1. Understanding & Facilitating Organizational Change

2. 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

3. Change is a process, not an event.

4. 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

5. 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.

6. The Role of Coach: Creating Alignment & Engagement Understand direction & key issues Architects District/School Leadership Create meaning & aligned actions Interpret results & provide feedback Translators Coaches Provide feedback Doers Teachers

7. Alignment & Engagement Active Engagement Disengaged Not Aligned with Aligned with Forward Direction Direction Potential Troublemakers Exemplary Leaders/Contributors Bystanders Potential Leaders/Contributors Pragmatists

8. 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.

9. 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

10. 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

11. Reflection How motivated and engaged are you in your work? How do autonomy, mastery, and purpose play a role?

12. 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

13. Establish a Sense of Urgency “Every school is perfectly designed to deliver its current results.”

14. 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 + + >

15. 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?

16. Form a Guiding Coalition “Go where the energy is.” (Graves)

17. 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

18. 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

19. Reflection Think about forming a guiding coalition. Who is already aligned and engaged? How will you influence a few others to get on board?

20. Develop a Shared Vision & Strategy “Change is disturbing when it is done to us, exhilarating when done by us.” (Kanter)

21. Develop a Shared Vision & Strategy How does involvement increase ownership? Performance Involvement Directive Communication & Understanding Problem Solving Shared Decision Making Participative Leadership

22. Reflection Think of how you have or might facilitate teachers to engage in  Problem solving  Shared decision making  Participative leadership

23. Develop a Shared Vision & Strategy What are the stages of team development? Performance 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

24. Develop a Shared Vision & Strategy Levels of consensus (NOT simply “yes” or “no”): 1. Yes, and I’m willing to advocate/champion 2. The decision is perfectly acceptable 3. It’s not perfect but I can live with this 4. I have some issues I need to express, but I’ll defer to the wisdom of the group 5. We lack unity and need to do more work 6. I don’t agree and feel I must obstruct

25. 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?

26. 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)

27. 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 Population to Change Enablers

28. Reflection What are the various channels of communication you are currently using to tell your story? What additional channels can you utilize?

29. 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)

30. 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

31. 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?

32. Institutionalize Changes in the Culture “Culture eats strategy for lunch!”

33. 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?

34. 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 ?