Transcript Understanding & Facilitating Organizational Change

Understanding & Facilitating
Organizational
Change
Today we will:
 Explore
the difference between transformational
& incremental change
the role coaches play in the
change process
 Understand
 Learn
about the stages of the change
process
 Connect
the stages of change process to
elements of motivation & engagement
Change is a
process, not an
event.
The Change Process
Establish a
Sense of
Urgency
Build a
Guiding
Coalition
Develop a
Shared Vision
& Strategy
Communicate
Widely & Gain
Alignment
Generate
Short Term
Successes &
Build
Momentum
Institutionalize
Changes in
the Culture
Transformational
change is large scale and often
involves re-conceptualization of all or part of
the current educational system.
Incremental change
includes continuous improvement through
ongoing efforts or toward existing goals.
The Role of Coach:
Creating Alignment & Engagement
Translators
•Understand
direction & key
issues
Architects
District/School
Leadership
Coaches
•Create meaning
& aligned actions
•Interpret results &
provide feedback
•Provide feedback
Doers
Teachers
Alignment & Engagement
Potential
Troublemakers
Exemplary
Leaders/Contributors
Active
Engagement
Pragmatists
Bystanders
Not Aligned with
Forward Direction
Potential
Leaders/Contributors
Aligned with
Direction
Disengaged
Reflection
Take a moment to think of the teachers with
whom you work. Into which of the 5
categories do they each fit?
Keep these people in mind as we learn
about the change process.
The Change Curve
2. Initial
Excitement
-Excited
-Motivated
-Enthusiastic
1. Neutral
-no knowledge
-status quo
-in the dark
3. Denial
-Indifference
-Passiveness
-Apathy
-Minimize information
-Minimize involvement
4. Resistance
-Frustration
-Inability to see positive outcome
-Negative questioning/doubting
-Stubbornness/complaining
-Anxiety/stress
6. Commitment
-Excitement
-Enthusiasm
-Problem solving
-Clear direction/focus
5. Exploration
-Energized
-Creative
-Overworked but excited
-Increased commitment
- Small wins
Motivation & Engagement
Autonomy
The urge to direct our own lives
Mastery
The desire to get better and better at something
that matters
Purpose
The yearning to do what we do in the service of
something larger than ourselves
Reflection
How motivated and engaged are you in
your work? How do autonomy,
mastery, and purpose play a role?
The Change Process
Establish a
Sense of
Urgency
Build a
Guiding
Coalition
Develop a
Shared Vision
& Strategy
Communicate
Widely & Gain
Alignment
Generate
Short Term
Successes &
Build
Momentum
Institutionalize
Changes in
the Culture
Establish a Sense of Urgency
“Every school is perfectly designed to
deliver its
current results.”
Establish a Sense of Urgency
Beckhardt’s Change Equation
Cost of Change
Dissatisfaction
with Current
State
+
Shared Vision
of a Better
State
+
Logical
First Step
>
OR
Organizational
Inertia Resisting
Change
Why is the
status quo
unacceptable?
What will
success look
like?
What are the
critical steps
we need to
take NOW?
Reflection
Take a few minutes to consider the
questions for establishing an sense of
urgency as it relates to your work:
 Why
is the status quo unacceptable?
 What
 What
will success look like?
are the critical steps we need to
take NOW?
Form a Guiding Coalition
“Go where the energy is.”
(Graves)
Form a Guiding Coalition
Potential
Troublemakers
Exemplary
Leaders/Contributors
Active
Engagement
Pragmatists
Bystanders
Not Aligned with
Forward Direction
Potential
Leaders/Contributors
Aligned with
Direction
Disengaged
Form a Guiding Coalition
In what way can you influence others?
Power
Position
Knowledge
Trustworthiness
Ability to articulate vision & ideas
Openness to be influenced by others
Demonstration of trust & respect
Active listening
Acquiring important information from others
Reflection
Think about forming a guiding coalition.
Who is already aligned and engaged?
How will you influence a few others to get
on board?
Develop a Shared Vision & Strategy
“Change is disturbing when
it is done to us, exhilarating
when done by us.”
(Kanter)
Develop a Shared Vision & Strategy
How does involvement increase ownership?
Performance
Participative
Leadership
Shared Decision Making
Problem Solving
Communication &
Understanding
Directive
Involvement
Reflection
Think of how you have or might facilitate
teachers to engage in
 Problem
 Shared
solving
decision making
 Participative
leadership
Develop a Shared Vision & Strategy
Performance
What are the stages of team development?
Storming
-Sort it out
-Uncertainties
persist
Forming
-Team
-Sign-up
members vie
-Little understanding for position
of mission
-Leader critical
-Roles & resp.
unclear
-No processes
-Dependence on
leader
Norming
-Focus
-Commitment &
unity
-Clear roles & resp.
-Develop processes
-Leader facilitates
Time
Performing
-High productivity
-Cohesion & pride
-Shared vision
-Deal with issues
internally
Develop a Shared Vision & Strategy
Levels of consensus (NOT simply “yes” or “no”):
1.
2.
3.
4.
5.
6.
Yes, and I’m willing to advocate/champion
The decision is perfectly acceptable
It’s not perfect but I can live with this
I have some issues I need to express, but I’ll defer
to the wisdom of the group
We lack unity and need to do more work
I don’t agree and feel I must obstruct
Reflection
Think about a team with which you work.
At what stage are they in team
development? What needs to happen to
take them to the next level?
Communicate
Widely & Gain Alignment
“To the fearful it is threatening because
things may get worse. To the hopeful it
is encouraging because things may get
better. To the confident is is inspiring
because the challenge exists to make
things better.”
(Whitney)
Communicate
Widely & Gain Alignment
Convert an Additional
20% of the Population
to Change Enablers
Change Resistors,
10% of Population
Inherently Resistant
to Change
Change Enablers,
10% of Population
Change Readiness Continuum
Inherently Ready
for Change
Reflection
What are the various channels of
communication you are currently using to
tell your story? What additional channels
can you utilize?
Generate Short
Term Success & Gain Momentum
“Planning is as natural to the process of
success as its absence is
to the process of failure”
(Sieger)
Generate Short
Term Successes & Build Momentum
Follow
through
Focus
• Implement!
• Evaluate results
• Build momentum
• Determine what’s
most important
• Don’t overload
Commit
• Build ownership &
accountability
• Develop a
workable plan
Reflection
Take a moment to think again about
autonomy, mastery, and purpose.
How have the elements of motivation &
engagement been promoted up to this
point in the change process?
Institutionalize
Changes in the Culture
“Culture eats strategy for lunch!”
Institutionalize
Changes in the Culture

What are the “moments of truth” that
teachers face?

What decision would you like them to make in
that moment?

How can you reinforce the behavior you
want?

What is in place today that might reinforce
the opposite behavior?
Reflection

What is the change your school/district is
trying to implement?

Is it transformational or incremental
change?
 Where

are you in the change process?
What are your next steps?