CHANGE IS COMPLEX
New Directions 2007
Research & Reflection
-presented by
Jo Stephens Merriwa Primary & supported by Peter Holcz, Mindarie Senior College
Pool / Bar-side Chat
This is a think-pair-share activity
What are the elements of successful change? Think about
your own experiences- current and recent past.
How do you lead change? Select 2 key points to share, and one point we /you need to be careful of.
CO
District / School
Classrooms
Your reflections throughout …
Why [this] Change?
What is [this] Change all about?
How does CONTEXT fit in?
What is happening in the surrounding
relationships during [this] change?
How are we learning & resourcing ourselves
through and about [this] change?
How can we sustain [these] changes?
Repetitive Change Syndrome
Initiative overload
Change related chaos
Employee cynicism
Abrahamson, 2004
How does context fit in or
contribute?
Stephens, 2007
Rob Stewart’s
School Improvement- planning for success
Strategic Planning structure
Collaborative Planning
GIR Structure
Team structure
Self Assessment process
Whole School –
Cooperative Learning
Tribes
CMS
Coaching and Conferencing Teams
Literacy Block
Numeracy block
Peter Smilanich Professional learning Scholarship
STRATEGIC
FOUNDATIONS
Is the school vision clear
and meaningful?
• Is leadership distributed?
• Are decision-making
processes shared and
transparent?
•
PROFESSIONAL SUPPORTS
Are collaborative professional
learning processes in place?
3 DIMENSIONAL
PEDAGOGY
PROFESSIONAL SUPPORTS
• Do professional learning
initiatives reflect the
school vision?
SCHOOL
OUTCOMES
• What have the students
achieved?
• What new knowledge,
skills and dispositions has
the professional leaning
community created?
• Do teachers have a shared
understanding of pedagogy for
their school (SWP)?
• Is student achievement
PROFESSIONAL
measured against agreed
SUPPORTS
Are physical/human resources
authoritative benchmarks?
available to support teachers’
shared pedagogical priorities?
COHESIVE
COMMUNITY
• Is the community actively
involved in the school’s
vision & planning
processes?
• Does the staff assume
collective responsibility
for individual students &
school outcomes?
PROFESSIONAL SUPPORTS
Do teachers’ external networks
contribute to professional growth?
INFRASTRUCTURAL
DESIGN
• Do financial, physical and
human inputs facilitate the
school’s vision and SWP?
•Is the school’s use of time,
space and technologies
conducive to quality
teaching?
Framework for Enhancing School Outcomes (LRI IDEAS Team, April, 2002) [Adapted]
Starting with Moral Purpose
Video Clip- Michael Fullan
1. RAS Alert- take notes, share in pairs. 2. ICON Prompt ( in 3s)
Change Drivers- Foundation
Video Clip- Michael Fullan
T-Bar on your own, PMI in AGQTP Cells
Change Drivers- FOUNDATION
T Bar Activity
Take Notes and Reflect - on your own,
Then share in groups
Change Drivers- ENABLING
PMI AGQTP Cell together
Gallery walk - share interesting
information
Foundation Drivers
1. Engaging peoples’ moral purpose
Why change?
Raising the bar and closing the gap
Fundamentally, it is to improve our society
2. Capacity building
Collective development of new knowledge, skills
(system, districts and schools)
Capacity development must be ongoing and focus
on instructional leadership
Foundation Drivers
3. Understanding the change process (Key Driver –
cuts across all elements):
Strategising versus strategy
Knowledge - reduce implementation dip
Overcoming the fear of change
Adaptive challenges
Resilience, adaptation, & problem solving
Some Insights Into
Change
Shared vision & ownership is an outcome of a
quality process and not a precondition
Behaviour Changes before beliefs
The implementation Dip
Lets have a look at another view
of the Implementation Dip
Change Drivers- FOUNDATION
T Bar Activity
Take Notes and Reflect - on your own,
Then share in groups
Change Drivers- ENABLING
PMI AGQTP Cell together
Gallery walk - share interesting
information
Right Thing Poorly
Breaking Through Barriers
• Conceive
• Believe
• Achieve
10 Elements of Successful Change
Technical Vs Adaptive Challenge
1. Define closing the gap as the overarching goal
2. Attend initially to three basics
3. Be driven by tapping into people’s dignity and
sense of respect
4. Ensure that the best people are working on the
problem
5. Recognise that all successful strategies are
socially-based
10 Elements of Successful Change
Technical Vs Adaptive Challenge, continued
6. Assume that lack of capacity is the initial problem
and then work on it continually.
7. Stay the course through continuity of good
direction by leveraging leadership
8. Build internal accountability linked to external
accountability
9. Establish conditions for the evolution of positive
pressure
10. Use the previous 9 strategies to build public
confidence
Triple I Model
Consider your own context…applying the
drivers
Leadership for
Change
Charismatic leadership does not equal sustained
change
Effective leaders (Collins 2001)
Deep personal humility
Intense professional will
Shared leadership
Good leaders recognise the importance of a
positive culture
Fostering CoherenceMaking
It is about creating patterns and focus and enabling
people to get their priorities.
Tri-Level
Development
Pay attention to each level;
State/national interest
District
Community/School
Eight Action Oriented Principles
Key learning
Free writing
- in your journals…
What is your key learning from this module?
How can you maximise action or doing