Structuring For Change West Virginia Institutes for 21 st Century Leadership Spring Session, 2008

Paradigm Shift The Fundamental Organizational Unit of Education Tom Bentley (2005), Learning Beyond the Classroom: Education for a Changing World An institution where learning is organised, defined and contained School An intelligent agent with the potential to learn from any and all of her encounters with the world around her Learner

What did Einstein say about insanity?

The Definition of Insanity in 2008 Applying industrial age thinking and practices in a knowledge economy Edwards, 2008

Before Implementing Change... How do we structure for change? What do you believe needs to happen before undergoing any change initiative? Take a couple of minutes at your table to discuss, be prepared to share your ideas

Take Your Pulse Is your school ready for change? Consider the culture/climate of your school How do you know? What do/will you use as indicators?

Purpose Identify the purpose Identifying the purpose will contribute to buy-in, ownership, and sustainability Ask yourself this question: Is the change that is planned a result of feeling the heat or seeing the light?

Change without purpose is just rearranging the seats on the Titanic…the boat is still going down.

Key Structures for Change Incentive Do key stakeholders see purpose for the change? Data What is driving you to the need for change (internal and/or external forces)? Vision If the change was to take place, what would it look like (start with the end in mind) Skills and Resources Do you have the skills and resources necessary for the change to take place? Plan of Action Have you designed the plan, and who has participated in that design? Evaluation How will you measure success, and at what points?

Accountability and Change

Accountability: A Definition An attitude of continually asking what else can I do to rise above my circumstances and achieve the results I desire? It is a process of seeing it, owning it, solving it and doing it. It requires a level of ownership that includes making, keeping and proactively answering for personal commitments. It is a perspective that embraces both current and future efforts rather than reactive and historical explanations. Source: The OZ Principle

Structuring for change requires operating above the line. Failure to operate above the line will result in failed initiatives. Is your school above the line?

The Knowing-Doing Gap

Consider This… Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death.

It doesnt matter whether you are a lion or a gazelle… When the sun comes up, you better start running.