Leadership
1.
Leadership matters.
2.
In difficult times, leadership matters even more.
3.
In periods of significant organizational transition,
leadership is the major controllable factor in
explaining organizational performance.
Attitude
https://www.youtube.com/watch?v=guA_4AzXqh0
Systems Thinking
What are characteristics of a
system?
SYSTEM
Leadership
Leadership
Leadership
Leadership
State
District
School
Instructional
Core
Classroom
P
O
L
I
C
I
E
S
Leadership
Leadership
Leadership
Leadership
P
O
L
I
C
I
E
S
System
Leadership
Leadership
Leadership
Leadership
ACCOUNTABILITY
A-F
Evaluation
Audits
Processes
Leadership
Leadership
Leadership
Leadership
Internal Coherence
Definition: Purposeful Community
“A purposeful community is one with the collective
efficacy and capability to develop and use assets to
accomplish goals that matter to all community
members through agreed-upon processes.”
Marzano, Waters, McNulty, 2005
What does this place care most about?
What Do We Value?
 We put service to students
above all else.
 We take responsibility for the
success of all students.
 We care passionately about our
work with children.
 We build strong, positive
relationships with students, staff,
parents, and community.
 We model and promote civility
and integrity.
Leadership
State
County
School
Classroom
Change
Organizational
Team
Personal
ASSUMPTIONS ABOUT
ORGANIZATIONAL CHANGE
1.
2.
3.
4.
5.
CHANGE IS A PROCESS, NOT AN EVENT
ORGANIZATIONS CANNOT CHANGE UNLESS
PEOPLE CHANGE
AT ANY GIVEN TIME MOST PEOPLE ARE NOT
USING ALL THE KNOWLEDGE THEY HAVE
SUCCESSFUL CHANGE REQUIRES STABILITY
WHERE THERE IS CHANGE, THERE WILL BE
CONFLICT
Organizational
Implementation Dip
Implementation Dip
Team
Performing
Forming
Norming
Storming
Norming
https://www.youtube.com/watch?v=W1fObGRqArI
Forming
https://www.youtube.com/watch?v=Ysye3RTUSio

Performing
Forming
Norming
Storming
Transforming
Implementation Dip
Personal Transitions
Denial
Commitment
Past
Productivity
Future
Resistance
Exploration
Unfreeze
change
Freeze
change
Re-Freeze
chang
e
change
change
Transition State
Thoughts on Change
Change is MESSY!
 Fullan: “The more accustomed one becomes to
dealing with the unknown, the more one
understands that creative breakthroughs are
always preceded by periods of cloudy thinking,
confusion, exploration, trial and stress; followed
by periods of excitement and growing confidence
as one pursues purposeful change, or copes with
unwanted change.
Understanding of Change
Cyclical
Structural
Structural Change
 Subsystem
 Cultural
 Transformational
There is a difference between
cyclical and structural change.
Anything we’re trying to change away from
will keep coming back unless we replace it
with something new.
THE GREATEST CHALLENGE OF CHANGE
Organizations rarely change
unless the people in the
organizations change. This
includes leaders as well as
employees. Most adults find
it difficult to change.
Change means bumps in the Road
FOUR INVITATIONS TO DISASTER
1.
Failure to anticipate a problem
2. Failure to recognize a problem once it surfaces
3. Failure to try and solve a problem once it is
recognized
4. Failure to solve a problem, despite trying to solve it
Diagnostic
Denial/Acceptance of Data
https://www.youtube.com/watch?v=glRTERPpfxU
Panic Zone
Opportunity Zone
Comfort
Zone
Letting go of the Past
https://www.youtube.com/watch?v=_Mk2Tca88Xo
JOHN KOTTER’S EIGHT STEPS TO
TRANSFORMING YOUR ORGANIZATION
1.
2.
3.
4.
5.
6.
7.
8.
Establish a sense of urgency (setting direction)
Form a powerful guiding coalition (setting direction)
Create a vision (setting direction)
Communicate the vision (setting direction)
Empower others to act on the vision (developing people)
Plan for and create short-term wins (developing people)
Consolidate improvements and produce still more
change (redesign organization)
Institutionalize new approaches (redesign organization)
Focus/Focus/Focus on Vision
https://www.youtube.com/watch?v=60PQRpo9T-Q
Cultural Survey
Cultural Typology
Leadership Teams
Types of Change
First and Second Order Change
A change is first-order when it is perceived
as
A change is second-order when it is
perceived as
An extension of the past
A break with the past
Within existing paradigms
Outside of existing paradigms
Consistent with prevailing values and
norms
Conflicted with prevailing values and
norms
Incremental
Complex
Implemented with existing knowledge &
skills
Requires new knowledge & skills to
implement
Implemented by experts
Implemented by stakeholders
IPI
First or Second
Order Change?
It’s a matter of
perspective!
The Four Phases of Change
Create Demand
Monitor and Evaluate
1st Order
Plan
Implement
McREL
First Order
Second Order
When stakeholders see the change
as:
When stakeholders:
 Consistent with existing values
 Are unclear about how it will
and norms
 Advantageous for stakeholders
 Readily implement-able with
existing knowledge and
resources
make things better for them
 Must master new knowledge,
practices, or approaches to
implement the change
 Feel the change conflicts with
prevailing personal values and
organizational norms
First or Second
Order Change?
It’s a matter of
perspective!
The Four Phases of Change
Create Demand
Second Order
Monitor and Evaluate
st Order
1
Manage Personal
Plan
Transitions
Second Order
Implement
McREL
THE CHALLENGES INHERENT IN ANY
CHANGE PROCESS
 Can you generate a sufficient sense of urgency to
overcome inertia?
 Can you achieve consensus among
stakeholders on the conditions that need to
be changed?
 Can you avoid harming those who
benefitted from the status quo?
THE CHALLENGES INHERENT IN ANY
CHANGE PROCESS
 Can people do as well with execution as they do with
planning?
 Can people maintain focus and momentum as the
year wears on?
 Can people avoid premature celebration and
disappointment over “implementation dips?”
Importance of paying Attention
to People in the Change Process
ASSUMPTIONS ABOUT THE
TRANSITION PROCESS
People have characteristic ways of ending things and
beginning things.
2. Transitions are not the same as changes. Changes
are situational. Transitions are psychological.
3. A change without transition is likely to be
unsuccessful.
4. We lack a vocabulary for talking about transitions.
1.
BRIDGES, Managing Transitions (2003)
The Four Phases of Change
Create Demand
Denial
Second Order
Monitor and Evaluate
st Order
1
Manage Personal
Plan
Transitions
Second Order
Implement
McREL
Implementation Dip
Transitions
Denial
Commitment
Past
Productivity
Future
Resistance
Exploration
STAGE 1: Transition: Ending
/Denial
Letting go of the old ways and the old identity
people had. People need help dealing with
their losses.
STRATEGIES FOR
Ending/Denial
1. Be sure people understand the purpose and the
outcome being sought.
2. Paint a picture of how the desired outcome will look
and feel.
3. Lay out a step-by-step plan regarding how the new
outcome will be achieved.
4. Give each person a part to play in the plan. People
need a tangible way to contribute.
STAGE 2 OF TRANSTION:
Resistance
Going through an in-between time when the
old is gone but the new isn’t fully
operational. In this “resistance zone”
psychological realignments are taking place.
The Four Phases of Change
Create Demand
Denial
Second Order
Monitor and Evaluate
st Order
1
Manage Personal
Plan
Transitions
Second Order
Resistance
Implement
McREL
Resistance Zone DANGERS
1. Anxiety rises and motivation falls. People feel
disoriented. Energy is drained away from work into
coping tactics.
2. Employee absenteeism increases.
3. Old weaknesses in the organization reemerge and
old resentments surface anew.
Resistance Zone DANGERS (con’t)
4. People feel overloaded and priorities are confused.
As uncertainty grows, confidence in the
organization is lost.
5. Polarization occurs among employees. Some want
to rush forward; others want to go back to the way
things were.
6. The organization becomes vulnerable to outside
criticism.
Resistance Zone Strategies
4. Listen and talk to the people, find out their feelings
5. Don’t tell them what to feel
6. Support their willingness to express their feelings
7. Respond to concerns
8. Reiterate vision and information for successful
transition
The art of progress
is to preserve
order amid change
and preserve
change amid order.
~ Alfred North-Whitehead
Collective Efficacy: “We can make a
difference.”
Building a Purposeful Community
 Collective Efficacy - The group members’ shared
perception or belief that they can dramatically
enhance the effectiveness of an organization. The
collective efficacy of the teachers in a school is a
better predictor of student success in schools than
is the socioeconomic status of the students.
Goddard, Hoy, and Hoy, 2004
True Leadership is Risky Business
 “When exercising leadership,
you risk getting marginalized,
diverted, attacked, or seduced.
Regardless of the form,
however, the point is the
same. When people resist
adaptive work, their goal is to
shut down those who exercise
leadership in order to preserve
what they have.”
Leithwood
Possible perceptions of principal leading 2nd
order change
 Team spirit, cooperation, and common language have
deteriorated as a result of the innovation (Culture)
 Communication has deteriorated as a result of the
innovation (Communication)
 Order and routine have deteriorated as a result of the
innovation (Order)
 The level of input from all members of the staff has
deteriorated as a result of the innovation (Input)
The Four Phases of Change
Create Demand
Denial
Second Order
Monitor and Evaluate
st Order
1
Manage Personal
Plan
Transitions
Second Order
Resistance
Exploration
Implement
McREL
STAGE 3 OF TRANSITION:
Exploration
This is when people develop the new identity,
experience the new energy, and discover the
new sense of purpose that make the change
begin to work.
Exploration: Stage Three Transition
Lots of new ideas/energy
Focus on priorities
Too much to do
Set short term goals
Can’t focus
Follow up on projects
Trying new approaches
Develop people
Implementation Dip
Commitment
Resistance
Denial
Exploration
The Four Phases of Change
Create Demand
Denial
Commitment
Second Order
Monitor and Evaluate
st Order
1
Manage Personal
Plan
Transitions
Second Order
Resistance
Exploration
Implement
McREL
STAGE 4 OF TRANSITION
NEW BEGINNING: Commitment
This is when people develop the new identity,
experience the new energy, and discover the
new sense of purpose that make the change
begin to work.
Commitment:Stage 4 Transition
 Team work is norm
 Renewed energy
 Clear Focus
 They have a plan
 Empower others
 Create/support






purposeful community
Set long term goals
Monitor
Flexible
Intellectual stimulation
Validate/Reward
Look ahead
Leadership—A Balancing Act
 Adaptive work creates risk, conflict, and instability
because addressing the issues underlying adaptive
problems may involve upending deep and
entrenched norms. Thus, leadership requires
disturbing people—but at a rate they can absorb.
Heifitz
Fullan
 Those individuals and organizations that are most
effective do not experience fewer problems, less
stressful situations, and greater fortune, they just deal
with them differently.
Intentional Optimism