Managing Educational Change Caroline Clarke CRCC NSPI 14

Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society—its worldview, its basic values, its social and political structures, its arts, its key institutions—rearranges itself. And the people born then cannot even imagine a world in which their grandparents lived and into which their own parents were born. We are living through such a transformation.” —Peter Drucker, Post Capitalist Society CRCC NSPI 14

 Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power. If you realize that you have enough, you are truly rich.” ― Laozi Tao Te Ching  ”The glue that holds all relationships together -- including the relationship between the leader and the led is trust, and trust is based on integrity.” --Brian Tracy  ”Real integrity is doing the right thing, knowing that nobody's going to know whether you did it or not.” --Oprah Winfrey CRCC NSPI 14

 What changes have taken place in you over the last few years? CRCC NSPI 14

 Change one heart at a time…Emotional Intelligence CRCC NSPI 14

Emotional intelligence involves the “abilities to perceive, appraise, and express emotion; to access and/or generate feelings when they facilitate thought; to understand emotion and emotional knowledge; and to regulate emotions to promote emotional and intellectual growth” - Mayer & Salovey (1997) Emotional Intelligence? CRCC NSPI 14

Missionaries True Believers Lip servers Emigrants Opponents Underground Fighter Spectators & Indifferents DISPOSITIONS TOWARDS CHANGE Schratz

CRCC NSPI 14

 Over the course of your professional career WHO has influenced you most? Who has changed you? How? CRCC NSPI 14

 Three steps should be followed in developing the case:  Firstly, confront reality and articulate a convincing need for change.  Second, demonstrate faith that the school has the potential to embrace the change and the capacity to manage it.  Finally, provide a road map to guide behaviour and decision making  Engaging people’s moral purpose. Moral purpose is a commitment to enhancing student achievement. At a wider level it is about improving society through improving educational systems -Fullan CRCC NSPI 14

“ Nature does not hurry, yet everything is accomplished.” Lao Tzu CRCC NSPI 14

 The deeper level of basic assumptions and beliefs that are: learned responses to the group's problems of survival in its external environment and its problems of internal integration; are shared by members of an organization; that operate unconsciously; and that define in a basic "taken -for- granted" fashion in an organization's view of itself and its environment (Schein 1988).  It is much easier to “act your way into new thinking patterns” than to “think your way into new behaviour.” CRCC NSPI 14

 Physical Structures  Language  Rituals and Ceremonies  Stories and Legends Communication Networks  History  Beliefs  Values  Assumptions Artifacts of Organizational Culture OrganizationalCulture CRCC NSPI 14

 Write 5 adjectives to describe your school culture…. CRCC NSPI 14

 Planning is critical to achieving successful change. Realistic objectives. Short term goals which can be achieved and celebrated.  Plans do not have to be elaborate or complex but structure is important  Delegate to others the responsibility to carry out the actions. Give others the opportunity to lead and be part of a team  Offer CPD throughout the change cycle- it is essential  Offer opportunities for feedback and dialogue CRCC NSPI 14

Write down your SMART plan of action  Specific  Measurable  Achievable  Relevant  Time framed CRCC NSPI 14

“ What do I want to change?” “What are the values that underpin that change?” Self evaluation-self reflection “ The starting point for improvement is not system change, not change in others around us, but change in ourselves” ( Fullan, 1991 New Meaning of Ed Change ) CRCC NSPI 14

 Role model the change you want to see  Look to Transformational Leadership for style that can bring about change  Power of story telling to connect, inspire and move us to change…tell the story of the possibilities!  Change management principles are only as effective as the person who is implementing them!  Sphere of influence re change- be realistic  Create learning communities where the predominant voice is one of professional dialogue-we need others with us on this journey. CRCC NSPI 14

 Courage / Moral Purpose  Resilience-find support  Self –awareness  Optimism/Hope  Build trust  Influence what you can  Adaptable  Inspire by role modelling/ be inspired!!!  Change it slowly  Well being- mind your self CRCC NSPI 14

 Reflect on the reasons why you became an educator? CRCC NSPI 14

 The Change idea transforms throughout  Each has to make meaning of the change  There will be discord and displacement  People need to be ‘nudged’ to change & helped to do so  Change takes time…work on what you can change to scaffold the substantive change  rejection may not be about the values, it may be much more complex & personal  Changing culture, strengthening culture is the real prize so keep the relationships central ( Fullan) CRCC NSPI 14

 What are the ‘permanent’ parts of your working life?  What has not changed in your school? In you? CRCC NSPI 14

 Conductor of Transformation  Potter who shapes the Culture  Poet who uses language to describe the change  Actor who role models the values and behaviours  Helper who offers the safe places in the school  Artists who paints the ‘vision’ of how it can be  The leader who believes in and creates a better future  Sometimes you are all a child has to have a chance! CRCC NSPI 14