Managing Organizational Change Smaller Learning Communities: Not Only When, but How Dale Carnegie Training® can help you manage the sweeping changes that continue to reshape the workplace. Organizations today need managers who are knowledgeable business partners skilled at managing change. As change agents, managers can play a vital role in helping their organizations remain competitive. Rely on the following process, and you will be more effective in managing organizational change. Be sure you have earned the right to deliver this program, are excited about the topic, and are eager to share with your audience. Speak from your own experiences. Set a good example. Help others benefit from what you have learned about managing organizational change. Copyright 1996-98 © Dale Carnegie & Associates, Inc.

Vision Every student should be in a learning situation where he/she is known and supported Each member of the community,student, teacher, administrator and parent/s should be involved in the learning process, both as a learner and a teacher There should be different models for small learning communities(SLC) Some models could include: vertical as well as horizontal teams, academies, programs(Humanitas), houses, looping) The criteria for selecting a model would be determined by what fits an individual school’s student population and tied directly to improved student achievement Start by articulating a clear vision of what your organization should be. Present the vision clearly, and explain why it is important for your organization to achieve this vision. Include a picture of the leadership skills this vision will require. For example, global thinking, strategic partnering, etc.

State of the Organization Los Angeles Unified has a history of small learning communities. Our job is to: Identify current SLC’s Identify their strengths to find what we should build upon Identify areas of improvement Set up networks of communication among SLC’s Identify current supports for SLC’s Once you’ve communicated where you want to go, estimate how close you are to achieving the vision. Identify strengths of the organization. Also note areas where improvements must be made to bring you closer to the vision. Be sure to include the “As Is” of leadership strengths and areas for improvement. Organizations don’t change, people do.

Goals We need to set goals that are: realistic, reasonable, challenging, and attainable To engage more stakeholders Enhanced personalization Design or reinvent facilities to support SLC’s Construct Contract language to guide the process Goals help you focus on specific achievements that will bring you to the overall vision. Your goals should be challenging but realistic. Express goals in terms that are measurable, so that you can tell when you have achieved them. Use multiple slides if necessary to communicate your goals clearly and distinctly In essence, as a change agent, you must inspire others to believe that they can change and motivate them to take action. Emphasize the importance of continuous progress and making goal-setting a part of managing organizational change.

Plans of Action Develop programs/methods/plans of action: The requirements for achieving set goals. Who will do which part. How the different parts tie together. Develop plans of action to achieve each of your goals. Together these plans comprise your strategy to bring you from the As Is to the Should Be. Each plan should be specific, including who is responsible for each part, and how all the parts fit together. Use multiple slides if necessary.

Possible Guidelines Intention for forming an academy should be posed or advertised by the lead teacher or administrator of the academies All academies and positions available should be posted on a matrix Teachers should submit proposal for possible academies to the site council or other governing board for acceptance

Possible Guidelines Teachers should select a lead teacher On a banked Tuesday, after presentations for academies and possible future academies, people should sign up for first and second choices All interested parties should submit their wish to be a part of the academy All names should be posted (In order for those interested to see if they feel they can work with each other)

Possible Guidelines Each academy should have an appropriate distribution of new/senior teachers Seniority should determine class selection The academy or house should design their curriculum to suit the needs of the discipline and their student population, of course the work would allow the student to achieve mastery of the standards in a unique and challenging way. There should be a clear criteria for selection There should be an appeal process for students and teachers within each SLC

Timetables Determine the phases of the project. Determine the representative body that will be responsible for each phase. Determine the beginning, middle, and end of each phase. Schedule your plans so that progress towards them can be monitored. Break up larger plans into discrete milestones so that you can track progress.

Costs Financial: Reallocation of current resources Find additional outside resources Human resources: Rethinking the infrastructure: For example, everyone within the SLC would teach; SLC’s would meet with each other instead of the rest of the school during Common Planning/Department Time/Banked Time, such as: departments, academies, grade levels, and houses.; Redirecting District Support Time: Develop a reasonable phase in process Build in a budget item for evaluation Your plan will have costs, both financial and in terms of time and effort. Estimate the costs as closely as possible, and justify the costs with benefits.

Plan Follow-up Determine benchmarks to measure strengths and areas of improvement. Establish a network for communication Report out to parents and community as to the progress of the implementation process Schedule regular follow-up periods to track issues and monitor progress. Ensure that there are lines of communication between everyone who is responsible for a part of the plan, so that issues are communicated and resolved in a timely manner.

Close The Should Be’s: All stakeholders should be involved at an intimate level A realistic timeline for implementation should be developed Contract language should be developed prior to the implementation to oversee the process Funds should be reallocated, and staff should be reassigned to compliment the concept of SLC’s Facilities should be redesigned to support SLC’s Paint a vivid picture of the new and improved organization. Be sure to include your audience enjoying the rewards of the change in your picture.

Benefits Better learning environment Better communication Better support for students, teachers and administrators Higher graduation rate Higher level of satisfaction for all stakeholders