1. ORGANIZATIONAL CHANGE AND SUSTAINABILITY STEPPING IT UP – PBIS CONFERENCE Kris Bosworth, Ph.D. June 2008

2. “People don’t resist change as much as they resist being changed. ” Krug & Oakley, 1991

3. “People’s habits change only when they have strong reason to want to change, and a conducive environment.” Deborah Meier, 1995

4. “ Change can not be managed. It can be understood and perhaps led, but it can not be fully controlled. ” Michael Fullan, 2001

5. “ CHANGE CONDITIONS CHANGE PEOPLE

6. LIVING SYSTEMS Equilibrium = death New solutions found at the edge of chaos Systems self organize Approximate the desired outcome

7. LIVING SYSTEMS Need nourishment and proper environmental conditions to grow, develop, and thrive. Bosworth, 2006

8. Change Process - Rogers KnowledgePersuasionDecisionImplementationConfirmation

9. Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters

10. INNOVATORS  Venturesome  Control of resources – able to absorb the loss  Understand high level of technical knowledge  Comfortable with uncertainty

11. Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters

12. Early Adopters  Local social systems  Leadership  Respected  Decreases uncertainty for others

13. Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters

14. Early Majority  Interact with peers  Not opinion leaders  Deliberate  Interconnectedness

15. Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters

16. Late Majority  Skeptical  Economic necessity  Peer pressure  Uncertainty about resources must be removed

17. Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters

18. Laggards  Traditional  Isolates in social system  May be in a precarious economic position  Suspicious of innovators & change agents

19. Change Curve - Rogers Time Innovators Early Adopters Very Late Adopters

20. Change Agent  Communication link  Translator  Influences decisions  Stabilizes the process

21. Change Agent Characteristics  Able to take a long term view  Relishes short term successes  Enjoys hearing new & different ideas  Can ride through disappointments  Is excited by trying new ventures  Looks forward to personal challenge  Moves quickly to take opportunities

22. Implementation Dip - Fullan B A

23. CONDITIONS THAT UNDERMINE ORGANIZATIONAL CHANGE  Vision problems  Organizational ADD  Law of the jungle  Knowing/doing gap  Feedback failure From Platt, et. al. (2008) The Skillful Leader II, pg. 13.

24. VISION PROBLEMS: Broken, Clouded or Cockeyed Lenses  Lack of a coherent, deeply desired personal vision  Poor assessment of current organizational values and congruency with behavior  Others are not mobilized to develop a shared vision From Platt, et. al. (2008) The Skillful Leader II, pg. 13.

25. MORAL PURPOSE LOOKING AT THE BIG PICTURE

26. EXAMPLE Smaller class sizes Every child connects with a significant adult daily Implement PBISThe school environment is protective and safe for all children to learn and teachers to teach

27. RESULTS IN……  Pursuit of fads & quick fixes  Celebration of average  Writing off large segments of the student population From Platt, et. al. (2008) The Skillful Leader II, pg. 15.

28. SOLUTIONS: VISION PROBLEMS  Communicate daily/weekly/monthly attention on the future  Collaborate with visual thinkers and story tellers  Seek out stories of how the vision is alive  Challenge debilitating beliefs From Platt, et. al. (2008) The Skillful Leader II, pg. 18.

29. ORGANIZATIONAL ADD  Urgency of the week  Fad of the year  Activity for activity’s sake  Initiative overload  Wasted effort From Platt, et. al. (2008) The Skillful Leader II, pg. 18.

30. “…staff are unable to persist with an effort long enough to correct initial mistakes, fine tune practices and see the results of their hard work.” From Platt, et. al. (2008) The Skillful Leader II, pg. 19.

31. SOLUTIONS: ADD  Data driven decision making  Leadership teams  Performance-based criteria for success  Problem identification protocols (Logic models)  Seek & speak about connections (Coherence)  Use visuals From Platt, et. al. (2008) The Skillful Leader II, pg. 21.

32. LAW OF THE JUNGLE  High risk competitive culture  Poorly functioning teams  Gossip  Not open to feedback  Defensiveness  Misinterpretation of well-intentioned actions  Difficult individuals dominate culture  Lack of conflict resolution skills

33. SOLUTIONS: JUNGLE  Build trust  Field trips to observe collaborative cultures  Transparent decision making  Knowledge sharing  Coaching and consultation  Eliminate bullying

34. KNOWING-DOING GAP All talk and NO action From Pfeffer & Sutton, (2001)

35. SOLUTIONS: MORE ACTION  Get to know the practical demands of work  Identify 3-5 top priorities and focus on them  Report at each meeting progress  Use plain talk  Hold people accountable  Encourage people to jump into action (“Any good idea is worth doing badly.”)

36. FEEDBACK FAILURE  Do not use information about success or failure to shape next actions  Mistakes are repeated  Expend time & energy and accomplish very little  Cycle of failure & helplessness

37. Fullan: Leading in a Culture of Change Moral Purpose Coherence Making Knowledge Creation and Sharing Understanding Change Relationship Building Commitment (External and Internal) More good things happen; fewer bad things happen

38. Supporting Sustainability  Leadership commitment  Written plan  Active team  Use data  Communication with stakeholders  Periodic review and reflection  Continuous improvement

39. “ CHANGE CONDITIONS CHANGE PEOPLE