Managing and leading change

Objectives To try to answer these questions connected with change: 1.Why is a consideration of how to manage change important? 2.What are the ways of dealing with resistance to change? 3.Why does resistance occur? 4.Why is having a vision important? 5.What part does leadership play in change? 6.When is the best time to incorporate change? 7.What drives change? 8.How important is communication in change? 9.What are the 5 phases of change? 10.How can I assess the readiness to change? 11.What are the conditions for success in change? Managing and leading change2

The complexity of school leadership Managing and leading change3 Developing self and working with others Shaping the future Managing the organisation National standards for head teachers Leading learning and teaching Securing accountability Strengthening community

Q1. Why do you think that considering how to manage change is important? Is it important to understand how you manage the growth of initiatives in your school? Managing and leading change4

Dinosaurs died out! Mammals did not! Managing and leading change5 Instead they embraced change and survived

Ways of dealing with change Change is with us and will always be here, and there are two ways of dealing with it: 1.Reactively, by responding only when one has to, usually too late 2.Proactively, by planning for change and trying to keep, if not one step ahead, then at least in the vanguard of change Of course, there is a third option - ignore it and hope it will go away. Managing and leading change6

Q2. What has been your experience of managing change? Managing and leading change7 Think about a change that you have instigated that went particularly well. What factors contributed to this success? Share this with your neighbour.

Q3. What resistance or barriers to change have you previously experienced? Managing and leading change8 Identify the barriers to change that you have come across. How have you tried to resolve these? How have unresolved issues been dealt with?

The 2 fundamental barriers to change Managing and leading change9 Culture. This is how an organisation operates; the change will almost certainly be counter cultural in some way. People. How people will perceive the change and the actions they might take to resist it The two are inextricably linked.

Dealing with resistance Managing and leading change10 Some suggestions of how resistance can be overcome: Involve people in the process Train people Explain the change in easy to understand terms Develop shared vision and buy-in Explain the reasons Address the concerns of stakeholders Above all, communicate

Where the fear in people lies Managing and leading change11 “It's not so much that we're afraid of change or so in love with the old ways, but it's that place in between that we fear. It's like being between trapezes. It's [like a child] when his blanket is in the dryer. There's nothing to hold on to.” Marilyn Ferguson

Q4. How can we manage the fear? Managing and leading change12 The fear of the unknown is something which can paralyse people and organisations like the rabbit caught in the car headlights. 1.How can we manage this fear? 2.Can it be used productively to initiate change? Whatever happens, we can’t afford to ignore it.

You might also hear people say … Managing and leading change13 “We’ve tried that before.” “We’ve managed so far without it.” “Parents will be angry.” “It won’t work.” “We don’t have the time.” “The students won’t cope.” “We’ve always done it this way and no one has complained before.” But what are people really saying?

The Vision of Change Managing and leading change14 It is clearly important for you to know what it is you are trying to do. This includes you asking yourself these questions: 1.What will be the outcomes of the change? 2.What are the improvements for students? 3.What are the improvements for efficiency? 4.What are the improvements for team-working? 5.What are the improvements for communications?

Using vision to shape the future Managing and leading change15 An effective vision will: 1.Be a shared vision 2.Offer a strategic improvement plan for the school which inspires and motivates pupils, staff and other stakeholders. 3.Contain core educational values and beliefs.

The role of the headteacher in change Managing and leading change16 A headteacher’s role is: “To provide professional leadership for a school which secures its success and improvement and, through explicit values and aims, ensures high quality education and raised standards of achievement.”

A crucial leadership role Managing and leading change17 “Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organisation. When that happens people feel centred and that gives their work meaning.” Warren Bennis

You can’t force people to change Managing and leading change18 “The more complex the change, the less you can force it. If there is one cardinal rule of change in the human condition, it is that you cannot make people change.” Fullan, “Change Forces”, 1993

When should change happen? Managing and leading change19 “Even when things are looking as though they are improving, good leaders know that this is the time to think about the next phase of change. The alternative is decline.” Charles Handy [1994]

Q5. Where might the Sigmoid Curve be of importance in your school? Managing and leading change20 Think of something that is going well in your school. Might this require a new Sigmoid Curve? If so what might it be?

Q6. What are the drivers for change in your school? These may be both internal and external. Managing and leading change21

Communication of change Managing and leading change22 You should consider: The 5 W’s Who should be told? When should they be told? What should they be told? Where should the message be conveyed? Who should control the communications process?

Activity 1. Communication of change you are about to bring into the school Managing and leading change23 Use the 5 W’s to plan how you will communicate a change you are about to bring about in your school

The Kubler-Ross Grief Cycle Managing and leading change24

The Five Phases of Change Managing and leading change25 1.Shock and denial 2.Anger and blame 3.Resistance 4.Reluctant acceptance 5.Commitment to change

Q7. How can you deal with the 5 phases of change? Managing and leading change26 1.Shock and denial – how can you minimise the shock and help people to face the reality? 2.Anger and blame – how can you manage and minimise people’s anger? 3.Resistance – how can you break this down and engage staff? 4.Reluctant acceptance – how can you encourage staff to be less reluctant and engage them in the process? 5.Commitment – how do we ensure this?

Organisational readiness to change Managing and leading change27

Activity 2. Consider where your school fits in Managing and leading change28

Conditions for successful change – an aide memoire Managing and leading change29 Make sure that your change programme is a SUCCESS by following these principles: Shared vision Understand the organisation Cultural alignment Communication Experienced help where necessary Strong leadership Stakeholder buy-in

And finally Managing and leading change30 “You sometimes have to change people’s experience before you can change their ideas.” Vicki Phillips 2002

Plenary Managing and leading change31 How will you use the SUCCESS acronym to bring about success with a change you would like to introduce to your school?