Transcript Engagement as Strategy: Leading by Convening in the SSIP

LEADING BY CONVENING:
SUPPORTING AND SUSTAINING CHANGE
USING A “COMMUNITY OF PRACTICE”
“The Partnership Way”
From the Arizona Department of
Education in collaboration with the
National Community of Practice
June 19 2014
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WHY RELATIONSHIPS ARE
IMPORTANT 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
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WHO IS HERE?
Student/Parents
B. Education Administration
C. Education Staff
D. Special Education Administration
E. Special Education Staff
F. Agency Administration
G. Agency Staff
H. Other
A.
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WHAT IS YOUR ROLE?
Work on projects that
require collaboration
B. Develop capacity in others
C. Provide professional
development for
information, research,
evidence-based or “best”
practice
D. Facilitate the sustainability of
work, initiative (s) and/or
requirements
A.
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COMMUNITY OF PRACTICE
LEVELS OF SCALE
International Level
International
Entienne Wanger
National Community of Practice
National
State
Local
(50 Members of IDEA Partnership)
State Community of Practice
State Community of Practice
Arizona Community of Practice on Transition
(AZCOPT)
Wisconsin/Pennsylvania
Local Community of Practice
Local Community of Practice
Local Community of Practice
Window Rock
Flagstaff
Mingus Mountain
Site/School
Site/School
Site/School
Site/School
Individual
Individual
Site/School
Site
Individual
Individual
Individual
Individual
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5
TWO STORIES OF LEADING BY
CONVENING
•
Arizona Community of Practice in deeper collaboration with the
Department of Economic Security - Rehabilitation Services
Administration and Department of Developmental Disabilities,
Arizona Department of Health Services – Behavioral Health
Services and Office for Children with Special Health Care
Needs, Raising Special Kids, the Arizona Department of
Education, Exceptional Student Services, Transition Services and
Parents Initiatives
•
American Occupational Therapist Association Project in Arizona
with the Arizona Department of Education, Exceptional Student
Services, Transition Services and Peoria Unified School District
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Coalescing for Transition: AzCoPT
(AZ Community of Practice of Transition)
MISSION
The Arizona Community of Practice Transition (AZCoPT) Team
works to improve life-long outcomes for youth and young adults with
disabilities. The team does this by:
 Informing and educating the public and each other
 Addressing unmet needs through collaboration
 Evaluating the transition process and system
 Articulating and recommending data-driven outcomes
improvements (policy and program)
 Supporting the development/expansion of local teams and
creative problem solving
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A PRACTICE CHANGE USING LEADING BY
CONVENING
IDEA Partnership
American
Occupational
Therapy
Association
(AOTA)
Peoria Unified School District
Occupational Therapy
Service
delivery model
Arizona
Department
of
Education
(ADE)
Practitioner
Professional
Development
Local Leadership Activities
ADE OT/PT
Technical
Assistance
Manual
District-District
OT Transition
workgroup
AOTA Transition
Workgroup
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WHAT IS NEEDED FOR PERSISTENT
CHALLENGES TO CHANGE
• Technical Challenge (Strategy)
Require information, knowledge or tools
• Adaptive Challenges (Strategy)
Require understanding and a willingness to make
behavior changes
Source: Heifetz and Linsky,
Leadership on the Line, 2002
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HYBRID OF LEADERSHIP DESIGN
Leading:Top-down Model


Who




Why


Representatives of a cross-stakeholder group
have influence in guiding actions and decisionmaking
Dynamic leader(s) convene group




How
Senior administrator(s) drive policy
decisions
Designated specialists contribute and
carry out work
Leading by Convening:
The Partnership Way
Leading: Bottom-up Model
Inviting interested participants to a
meeting
Soliciting and considering input from
participants
Administrators chart path, make
decisions, direct others to take action


Responsibility resides with the
leader…thus, s/he has the most say
Leader driven; autocratic or small core
group of people





Interested parties join together
Using creative agreement strategies to bring
the group to consensus
Group charts the path and direct action
Leaders emerge






Buy-in across groups is desired
Responsibility resides with all
Grassroots investment engages participants and
empowers action
Broader commitment to implementation
Sustainable after current leaders have moved
on?



Groups with authority over the issue join with groups that
have influence in the field
Persons with expertise and/or experience share knowledge
and skills
Representatives of diverse stakeholder groups engage
through consensus to identify issues, problem-solve and
take action
Leading by convening
Sharing perspectives among the members of the group
Sharing leadership opportunities and responsibilities, based
on role, expertise and needs of the group in specific
contexts/situations
Attending to both the human and technical elements of
change; building relationships
Decision makers, practitioners and consumers understand
that collective influence has the potential to change
outcomes
Stakeholders with authority and influence have a role and
their interactions produce value
Building relationships across roles and levels of scale
broadens impact and supports sustainability
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THE LEADERSHIP STYLE
A. Top Down
B. Bottom up
C. Leading by Convening
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LEADING BY CONVENING
The Partnership Way
Leading by Convening
Habits of Interaction
Coalescing around Ensuring Relevant Doing the Work
Issues
Participation
Together
Elements of Interaction
Adaptive
Technical
Operational
Depth of Interaction
Informing
Networking
Collaborating
Transforming
Activity; review the depth of
interaction
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DEPTHS OF INTERACTION
Transform
Collaborate
Network
Inform
Convene
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IDENTIFYING “STAKEHOLDERS”
Stakeholders are any representative that is relevant,
purposeful, knowledgeable and influential.
• Core group of “experts”. (keep inviting them)
• Individuals that make the “final” decisions at different levels of
scale
• Those who are affected by and/or care about the issue
• Invite people that are responsible for or have materials
and resources you need
• Consider people with “new” expertise needed as you
progress (IT or Finance)
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IDENTIFYING “STAKEHOLDERS”
Stakeholders are any representative that is relevant,
purposeful, knowledgeable and influential.
• Invite those who have “credibility”
• Those “doing the work” and have done it well
• Those who already support the work and they can share
with others why it is important and how it works for
them at their site
• Those outside the core group bring a deeper
understanding on how to create change
End every meeting with “Who else needs to be at the table?”
Activity ; CoP on your card
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LEADING BY CONVENING:
A THEORY OF ACTION
Why “Leading by Convening”:
o Decision makers typically lead change through technical
o
o
o
o
strategies such as information, training and authority
Stakeholders impact the extent of change by using their
influence with other stakeholders (positively or negatively)
Practice change for sustainability requires both technical
information and human approaches
Individuals are more open to influence from groups when they
voluntarily join and feel valued when they do
Through frequent, purposeful interaction, individuals in these
groups can go beyond their role and positions and work toward
their shared interests
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HOW INTERESTED ARE YOU?
A. I would like to use leading by
convening in my work
B. I am very interested in
learning more about leading
by convening
C. I already use leading by
convening to do my work
D. I am not interested
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If your answer is “A or B”
please contact me at:
[email protected]
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