Theories and Solutions: Understanding Organizational Change

Institutionalize Changes in the Culture What 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 opportunities for collaboration, participative leadership, & ongoing learning

Change Readiness “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)

Change Readiness 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 Population to Change Enablers

Form a Guiding Coalition “Go where the energy is.” (Graves)

Form a Guiding Coalition In what way can you influence others? Power Position Knowledge Trustworthiness Ability to articulate vision & ideas Openness to be influenced by others Demonstration of trust & respect Active listening Acquiring important information from others

Alignment & Engagement “Change is disturbing when it is done to us, exhilarating when done by us.” (Kanter)

Alignment & Engagement Active Engagement Disengaged Not Aligned with Aligned with Forward Direction Direction Potential Obstructors Exemplary Leaders/Contributors Bystanders Potential Leaders/Contributors Pragmatists

Creating Alignment Understand direction & key issues Architects District/School Leadership Create meaning & aligned actions Interpret results & provide feedback Translators Coaches Implement Provide feedback Doers Teachers

Communicate Widely Messaging How is the school leader making this clear? How is the coach making this clear? Recruitment Who is in the next 20%? How can you get them on board? Celebrations How is success being shared through multiple venues?

Creating Engagement Autonomy The urge to direct our own lives Mastery The desire to get better and better at something that matters Purpose The yearning to do what we do in the service of something larger than ourselves

Develop a Shared Vision & Strategy How does involvement increase ownership? Performance Involvement Directive Communication & Understanding Problem Solving Shared Decision Making Participative Leadership

“Culture eats strategy for lunch!”

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

Impact the Attributes of School Culture  Student Achievement  Collegial Awareness  Shared Values  Decision Making  Risk Taking  Trust  Openness  Parent Relations  Leadership  Communication  Socialization  Organization History

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.