1. WELCOME TO ED 552 EDUCATIONAL LEADERSHIP Seminar 5 4/16/12 Dr. Lois Turetzky

2. Scenario Your school’s leadership committee has been seeking ways to increase parent involvement in the school but personality clashes and differences in philosophy have prevented them from making any progress. Your principal has asked you to chair the committee and you agree. What steps will you take to turn the committee into a functioning team? Discuss what types of individual and team behaviors can have negative and positive effects on team performance.

3. The Concept of Change  Chinese Fable  What motivates people to change?  The role of stress in the change process  Kurt Lewin (1951) Change Theory A. Unfreeze B. Move/Transition C. Refreeze -freeze

4. Three Videos that demonstrate Kurt Lewin’s Theory of Change Auto Industry http://video.search.yahoo.com/video/play?&c=0&p=involving+the+k urt+lewin+theory+of+change&vid=d49a1d54f80b8306dd88c70ca2f2 1723&dt=1245654000&l=127&turl=http%3A%2F%2Fts1.mm.bing.n et%2Fvideos%2Fthumbnail.aspx%3Fq%3D4758755576512584%2 6id%3Ddac8d24d052e0053d46df16e4dad1183%26bid%3DZjj7UHc %252bzaYjgw%26bn%3DThumb%26url%3Dhttp%253a%252f%252 fwww.youtube.com%252fwatch%253fv%253duHR8gw6derg&rurl=h ttp%3A%2F%2Fwww.youtube.com%2Fv%2FuHR8gw6derg%3Fver sion%3D3%26hl%3Den_US%26rel%3D0%26autoplay%3D1&tit=Le win%26%2339%3Bs+Change+Model+Example&sigr=128o3tv5n&n ewfp=1&surl=http%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv %3DuHR8gw6derg&sigs=11acejdke

5. Continental Implementation of Kurt Lewin's Theory http://video.search.yahoo.com/video/play?&c=0&p=involving+the +kurt+lewin+theory+of+change&vid=d49a1d54f80b8306dd88c70 ca2f21723&dt=1245654000&l=127&turl=http%3A%2F%2Fts1.m m.bing.net%2Fvideos%2Fthumbnail.aspx%3Fq%3D4758755576 512584%26id%3Ddac8d24d052e0053d46df16e4dad1183%26bi d%3DZjj7UHc%252bzaYjgw%26bn%3DThumb%26url%3Dhttp% 253a%252f%252fwww.youtube.com%252fwatch%253fv%253du HR8gw6derg&rurl=http%3A%2F%2Fwww.youtube.com%2Fv%2 FuHR8gw6derg%3Fversion%3D3%26hl%3Den_US%26rel%3D0 %26autoplay%3D1&tit=Lewin%26%2339%3Bs+Change+Model+ Example&sigr=128o3tv5n&newfp=1&surl=http%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DuHR8gw6derg&sigs=11acejdk e

6. Summary of Kurt Lewin’s Theory http://video.search.yahoo.com/video/play?&c=0&p=involving+the+kur t+lewin+theory+of+change&vid=d49a1d54f80b8306dd88c70ca2f2172 3&dt=1245654000&l=127&turl=http%3A%2F%2Fts1.mm.bing.net%2 Fvideos%2Fthumbnail.aspx%3Fq%3D4758755576512584%26id%3 Ddac8d24d052e0053d46df16e4dad1183%26bid%3DZjj7UHc%252bz aYjgw%26bn%3DThumb%26url%3Dhttp%253a%252f%252fwww.you tube.com%252fwatch%253fv%253duHR8gw6derg&rurl=http%3A%2 F%2Fwww.youtube.com%2Fv%2FuHR8gw6derg%3Fversion%3D3% 26hl%3Den_US%26rel%3D0%26autoplay%3D1&tit=Lewin%26%233 9%3Bs+Change+Model+Example&sigr=128o3tv5n&newfp=1&surl=ht tp%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DuHR8gw6der g&sigs=11acejdke

7. Resistance What do you think are the sources for Resistance in general? What do you think would be the sources for resistance in your school. Give an example as it relates to some change initiative in your building.

8. SOURCES OF RESISTANCE  Lack of ownership  Lack of benefits  Increased Burdens  Lack of top brass support  Loneliness  Insecurity  Norm Incongruence  Boredom  Chaos  Superiority  Differential knowledge  Lack of Recognition  Sudden wholesale change  Extremes of organizational structure  Unique sources

9. SOURCES OF RESISTANCE  Lack of ownership  Lack of benefits  Increased Burdens  Lack of top brass support  Loneliness  Insecurity  Norm Incongruence  Boredom  Chaos  Superiority  Differential knowledge  Lack of Recognition  Sudden wholesale change  Extremes of organization structure  Unique sources Harvey, T. (1990). Checklist for Change: A pragmatic approach to creating and controlling change. Boston: Allyn & Bacon.  Involvement  Payoff  Lighten load  Top brass support  Collegiality  Security  Norm Congruence  Fun  Control  Empathy  Equal information  Involvement  Gradualism  Affirmation  Moderate centralization, formalization or stratification  Unique solution

10. Lewin’s Force Field Analysis What is it? Enabling Force Restraining Forces 1. 2 2. Action By Who By When 1. 2. 3. Successful Unsuccessful No Change 1. 2. 3.

11. Steps in the Change Process; Analysis: Description Need

12. AnalysisPlanningImplementation and Evaluation DescriptionActual ChangeesAdvocates NeedChange strategyTime Frame Potential playersResistance strategyMonitoring PayoffParticipationAction Plans UnfreezingExcitementRisk analysis ResistanceChange Environment InvestmentScope Culture

13. Forming Teams to Initiate Change Team composition: Think about size 1.Decision maker 2.Stakeholder 3.Expert 4.Supporter 5.Resister 6.Facilitator

14. Beliefs Conducive to Change Thomas Harvey 1.A change is available to all of our needs 2.It is desirable to search for a change that meets all of our needs 3.Cooperation is better than competition 4.Everyone is of worth in decision making 5.The view of other are legitimate statements of their positions. 6.Differences of opinion are helpful. 7.Other members are trustworthy. Set Rules 1.We will keep all team discussion confidential 2.We will operate by consensus, not a majority vote 3.We will meet all timelines set by the team Harvey, Thomas R. (1990) Checklist for Change. Boston: Allyn Bacon

15. Good evening and have a great week.