ORGANIZATIONAL CHANGE AND SUSTAINABILITY STEPPING IT UP – PBIS CONFERENCE Kris Bosworth, Ph.D. June 2008
“People don’t resist change as much as they resist being changed. ” Krug & Oakley, 1991
“People’s habits change only when they have strong reason to want to change, and a conducive environment.” Deborah Meier, 1995
“ Change can not be managed. It can be understood and perhaps led, but it can not be fully controlled. ” Michael Fullan, 2001
“ CHANGE CONDITIONS CHANGE PEOPLE
LIVING SYSTEMS Equilibrium = death New solutions found at the edge of chaos Systems self organize Approximate the desired outcome
LIVING SYSTEMS Need nourishment and proper environmental conditions to grow, develop, and thrive. Bosworth, 2006
Change Process - Rogers KnowledgePersuasionDecisionImplementationConfirmation
Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters
INNOVATORS Venturesome Control of resources – able to absorb the loss Understand high level of technical knowledge Comfortable with uncertainty
Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters
Early Adopters Local social systems Leadership Respected Decreases uncertainty for others
Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters
Early Majority Interact with peers Not opinion leaders Deliberate Interconnectedness
Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters
Late Majority Skeptical Economic necessity Peer pressure Uncertainty about resources must be removed
Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters
Laggards Traditional Isolates in social system May be in a precarious economic position Suspicious of innovators & change agents
Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters
Change Agent Communication link Translator Influences decisions Stabilizes the process
Change Agent Characteristics Able to take a long term view Relishes short term successes Enjoys hearing new & different ideas Can ride through disappointments Is excited by trying new ventures Looks forward to personal challenge Moves quickly to take opportunities
Implementation Dip - Fullan B A
CONDITIONS THAT UNDERMINE ORGANIZATIONAL CHANGE Vision problems Organizational ADD Law of the jungle Knowing/doing gap Feedback failure From Platt, et. al. (2008) The Skillful Leader II, pg. 13.
VISION PROBLEMS: Broken, Clouded or Cockeyed Lenses Lack of a coherent, deeply desired personal vision Poor assessment of current organizational values and congruency with behavior Others are not mobilized to develop a shared vision From Platt, et. al. (2008) The Skillful Leader II, pg. 13.
MORAL PURPOSE LOOKING AT THE BIG PICTURE
EXAMPLE Smaller class sizes Every child connects with a significant adult daily Implement PBISThe school environment is protective and safe for all children to learn and teachers to teach
RESULTS IN…… Pursuit of fads & quick fixes Celebration of average Writing off large segments of the student population From Platt, et. al. (2008) The Skillful Leader II, pg. 15.
SOLUTIONS: VISION PROBLEMS Communicate daily/weekly/monthly attention on the future Collaborate with visual thinkers and story tellers Seek out stories of how the vision is alive Challenge debilitating beliefs From Platt, et. al. (2008) The Skillful Leader II, pg. 18.
ORGANIZATIONAL ADD Urgency of the week Fad of the year Activity for activity’s sake Initiative overload Wasted effort From Platt, et. al. (2008) The Skillful Leader II, pg. 18.
“…staff are unable to persist with an effort long enough to correct initial mistakes, fine tune practices and see the results of their hard work.” From Platt, et. al. (2008) The Skillful Leader II, pg. 19.
SOLUTIONS: ADD Data driven decision making Leadership teams Performance-based criteria for success Problem identification protocols (Logic models) Seek & speak about connections (Coherence) Use visuals From Platt, et. al. (2008) The Skillful Leader II, pg. 21.
LAW OF THE JUNGLE High risk competitive culture Poorly functioning teams Gossip Not open to feedback Defensiveness Misinterpretation of well-intentioned actions Difficult individuals dominate culture Lack of conflict resolution skills
SOLUTIONS: JUNGLE Build trust Field trips to observe collaborative cultures Transparent decision making Knowledge sharing Coaching and consultation Eliminate bullying
KNOWING-DOING GAP All talk and NO action From Pfeffer & Sutton, (2001)
SOLUTIONS: MORE ACTION Get to know the practical demands of work Identify 3-5 top priorities and focus on them Report at each meeting progress Use plain talk Hold people accountable Encourage people to jump into action (“Any good idea is worth doing badly.”)
FEEDBACK FAILURE Do not use information about success or failure to shape next actions Mistakes are repeated Expend time & energy and accomplish very little Cycle of failure & helplessness
Fullan: Leading in a Culture of Change Moral Purpose Coherence Making Knowledge Creation and Sharing Understanding Change Relationship Building Commitment (External and Internal) More good things happen; fewer bad things happen
Supporting Sustainability Leadership commitment Written plan Active team Use data Communication with stakeholders Periodic review and reflection Continuous improvement
“ CHANGE CONDITIONS CHANGE PEOPLE