1. CHANGE …

2. Bumper Sticker Humor Change is inevitable, except from a vending machine.

3. Educational Change Get into groups with people who read the same article as you. Discuss responses to the focus question and gain consensus on the responses as well as the main points made by the author. What are the main points regarding planning and change within the context? Regroup into mixed groups and complete the following: Share with each group member your article focusing on the responses to the focus question and your group’s consensus on the main points. After everyone in the group has shared, discuss how the main points of both articles inform the strategic planning process. Based on what you read, describe 3 to 5 implications for strategic planning, implementation, and monitoring.

4. Michael Fullan’s Theory of Change

5. 8 Lessons of the New Paradigm of Change You can’t mandate what matters Change is a journey and not a blueprint Problems are our friends Vision and strategic planning come later Individualism and collectivism must have equal power Neither centralization nor decentralization works Connection with the wider environment is critical for success Every person is a change agent

6. BUT WAIT A MINUTE … Does that mean everything we’ve been doing in the past is wrong?

7. Views of Change Common View of Change Replacement and loss Classical View of Change Change = Replacement + Resilience View of Continual Change Everything is a draft Intentional View of Change Change is a journey but the focus is always on the destination Visionary View of Change Collaboratively seek out, embrace, and cultivate change Buller, 2015

8. How do you view resistors to change? As obstacles to change? As sources of wisdom and learning that can inform change? “When change has only a present or future tense it becomes the antithesis of sustainability.” Hargreaves, 2007

9. Factors Supporting Change Initiative  Case for change  With: implementation has a sense of urgency  Without: implementation is an academic exercise  Vision clarity  With: the end point is clear and agreed upon  Without: implementation is, at best uneven; likely to be confusion, frustration, panic about outcomes  Change leaders  With: power and legitimacy provide support and safety as organization works toward vision  Without: partial/ temporary change  Individual commitment  With: work through learning curve more easily  Without: apathy, avoidance, possible rebellion

10. Factors Supporting Change Initiative  Change guides  With: hands-on support  Without: implementation results from a mandate and causes considerable frustration  Cultural alignment  With: change feels natural  Without: change effort will die slow death  Infrastructure support  With: avoids unanticipated organizational barriers  Without: implementation marked by frustration  Environmental Awareness  With: can anticipate and respond to threats before they occur  Without: implementation blindsided by unanticipated events/distractions

11. Factors Supporting Change Initiative  Implementation plan  With: everyone knows what will happen, to whom, when and with what consequence  Without: implementation is marked by false starts, unintegrated activities, and possible chaos

13. Match these words with the diagram … Resistance Anxiety Treadmill Change Confusion Frustration

14. Assessing Readiness for Change Driving Forces Social change in society Economic change in society Improved efficiency Technological advances Expansion Resisting Forces Perceived threats to power Routine and structure Resource limitations Preference for tradition Reluctance to take risks Duke, 2007

15. General Reasons People Resist Change Commitment to the status quo Lack of awareness Heightened anxiety Potential disruption and discomfort Risk of failure Potential impact on personal life Increased work Threat to job security Work-related alienation Duke,1993, 2007; Kanter, 1991; Kottler, 2001

16. The Price of Not Keeping Pace with Change Taylor & Machado, 2006, p. 153.

17. Change Models Review your group’s change theory/model. What are underlying assumptions/theories in the model? List those on your chart paper. How does the change theory intersect or interact with the planning process as described by Bryson?