few others to get on board?
3. Develop a Shared Vision & Strategy
“Change is disturbing when
it is done to us, exhilarating
when done by us.” (Kanter)
Develop a Shared Vision & StrategyHow does involvement increase ownership?
Perf
orm
ance
Involvement
Directive
Communication & Understanding
Problem Solving
Shared Decision Making
Participative Leadership
Develop a Shared Vision & StrategyWhat are the stages of team development?
Perf
orm
anc
e
Time
Forming-Sign-up-Little understanding of mission-Roles & resp. unclear-No processes-Dependence on leader
Storming-Sort it out-Uncertainties persist-Team members vie for position-Leader critical
Norming-Focus-Commitment & unity-Clear roles & resp.-Develop processes-Leader facilitates
Performing-High productivity-Cohesion & pride-Shared vision-Deal with issues internally
Develop a Shared Vision & Strategy
Levels of consensus (NOT simply “yes” or “no”):
1. Yes, and I’m willing to advocate/champion2. The decision is perfectly acceptable3. It’s not perfect but I can live with this4. I have some issues I need to express, but
I’ll defer to the wisdom of the group5. We lack unity and need to do more work6. I don’t agree and feel I must obstruct
Reflection
Think about a team with which you work. At what stage are they in team development? What needs to happen to take them to the next level?
4. Communicate Widely & Gain Alignment
“To the fearful it is threatening because things may get worse. To the hopeful it is encouraging because things may get better. To the confident is is inspiring
because the challenge exists to make things better.”
(Whitney)
Communicate Widely & Gain Alignment
Change Readiness Continuum
Inherently Resistant to Change
Inherently Ready for Change
Change Resistors,10% of Population
Change Enablers,10% of Population
Convert an Additional 20% of the Populationto Change Enablers
5. Generate Short Term Success & Gain Momentum
“Planning is as natural to the process of success as
its absence is to the process of failure”
(Sieger)
Generate Short Term Successes & Build Momentum
Focus • Determine
what’s most important
• Don’t overload
Commit• Build ownership
& accountability• Develop a
workable plan
Follow through
• Implement!• Evaluate
results• Build
momentum
6. Institutionalize Changes in the Culture
“Culture eats strategy for lunch!”
Institutionalize Changes in the CultureWhat are the indicators of success?
Coaching cycles are flowing and involve a majority of teachers
Student work is at the forefront of conversations and instructional decisions
Coaching is understood to be a partnership to improve student achievement rather than a method to “fix” teachers
Teachers have a strong sense of autonomy, mastery, and purpose in their work
Reflection What is the change your
school/district is trying to implement?
Is it transformational or incremental change?
Where are you in the change process?
What are your next steps?
Resources Kotter, J. (2012). Leading Change.
Harvard Business Review Press.
Pink, D. (2011). Drive: The Surprising Truth About What Motivates Us. Riverhead Books.
Kanter, R. M. (1985). Change Masters. Free Press.