1. 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

2. Agenda Activity—Critical Incident Change Model Presentation Activity—Environmental Scanning LUNCH Group Reporting Planning Next Steps

3. Critical Incident Individual responses Sharing with partner Group reporting Themes

4. Change External Forces –Nation at Risk Internal Pressures –Budget/constituent demands Leadership –Let’s get better!

5. Kurt Lewin’s Change Theory Force Field Analysis

6. Conceptual Model (Lewin) Unfreeze Change Refreeze

7. 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.”

8. 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

9. Kurt Lewin’s Force Field Analysis

10. 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

11. 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

12. 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

13. Implementation Dip

14. Barrier in the Unseen

15. 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.”

16. The Blind Men and the Elephant

17. 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.

18. 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.

19. Activity Pestle SWOT Themed Teams

20. Change tool…

21. Change Tool - SWOT

22. Reporting out PESTLE –Common for themes –Different for themes SWOT –Common for themes –Different for themes Next steps

23. 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

24. The Johari Window

25. Johari Window Know thyself Group dynamics Self-disclosure Invitational Two people communicating in open quadrants

26. Johari Window – New Team

27. Johari Window – Established Team