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1. Understanding & Managing Change Outcomes Understand the implications of change Recognize personal transitions.

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Presentation on theme: "1. Understanding & Managing Change Outcomes Understand the implications of change Recognize personal transitions."— Presentation transcript:

1 1

2 Understanding & Managing Change

3 Outcomes Understand the implications of change Recognize personal transitions

4 Change To Make Different in Some Particular Way: ALTER To Make Radically Different: TRANSFORM To Give a Different Position, Course or Direction -- Websters Collegiate Dictionary Change To Make Different in Some Particular Way: ALTER To Make Radically Different: TRANSFORM To Give a Different Position, Course or Direction -- Websters Collegiate Dictionary

5 Activity Each person should have a statement or quotation about change in front of you. Find the other 2 people in the room who have the same statement/quotation. Discuss the implications of how the statement relates to your situation. Share one/two statements about your discussion with your Advisory Group.

6 It is not the strongest of the species that survives, nor the most intelligent that survives. It is the most adaptive to change. Charles Darwin The willingness to adapt…

7 Table Talk What motivates people to change? Why do some changes stick and others do not? Be prepared to share with the whole group.

8 What We Know About Change Change will not stop- it will only go faster. No matter how well planned, it will not be trouble free. Each of us is accountable to making change acceptable. Complex change is typically accepted if enough time is allowed. Rapid change can occur if its a small adjustment. Most people initially resist rapid, complex change.

9 Why Change? Change is necessary in life to keep us… Moving Growing Interested …Imagine life without change. It would be static...boring...dull.

10 Why people adopt new ideas (Rogers, 2003) The degree to which an innovation… Relative Advantage is perceived as better than the idea it supersedes Compatibility is perceived as consistent with the existing values, past experiences, and needs of potential adopters Complexity is perceived as not difficult to understand or use Trialability may be experimented with on a limited basis Observability is implemented and the results of the implementation are visible to others The rate of adoption and utilization of new ideas and innovations is influenced by how they are perceived and how they are framed.

11 Youll never get me up on one of those butterfly things!

12 Fact or Fiction? -Change is continuous -Everyone will be on board if you communicate expectations -Change will fail without structure -Change requires cold- hearted decisions

13 Reactions To Change Change is hard because people overestimate the value of what they haveand underestimate the value of what they may gain by giving that up. -James Belasco and Ralph Stayer Flight of the Buffalo

14 Reactions To Change Denial Confusion Loss Anger People fear the uncertainties of change. The slightest suggestion that things wont stay the same can cause panic…but the real problem isnt the change…its peoples reaction to that change. -Dr. Alan Zimmerman

15 Identifying Change Styles What Do They Look Like? Denial: The individual withdraws from normal conversations It appears theyve quit but show up to perform task Confusion: Need expectations frequently explained Require ongoing information Dont see the options available Scurry around in circles

16 Identifying Change Styles What Do They Look Like? Loss Lacks anchor or identity Take it personally Dont feel valued Anger Overt-like yelling, slamming drawers, stomping off Covert-sarcasm, back stabbing, sabotage

17 Change Can Be Perceived As Positive or Negative Getting a Job After Graduating From College Getting Married Having a Child Child Leaving for College Getting a New Computer Losing a Job Divorce Death of a Parent

18 Response to Change Is Highly Individual Dont Assume Others Will Respond the Same or That You Will, Under Different Circumstances

19 People Respond to Change…. At different rates At multiple levels: personally, professionally, socially and organizationally By seeing it as opportunity or danger Successfully, by being resilient

20 Common Reasons for Resistance Self-interest Fear of the Unknown Need for order Differing Perceptions Suspicion Conservatism

21 Managing Positive Change High Low Time Acceptance of Change I dont understand the changes but am confident of the current situation. I have some information and have strong doubts. I have more details of how the changes will affect me and still have some concerns. I have lots of details of how Ill be working differently and feel much more confident. Informed doubt Realistic concern Informed certainty Uninformed certainty

22 Prepare for Implementation Dip Things Often Seem to Get Worse Before They Get Better Seek resources Increase communication

23 Change Reaction: Your Role OLDNEW

24 Understand Where People Are InnovatorsEarly Adopters Early Majority Late Majority Laggards

25 Change = Motivation x Vision x Next Steps Motivation – Some Good Reason to Give up the Status Quo Vision – A Clear and Practical Vision of the Desired Future State Next Steps – an Understanding of the Next Steps Required to Progress Toward the Vision If One Is Missing, Little Change Will Take Place

26 Habits for the Age of Change Simplify Seize the initiative Learn or perish Take personal responsibility Accept the mess Focus on solutions Have a stress management plan

27 Do stakeholders perceive the change as... Second-Order Implications First-Order Implications an extension of the past?a break with the past? consistent with prevailing organizational norms? inconsistent with prevailing organizational norms? congruent with personal values? incongruent with personal values? easily learned using existing knowledge and skills? requiring new knowledge and skills? First or Second Order?

28 Estimate the Magnitude 1.Think about the staff in your school. How would they adjust to implementing this new knowledge in their teaching? 2.Consider the four questions for determining if a change is perceived as first order or second order. 3.Determine if technology implementation has second-order implications for the majority of staff at your school. 4. Share with a person next to you.

29 Final Thoughts Somebody Has to Do Something, and Its Just Incredibly Pathetic That It Has to Be Us. – Jerry Garcia, the Grateful Dead

30 Personal Strategy Planner GIVENS: The major things I need to ACCEPT as givens now… HELP: The best things I can do to help myself now are… CHECK: The main things I need to stop doing now are… SUPPORT: The support that I need is….

31 Questions, Comments, Thoughts

32 Preparing for your School Inservice

33 Outcomes Create a plan for sharing information with school staff Share your plan with a colleague Provide feedback on a colleagues plan

34 Change Is a Journey, Not a Blueprint Develop Multi-dimensional Plans Whats in it for me? How will this benefit my students? Where can I get help? What if something goes wrong? Recognize That This Is a Journey May Need to Adapt Plan

35 Expect Resistance Resistance Is Inevitable A Natural Function of Change Manageable Resistance Is Not Necessarily Logical A Sign of Disloyalty To Be Taken Personally A Sign That the Change Project Is Out of Control

36 Elements to Keep in Mind Past History Degree of Support Accountability (Walk the Talk?) Organizational and Individual Current Stress Who Will Be Impacted by the Change Cultural Fit of the Change Addressing Whats in It for Me

37 Work Time Design an agenda for your building/district inservice Be prepared to share your plan with colleagues Length of time for inservice Key elements included & why Key elements excluded & why Questions you have

38 Questions, Comments, Thoughts

39 Next Steps

40 School Year Complete inservice training by May 2011 Participate in PBL on-line bookstudy Teach your lesson Participate in coaching session Share your lesson reflections with the group

41 Before you go … Peer Review and Post lesson PD survey Mileage Voucher Book?? Stipend

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