Understanding & Facilitating

Organizational Change

Today we will:

Explore the difference between transformational & incremental change

Understand the role coaches play in the change process

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

• 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 Troublemakers

Exemplary Leaders/Contributors

Bystanders Potential Leaders/Contributors

Pragmatists

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

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?

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

Dissatisfaction with Current

State

Why is the status quo

unacceptable?

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

+ + >

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 will success look like?

What are the critical steps we need to take NOW?

Form a Guiding Coalition

“Go where the energy is.”

(Graves)

Form a Guiding Coalition

Active

Engagement

Disengaged

Not Aligned with Aligned with Forward Direction Direction

Potential Troublemakers

Exemplary Leaders/Contributors

Bystanders Potential Leaders/Contributors

Pragmatists

Form a Guiding CoalitionIn what way can you influence others?

PowerPositionKnowledgeTrustworthinessAbility to articulate vision & ideas

Openness to be influenced by othersDemonstration 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?

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?

Perform

an

ce

Involvement

Directive

Communication & Understanding

Problem Solving

Shared Decision Making

Participative Leadership

Reflection

Think of how you have or might facilitate teachers to engage in

Problem solving

Shared decision making

Participative leadership

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

Perform

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?

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 ContinuumInherently 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

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

Focus • Determine

what’s most important

• Don’t overload

Commit• Build ownership &

accountability• Develop a

workable plan

Follow through

• Implement!• Evaluate results• Build

momentum

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?