1. SHIFTING THE CULTURE; A STORY OF COLLABORATION
2015 Leadership Conference
“All In: Achieving Results Together”
SHIFTING THE CULTURE; A STORY OF COLLABORATION
Building Effective Educational Teams through Leading By Convening: A Blueprint for Authentic Engagement

2. PRESENTED BY: Patrice Linehan – IDEA Partnership
Luann Purcell – Council of Administrators of Special Education
Helene Fallon – LI Parent Center/LI Advocacy Center
Debi Kienke – LI Association of Special Education Administrators
Naomi Brickel – Hudson Valley Parent Center
Yvette Goorevitch – Council of NY Special Education Administrators

3. Our Time Together Today
Why Authentic Engagement (AE) and Leading by Convening (LbC)
Habits of Interaction
Elements of Interaction
Depth of Interaction
Bringing It All Together
Toward a Collaborative Culture
Personal Identity as a Collaborator
AE and LbC in Action: Your move!

4. Recognizing the Need for a ‘New’ Discipline
Implementing the ‘97 Amendments to IDEA
Access to the general curriculum
Participation in large scale assessments
Evidence based practice
Placement neutral funding…
We had knowledge and skill gaps
….but most importantly…
We had relationship gaps with the partners
we needed to accomplish the new vision!
With this understanding The IDEA Partnership was born!

5. Can We Share Leadership across Groups with Differing Perspectives?
The IDEA Partnership
55 National Organizations
Coalescing around issues
Learning from and with each other
Becoming allies with SEAs in forward leading states
Bringing policy and practice together
Building appreciation for stakeholders expertise
Creating new ways for stakeholder voice to be heard and valued
Fostering Communities of Practice that connect decision makers and stakeholders
Yes! We Can!

6. “In theory, there is no difference between theory and practice …in practice… there is….”
YOGI BERRA

7. Iceberg Analogy
Top of the iceberg represents positions; interests run deeply under the surface.
We could resolve everything that sits on top of the water and still have a relationship shipwreck if we don’t address the real interests that lie underneath and that can not easily be seen.
At the heart of many conflicts is a focus on the different participants’ positions as opposed to their interests. We are used to stating our positions. We are used to going into meetings with our position – our demand or our offer – and our back up position, what we are willing to settle for or compromise on. We are not used to going into meetings ready to express – or even necessarily be clear about – our underlying interests. This contributes to the likelihood of disputes.
It is important to find the interests/needs (e.g. father needs toileting help at home, more time with spouse; teacher feels overburdened with the needs of all her students; principal feels control slipping away; etc.). Underlying needs must be identified by asking questions that identify underlying interests: Why is that specific solution so important for you?
Top of the iceberg represents positions; interests run deeply under the surface

8. POWER IMBALANCES present a true challenge!
A thorough discussion related to power imbalances is challenging due to the complexity of the topic. In depth training is especially necessary on this topic. We all carry a lot of “baggage” due to our own personal experiences.
Actual and perceived power may differ
Power imbalance may be actual and/or perceived (either party may in fact or by perception have more or less power). In some cases, both parties perceive the other as having more power. Schools often have more people at the table than parents which can contribute to an imbalance (numbers can, in reality, or by perception, matter).
The behavior (intentional or unintentional) of a party (high emotion, refusing to cooperate, filibustering, threatening, etc) can alter the power dynamics.
Participants may not be equipped/supported to participate effectively
Participants may not have information about, or experience with, the skills necessary to positively and productively engage others.
The management of personal power and skillful responses to the power of others may require training/practice. Support systems and resources may not be in place to assist parties in balanced participation.
Cultural differences may contribute (next slide)
Recognize there are formal and informal forms of power
Formal power includes: access to resources, legal counsel, etc.
*Informal power includes: communication skills, experience with procedural safeguards, etc.
Well-facilitated processes and trained participants support power balance
Creating balance does not disempower the more powerful. It builds the capacities of all at the table to more equitably engage each other.
Address power balance issues early and throughout (have “antennas” to search for and respond to imbalances).
Training (PTI, pre-service, in-service, etc) builds capacity for all to participate more powerfully.
Preparation = Power (for all participants); Lack of preparation empowers the other.

9. Approaches to Change Technical challenges Adaptive challenges
Can be answered by expert guidance, tools, protocols, etc.
Has a content focus
Adaptive challenges
Requires attention to the human side of the issues or practice change
Demands contextual focus

10. A Community of Practice
“Group of people who share a concern, a set of problems or a passion about a topic, and who deepen their understanding and knowledge of this area by interacting on an ongoing basis.”
(Etienne Wenger et.al., 2002)

11. Challenges... Policy alone cannot change practice.
State policymakers, implementers and consumers are not all motivated to change for the same reasons.
Leaders believe they are already engaging stakeholders.
It’s difficult to address system deficits while also mobilizing widespread support.
Capability building usually focuses solely on technical skills.
There will never be enough direct technical assistance to change practice system-wide.
-People have to support and apply the change.
-It’s critical to listen and/or let the stakeholders write their own message for change; Groups with influence can help develop the key messages and bring the message to their own constituents.
- State leaders (as well as organizational and family leaders) think they are involving stakeholders in meaningful ways but the approaches do not usually involve two-way learning nor do they create ways for the various stakeholders to engage at different levels/various ways
-Beliefs, assumptions, thoughts and feelings drive behavior so it’s just as important to focus on the mindset or “mindshift” as the technical skillset.
-People have good intentions but need opportunities to apply what they learn in practice. Support is needed through behavior change and we have to make it more likely that groups can practice skills in incremental ways (e.g., bridging tools, cross-stakeholder dialogue, etc.), and get support from the networks to which they belong.

12. Importance of Relationships in Change
There will never be enough laws, policies, processes, documents, etc. to force change.
Change is best realized through the relationships we build with those people and groups that have a common interest toward solving a persistent problem or seizing an opportunity.
Bill East, NASDSE, 2012

13. The Leadership Challenge
Learning that technical solutions are necessary but often not sufficient
Knowing when a persistent problem needs a adaptive (human) solution
Building adaptive (human) skills as a part of strategy

14. Persistent Challenges
Technical Challenge
Requires information, knowledge or tools.
Adaptive (Relationship) Challenges
Requires understanding and a willingness to make behavior changes.
Source: Heifetz and Linsky, Leadership on the Line, 2002
We are really very good at technical challenges…but how well do we address adaptive challenges? To meet its promise, the SSIP must address technical and adaptive challenges.
This is where the Blueprint supports the change.
The Blueprint is based on the social learning work of Etienne Wenger on CoP …and Heifetz and Linksy on Technical and Adaptive change.

15. Leading by Convening: A New Discipline
A connected world needs new thinking about leadership.
People expect opportunities for participation.
People ‘see’ a role for themselves…and want to take it!
Few issues can be successfully …or sustainably… addressed without collaborating with others.
Convening may be the leadership competency of the future….

16. Convening in the Landscape of Practice
Coalesce around issues
Ask yourself: Who cares about this issue and why?
Ensure relevant participation
Ask yourself: What work is already underway?
Do work together
Ask yourself: What shared work could unite us?
Lead by convening
Ask yourself: Can you successfully lead on this issue without your stakeholders?
Source: IDEA Partnership

17. A blueprint for authentic engagement
Leading by Convening
Ensuring Relevant Participation
Coalescing around Issues
Doing the Work Together

18. Organization of Each Section
Very brief overview
Text Box with critical content: Adaptive and Technical
Text that gives a little more about the content
Plain English
Can be used as a personal guide
As a training resource
Written by stakeholders
Rubrics to measure progress
Tools and Learning activities

19. Four simple questions Who cares about this issue and why?
What work is already underway separately?
What shared work could unite us?
How can we deepen our connections?

20. What Does This Statement Convey to You?
“Sustainable change depends on change in the system and in the identity of individuals in the system.”
Source: IDEA Partnership, 2014

21. Engaging Stakeholders as Allies for Change
Do not recognize the need to change
Recognize the need to change
Try to make a change
Involve more stakeholders
Involve stakeholders in new ways
Involve stakeholders as allies
Do not know how to make a change
Keep doing what they ‘ve always done
Allies as a concept
Will we go beyond engaging a few stakeholders…the same ones that are always on committees, etc.?
Will the stakeholders feel then responsibility to bring their networks into the changes?
Will they create the relationship together that will support the goal of being allies in the change over time…not just a planning process?

22. BUT…HOW DO WE GET THERE?? STORIES OF SUCCESSFUL COLLABORATION
SHIFTING THE CULTURE!!
BUT…HOW DO WE GET THERE?? STORIES OF SUCCESSFUL COLLABORATION

23. Leading by Convening: A Theory for the Present … and the Future
When leaders decide to Lead be convening by entering into a learning partnership with parents, LEA decision-makers who are responsible for policies and programs individuals who implement, and those who are served by those programs:
strategies emerge,
gain acceptance and
are translated into action with enough broad support to make a practice change sustainable.
Using this strategy begins a culture shift toward a more connected system that is more able to lead in a complex change environment.
Leading by convening demands that SEAS believe they will get better outcomes by engaging stakeholders.
It must become the Theory of Change.
It will be quickly apparent…and ultimately negative… if they make the change in a token way.
For this reason, it should get serious discussion during the SSIP planning.

24. Together we are better Margaret Mead Together we ARE better!
Never doubt that a small group of thoughtful committed people can change the world. Indeed it is the only thing that ever has!
Margaret Mead
Together we ARE better!

25. Contact us Contact US LIU The IDEA Partnership
The National Association of State Directors of Special Education (NASDSE)
225 Reinekers Lane, Suite 420
Alexandria, VA 22314