Understanding & FacilitatingOrganizational Change

Change is a process, not

an event.

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

• Understand direction & key issues

ArchitectsDistrict/School

Leadership

• Create meaning & aligned actions

• Interpret results & provide feedback

TranslatorsCoaches

• Provide feedback

DoersTeachers

Alignment & Engagement

Active Engagement

Disengaged

Not Aligned with Aligned with Forward Direction Direction

Potential Obstructors

Exemplary Leaders/Contributors

Bystanders Potential Leaders/Contributors

Pragmatists

The Change Curve

1. Neutral-no knowledge -status quo-in the dark

2. Initial Excitement-Excited-Motivated-Enthusiastic

3. Denial-Indifference-Passiveness-Apathy-Minimize information-Minimize involvement

4. Resistance-Frustration-Inability to see positive outcome-Negative questioning/doubting-Stubbornness/complaining-Anxiety/stress

5. Exploration-Energized-Creative-Overworked but excited-Increased commitment- Small wins

6. Commitment-Excitement-Enthusiasm-Problem solving-Clear direction/focus

Motivation & Engagement

AutonomyThe urge to direct our own lives

MasteryThe desire to get better and better at something that matters

PurposeThe 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?

1. Establish a Sense of Urgency

“Every school is perfectly designed to

deliver its current results.”

Establish a Sense of UrgencyBeckhardt’s Change Equation

Dissatisfaction with Current State

Why is the status quo unacceptabl

e?

Shared Vision of a

Better State

What will success look

like?

Logical First Step

What are the

critical steps we need to

take NOW?

Cost of Change

OR

Organizational Inertia Resisting Change

+ + >

ReflectionTake 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 will success look like?

2. Form a Guiding Coalition

“Go where the energy is.”

(Graves)

Form a Guiding CoalitionIn what way can you influence others?Power

PositionKnowledgeTrustworthinessAbility to articulate vision & ideas

Openness to be influenced by others

Demonstration of trust & respectActive listeningAcquiring 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?

3. Develop a Shared Vision & Strategy

“Change is disturbing when

it is done to us, exhilarating

when done by us.” (Kanter)

Develop a Shared Vision & StrategyHow does involvement increase ownership?

Perf

orm

ance

Involvement

Directive

Communication & Understanding

Problem Solving

Shared Decision Making

Participative Leadership

Develop a Shared Vision & StrategyWhat are the stages of team development?

Perf

orm

anc

e

Time

Forming-Sign-up-Little understanding of mission-Roles & resp. unclear-No processes-Dependence on leader

Storming-Sort it out-Uncertainties persist-Team members vie for position-Leader critical

Norming-Focus-Commitment & unity-Clear roles & resp.-Develop processes-Leader facilitates

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. Yes, and I’m willing to advocate/champion2. The decision is perfectly acceptable3. It’s not perfect but I can live with this4. I have some issues I need to express, but

I’ll defer to the wisdom of the group5. We lack unity and need to do more work6. 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?

4. 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

Change Readiness Continuum

Inherently Resistant to Change

Inherently Ready for Change

Change Resistors,10% of Population

Change Enablers,10% of Population

Convert an Additional 20% of the Populationto Change Enablers

5. 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

Focus • Determine

what’s most important

• Don’t overload

Commit• Build ownership

& accountability• Develop a

workable plan

Follow through

• Implement!• Evaluate

results• Build

momentum

6. Institutionalize Changes in the Culture

“Culture eats strategy for lunch!”

Institutionalize Changes in the CultureWhat are the indicators of success?

Coaching cycles are flowing and involve a majority of teachers

Student work is at the forefront of conversations and instructional decisions

Coaching is understood to be a partnership to improve student achievement rather than a method to “fix” teachers

Teachers have a strong sense of autonomy, mastery, and purpose in their work

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?

Resources Kotter, J. (2012). Leading Change.

Harvard Business Review Press.

Pink, D. (2011). Drive: The Surprising Truth About What Motivates Us. Riverhead Books.

Kanter, R. M. (1985). Change Masters. Free Press.