Barry Wright – Brock University

Barry Wright – Brock University
Finding Success in an Ever Changing Independent School Environment From Theory to Practice You are Next Barry Wright – Brock University

Develop your own Change Path
Focus on a change that you would like to make at your school (big, medium, small) – apply the messages to your change challenge. Group – Individual – Team Lecture – Reflection – Interaction

Change Agent Lessons Learned
Who are you now? Three CALL A Path Prepared

Change Wisdom "It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change." Charles Darwin

Leading Change Agenda Welcome Explore the Challenge of Change
Be Flexible, Have Fun Start your change plan! Barry Wright Home Page

Barry’s Background

F.O.R.M. Groups of Two Introduction
Task: Interview a colleague and introduce them FORM Family Occupation Recreation Message (how are we similar)

Nicolo Machiavelli - The Prince.
Challenge of Change There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Nicolo Machiavelli - The Prince.

Challenge of Change Beer and Nohria (2000) estimate that about two-thirds of change projects fail, and Burnes (2004), who conducted an extensive review of the literature, suggests that the figure may even be higher. David B. Szabla, 2007

Challenge of Change From Larry Alexander – 1985 – (Old – but have things changed?) Asked of 93 medium and large organizations Implementation took more time than originally allocated – 76% Major problems surfaced that had not been thought of before – 74% Coordination was not effective – 66% Competing activities and crises detracted attention from the change – 64% Employees involved with the implementation not skilled enough – 63% Training given to lower-level employees lacking – 62% Uncontrollable factors (from environment) had an adverse impact – 60%

Then Why Change? That he not busy being born – is busy dying
It’s alright, Ma (I’m only bleeding) Bob Dylan RIM “Can I keep my BB?” President O - $200.00 2012 “I want an iPhone?” The World – $7.36 BB 2013 “BB might be cool again” - $14.06 Now – $8.67 The ability to enact change successfully sets leaders apart from others – a life skill.

What is organizational change?
Organizational change occurs when an organization restructures resources to create value and improve effectiveness.

The (w)Right Change Model TM
Me: Leadership Skills, Sharpen the Saw Map: Political Terrain, Disruptive Technologies, Stakeholders, Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider Manage: Path, Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

Survey of 259 Senior Executives (Fortune 500 companies)
What is important in enacting successful change? Leadership % Values % Communication 75 % Teambuilding 69 % Education and training 64 %

Leadership Insight courtesy of Jim Kouzes & Barry Posner
Model the Way Inspire a shared vision Challenge the Process Enable Others to Act Encourage the Heart Managers do things right Leaders do the right things

K & P Define Leadership “The art of mobilizing others to want to struggle for shared aspirations.” What do these words mean to you?

Leadership Lesson 1: Model the Way What do followers want?
Honest - consistency Forward Looking - vision Inspiring - cheerleader, excited, passion Competent - record of achievement Credible - trustworthy

Credibility Insight First Law of Leadership
“If we don’t believe in the messenger, we won’t believe the message

How do you know when you see a credible leader?
They practice what they preach They walk the talk They put their money where their mouth is They follow through on their promises Their actions are consistent with their words LLL - They do what they say they will do What is your word worth?

Leadership Development
Opportunity for working as a team. Practice the new “handclap” Do it all at the same time What was this about!?

3 - Challenge the Process (Your Change)
Picasso Manet Pollock VVG

To Challenge the Process Experiment and Take Risks
Question Status Quo: Encourage possibility thinking Set up little experiments Make it safe for others to experiment Accept that failure will happen – learn from it Eliminate firehosing Work with ideas that sound strange

Lesson 4: Enable Others to Act
Small Wins

Knight - Show something (but visible to others)
is happening (Ravenswood School District) One hop at a time Seek Small Wins AA Wt Watchers - Incremental Change (but visible to others)

5 - Encourage the Heart Recognize Contributions Cheer Key Values

Reflective Process Think about a time where your contributions were recognized. How did it make you feel? Share those experiences with your colleagues. Were there some commonalties?

Cheering About Key Values
Aircraft Carrier “the lost wrench” What did the Captain do? What does this story reinforce?

Leading by Values (LBV) James McTaggart “The Value Imperative”
Provide governing principles that will allow everyone to make the “right” decision “cash flows drive value” Nordstrom Rules: Rule #1: Use good judgment in all situations. There will be no additional rules. Works well in complex / dynamic situations Employees exercise judgement; Allows faster decision making Related to “Organizational Culture” Formulated in Company’s Vision and Mission What “One Message” do you share (will share) with your crew?

Back to the Change: Who Are you Now? C.A.L.L.
Model the Way Inspire a Shared Vision Challenge Process Enable Others to Act Encourage the heart CIEME Lead

Me: Leadership Skills, Sharpen the Saw Map: Disruptive Technologies, Change Forces, Political Terrain, Stakeholders, Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider Manage: Path, Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

MAP: Disruptive Innovation
Christensen – The Innovator’s Dilemma (1997) Great Organization / Disruptive Innovation / Little to No Reaction / Failure Disruptive Innovation (new paradigm of needs) requires a new “emergent” strategy

Disruptive Forces of Change
What DIs are Happening in Education now? What DIs are Starting to show?

What other forces are causing “us” to change?
Economic Political / Legal Technology Social / Demographic Other? Fourth Way (Andy Hargreaves / Dennis Shirley) Professionalism, Differentiation, Diversity, Responsibility, Students as partners,

What makes Independent Schools unique?
Twin Chambers of a School’s Heart (Adults / Children) Collegial environment Others?

Frame our Discussion: What I.S. change(s) are we going to focus on?
21st century education models Ensuring education quality, standards and accountability Enhancing teacher quality and lifelong professional development Year round school Developing Strategic Boards Organizational Culture Strategic Planning Process Teacher’s attitudes / approaches New structure Faculty salary structures / pay-for-performance Co-curricular involvement Program / curricular (Interdisciplinary, Immersive, Flexible) Information and communication technology (ICT) in learning Declining school-age population Increasing parental involvement in education management Other?

Talk amongst yourselves …

Insight: John Godfrey Saxe
It was six men of Indostan To learning much inclined, Who went to see the Elephant (Though all of them were blind), That each by observation Might satisfy his mind.

Me: Leadership Skills, Sharpen the Saw Map: Disruptive Technologies, Change Forces, Political Terrain, Stakeholders, Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider Manage: Path, Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

Fire fighting. Feedback used to maintain current functioning through supervision and responding to crises (i.e., by "fighting fires"). Coordination. Efficiency of operations improved through better resource allocation and activity coordination. Technology-driven innovation. Transactional change driven by technological improvements and product innovation. Results of innovation treated as a resource (e.g., curriculum) to be managed.

Capability-driven process innovation
Capability-driven process innovation. Organizational learning based on synergistic linkages within the company and with other organizations. Although primarily reactive in nature, capability-driven process innovation represents learning that occurs at the organizational level, not just the individual level. Reactive adaption. Transformational change based on a reciprocal relationship between the organization and its environment. Here, adaption occurs primarily as a reaction to environmental threats. Generative adaption. Core identity, vision, and purpose are created or transformed primarily through internal creative forces that arise in response to perceived opportunities in the environment.

Reflection What type of change is the one you are proposing? (Talk with your buddy) Fire fighting, Coordination, Technology-driven innovation, Capability-driven process innovation Reactive adaption, Generative adaption Transitional – Transformational

Change Wisdom "If you want to make enemies, try to change something." - Woodrow Wilson "God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference." - St. Francis of Assisi

The Classic Change Model: Kurt Lewin
A. Force Field Analysis: B. Three Step Model:

Force Field analysis

Lewin’s Force Field Steps
Describe Current Situation Describe Desired Situation Identify where current situation will go if no action taken List forces driving change to desired / restraining forces Discuss all the forces – can they be changed? Which are the critical ones? Determine if you can negate the restraining / enhance the driving Recognize that changing one might impact the others (both positively and negatively)

Apply Task: Do an individual force field analysis of your change.
Let’s chat.

Challenges with Lewin Top Driven approach
Rewards: Transactional (sticks / carrots) Versus Transformational Refreezing

Change Wisdom "You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." - Buckminster Fuller "Never believe that a few caring people can't change the world. For, indeed, that's all who ever have." - Margaret Mead

Me: Leadership Skills, Sharpen the Saw Map: Disruptive Technologies, Change Forces, Political Terrain, Stakeholders, Marshall: Urgency, Coalitions/Networks, Wins, Message: Vision, Values, Culture Motivate: Communicate with the Elephant & Rider Manage: Path, Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

The 8 Change Mistakes Made
Kotter – New Classic The 8 Change Mistakes Made Allowing too much complacency Weak leadership Underestimating the power of vision Under-communicating the vision by a power of 10 (or 100 or 1000) Permitting obstacles to block the new vision Failing to create short term wins Declaring victory too soon Neglecting to anchor changes firmly to the corporate culture

Kotter Establish a Sense of Urgency Create a Powerful Coalition
“Discovery process” step back and examines the big picture to identify critical issues Understand the vulnerability in the organization (create it - Cortez) Employs the 75% of your leadership is honestly convinced Sense of Opportunity Create a Powerful Coalition Get them, educate them, keep them strong

One / Many Pair up in groups of three and work individually on applying Kotter’s change wisdom to your challenge. Now share in groups of Two Now let’s share as a group

Reflection Time You are driving and as you turn the corner you drive into fog – what do you do?

K &P Leadership Lesson 2: Inspire a Shared Vision
You first need to develop a clear vision of the future Then share it with others to “enlist them”

Strategic Visioning Extraordinary Caring: Every Person, Every Time
Henry Mintzberg (1994) debunks popular approaches to strategic planning as overly analytic; he hints: in order to be effective, he claims, strategy should involve intuitive glimpses of possibility The anticipatory principle--the development of imaginative capacity to form possible images of future states--suggests that perhaps the most potent vehicle for transforming human systems is our ongoing projection of a future image (vision) Extraordinary Caring: Every Person, Every Time

Vision: on a clear day you can see forever
Visions are about possibilities, about desired futures. Discovery Points Janusian Thinking (Past/Future) Imagine the Ideal: what is the best that could happen? Colour / Sound / Animal / Food (present / future) Discover the Theme: what are you passionate about?

Enlist Others Develop a shared sense of destiny
Listen deeply to others - what excites them? Find the common ground (FOR-M then ask Questions) Discover and appeal to a common purpose A chance to be tested, to do something well, do something positive, a chance to change the way things are, to change the world! Give life to vision by communicating expressively Use powerful language – use the three peat, speak from the heart, image-analogy-feel, Elevator pitch: quick sell

Language of leadership
Jay Conger How things are framed makes a difference Focus on intrinsically appealing goals and values Accent the positive Highlight the significance of the project Who are the key antagonists Highlight why it will succeed Use analogies, stories, metaphors to make your point Allow your own emotions to surface when you speak

Dr. King Let’s read (out loud) the “I have a Dream” speech
Then deconstruct it

Task: End of the Session
What is your change vision? Strategic visioning of an ideal future (with emotion), as an elevator pitch, finding agreement, framed positively, that enlists others

And now for something … … completely different

Switch Direct the Rider Motivate the Elephant Shape the Path

Direct the Rider Follow the Bright Spots: find out what’s working and clone it Nutrition Script the Critical Moves: Think Specific Sales Point to the Destinations: Know where you are heading and why it’s worth it

Direct your Riders

Direct the Elephant: Putting Feelings First
Our elephant is lazy and skittish: seeking short-term benefits vs short-term sacrifices. So MOTIVATE the Elephant: Find the Feeling: Make people feel something Taking Back the Red Shrink the Change: Break down the change Car Wash Grow your People: Cultivate a sense of identity Parrot

Use Emotional Appeals Fox & Amichai-Hamburger (2001)
Metaphors – “turning off the lights” “I have a dream” Humour – one step from tragedy Display Emotions – Jack Layton Fairness and Justice – Honesty Use Ceremonies – atmosphere matters (positive mood) “With the furious pace of change in business today, difficulty to manage relationships sabotages more business than anything else - it is not a question of strategy that gets us into trouble, it's a question of emotions.” John Kotter

Direct your Elephants

Shape the Path Tweak the Environment: Change the situation Glasses
Build Habits: rider is not taxed Yellow Line Rally the Herd: Behaviour is contagious Towel

Draw from them … to shape your path

Me: Leadership Skills, Sharpen the Saw Map: Political Terrain, Disruptive Technologies, Stakeholders, Marshall: Urgency, Focus, Bright spots, Coalitions/Networks Message: Vision, Values Motivate: Communicate with the Elephant & Rider, Path Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

New Insights New (smaller) stories but many rich GEMS as well

Lao Tzu A leader is best when people barely know (s)he exists, when the work is done, the aim fulfilled, they will say: we did it ourselves.

Survey of 259 Senior Executives (Fortune 500 companies)
What is important in enacting successful change? Leadership % Values % Communication 75 % Teambuilding 69 % Education and training 64 %

Team Dynamics In a group of One …
Think about a number of teams/ groups you have been a member of over the past while. Pick the most/least effective team/group What were the characteristics of these experiences?

What were they? Characteristics of Most/Least Effective

The Basics

Stages of Group Development
Forming The first stage in group development, characterized by much uncertainty Storming The second stage in group development, characterized by intra-group conflict Norming The third stage in group development, characterized by close relationships and cohesiveness Performing The fourth stage in group development, when the group is fully functional Adjourning The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance This material is found on page 80

Norms and Conformity Norms = acceptable standards shared by a group’s membership Describe “norms” of … hockey teams dining for the first time at your friend’s place Boxing Day sales a meeting at work Roles = a set of expected behaviours we all play multiple roles each day; List several roles you play

Interaction of Norms and Cohesiveness on Performance
High High Medium Perf. Norms Lowest Low Low Low Cohesiveness High

Group Decision Making Things to be aware of … Member Status
Conflict Orientation Group think Minority domination Less options Group shift Riskier decisions

Abilene Paradox “Don’t want to rock the boat”
Managing Agreement: public agreement / private disagreement Going along for the ride; even when you know it is wrong Pluralistic ignorance + path of least resistance = Abilene Establish debates – assign gadflies; what-ifs – what is the worst that could happen Reward debaters – don’t shoot messengers Develop cultures of pride – optimizers Milestones – check your route along the way

First Follower Stand out and be ridiculed! But, be easy to follow
Embrace the First Follower It’s about the Movement Build the crowd – make it public Be a part of the IN crowd!

Tipping Point Leadership Kim and Mauborgne HBR, 2003
Bill Bratton – Police Leader Cognitive Hurdle Get people to agree on current problem (face-to-face with problems) Bratton began requiring that all transit police officials-beginning with himself-ride the subway to work, to meetings, and at night Resource Hurdle Focus on “hot spots” and bargain with partner organizations (concentrate resources) de-emphasizing or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new ones - introducing mobile processing centers known as "bust buses."

Tipping Point Leadership Kim and Mauborgne HBR, 2003
Motivational Hurdle Put the stage lights on and frame the challenge to match organizations values Bratton had selected precinct commanders called before a panel of the senior staff (the selected officer was given only two days' notice, in order to keep all the commanders on their toes). The commander in the spotlight was questioned by both the panel and other commanders about the precinct's performance (KEY: based on fair processes and known goals: "block by block, precinct by precinct, and borough by borough. Political Hurdle Identify and silence internal opponents and isolate external ones Bratton's alliance with the mayor's office and the New York Times isolated the courts which had opposed his zero-tolerance policing out of fear that it would clog court schedules. And, large cars.

Sources of Resistance to Change
Problem is if we treat all resistence as a level 1 Level One Level Two Lack of Information Personal Reasons Honest Disagreement Emotional Issues

Cynicism about Change Reichers, Wanous & Austin, (1997)
25-40% will respond cynically to the next change Why? Uninformed – lack of communication Over-communicate – credible spokespersons, positive messages, multiple channels / repetition, two-way communication Previous experience Deal with the past Negative disposition Hire well but also publicize successful changes See world from employees perspective Lack of opportunity to be involved Keep them involved – ask for input

Communicating Change Barrett – strategic communications model

Communicating Change Stroh and Jaatinen: Chaos model
We live in a network world Interactions are random yet determined “Butterfly” effect No one has a “privileged position” Goal – relationship building which leads to information gathering and sharing Opportunities for people to bump into each other (bumble bees)

Change’s path The learning curve Successful Change Change Doubt Point
Failed Change Escalating Commitment or Darkest before the Dawn?

The (w)Right Change Model

Share our Pitch

Insight – Idea – Action – Reflection
Who Are You Now? Insight – Idea – Action – Reflection

If you have change questions (in the future) … who ya gonna to call?
Barry Wright ext 5034

Barry Wright – Brock University

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