A.G.B.U. Alex and Marie Manoogian School

Pamela L. Eddy “ If you want to truly understand something, try to change it” -Kurt Lewin

Agenda

• Activity—Critical Incident• Change Model Presentation• Activity—Environmental Scanning• LUNCH• Group Reporting• Planning Next Steps

Critical Incident

• Individual responses

• Sharing with partner

• Group reporting

• Themes

Change

• External Forces– Nation at Risk

• Internal Pressures– Budget/constituent demands

• Leadership– Let’s get better!

Kurt Lewin’s Change Theory

Force Field Analysis

Conceptual Model (Lewin)

Unfreeze Change Refreeze

Unfreezing…

• Lewin said, “Motivation for change

must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and one’s relations to others.”

Force Field Analysis…

• At the heart of the model is the idea that any situation is the result of two opposing sets of forces:

Driving Forces and

Restraining Forces

Kurt Lewin’s Force Field Analysis

Kotter & Cohen’s 8-step Model

• Increase Urgency- Use effective methods for making

people realize that change is necessary

• Build a Guiding Team- Make sure people on this team believe in

and are dedicated to the project- Demonstrate teamwork - Have appropriate skills, leadership,

background knowledge

Steps 3 & 4

• Get the Vision Right- Make sure there is clear direction- Create sensible goals and a solid strategy

• Communicate for Buy-In- Share ideas to get as many people

involved as possible- Clarify so the confusion is minimal - Understand employees and co-

workers positions

Steps 5, 6, 7, & 8• Empower Action

- Remove all barriers that may impede change

- Encourage productivity and simulation of ideas

• Create Short-Term Wins- Rewards along the way

• Don’t Let Up- Keep momentum high and constantly reinforce

the plan to keep it fresh in the mind

• Make Change Stick- Create and continually enforce the new

organizational culture until it is known

Implementation Dip

Barrier in the Unseen

Barriers—Black & Gregerson

• #1—Failure to See– Blinded by what see– Existing mental maps

– If people fail to see the need for change, they will not change. We ignore the evidence “because we are ‘blinded by the light…of what we already see,…a history of success.”

The Blind Men and the Elephant

Barriers

• #2—Failure to Move– Not sure of new “right” thing– Fear of change– Most of us do not like to be bad at

something, especially if we are already good at something else.

Barriers

• #3—Failure to Finish– Tired/ lose steam– Lose track of goals– Employees get tired of walking by the vapor of faith when the concreteness of the

past has worked and would continue to work just fine, from their perspective.

Activity

• Pestle

• SWOT

• Themed Teams

Change tool…

Change Tool - SWOT

Reporting out

• PESTLE– Common for themes– Different for themes

• SWOT– Common for themes– Different for themes

• Next steps

The Johari Window: Luft and Ingham A model used for –• Understanding the benefits of

feedback• Opening up hidden aspects of

relationship and communications patterns

• Change involves COMMUNICATION

The Johari Window

Johari Window

• Know thyself• Group dynamics• Self-disclosure• Invitational• Two people communicating in

open quadrants

Johari Window – New Team

Johari Window – Established Team