Alaska School Leadership Institute 2012 Rural Alaska Principal Preparation Project June 1, 2012 – Institutionalizing New Approaches Captain Cook Hotel Anchorage, Alaska Facilitated By Al Bertani, Senior Design Consultant RAPPS Program Alaska Staff Development Network

CREATING A VISION ROADMAP Creating a vision that serves as the glue to hold things together and makes sense to the mind and the heart. CLARIFYING What is the problem you are trying to solve? IMAGINING What’s the vision or goal that describes the new desired state in a compelling way? VISIONING How can the vision be communicated simply, motivate people, and coordinate actions? STRATEGIZING How do you build short and long-term strategies to help catalyze the vision? COLLABORATING Where do good ideas come from – How do you involve others in creating the vision?

COMMUNICATING THE VISION ROADMAP Building buy-in requires multiple communication methods and a commitment to stay on message.. SIMPLIFYING What makes for a simple yet compelling vision? PRACTICING How can you turn your vision or goal into a laser speech? MOTIVATING How do great leaders inspire action? DIAGNOSING How do you meet people individually in the change/improvement/tran sformation? INFLUENCING How can you engage “other influencers” in communicating the vision or goal?

Institutionalizing New Approaches June 1, 2012 Al Bertani, Session Leader Real change, improvement, and transformation should impact the culture of the organization. Leaders have to develop strategies to anchor new practices that confront the norms of behavior and shared values that already existed in the organization. Institutionalizing new approaches into the culture of the organization can demonstrate the ultimate impact of any change, improvement, or transformation effort..

INSITUTIONALIZING NEW APPROACHES ROADMAP Developing strategies to anchor new practices into the norms, values, and culture of the organization. EVALUATING How do you use data to document that the new practices produce better results? REINFORCING How do you celebrate small and big changes, improvements, and transformations? RENORMING How can you use incentives and rewards to support new norms and shared values? RECOGNIZING How can you acknowledge the contributions of change leaders and ensure their legacy? PLANNING How do you continue to grow and hire new leaders that can build on the new vision?

WHAT LEADERS DO TO INSPIRE ACTION TED TALK SIMON SINEK

Stages of Concern Typical Expressions of Concern About an Innovation  Awareness  Informational  Personal  Management  Consequence  Collaboration  Refocusing CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL

Stages of Concern Typical Expressions of Concern About an Innovation SELFSELF Stages of ConcernExpressions of Concern Activities AWARENESSI am not concerned about it. INFORMATIONALI would like to know more about it. CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL

Stages of Concern Typical Expressions of Concern About an Innovation TASKTASK CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL Stages of ConcernExpressions of Concern Activities PERSONALHow will using it affect me? MANAGEMENTI seem to be spending all my time getting materials ready. CONSEQUENCEHow is my use affecting kids?

Stages of Concern Typical Expressions of Concern About an Innovation IMPACTIMPACT Stages of ConcernExpressions of Concern Activities COLLABORATIONHow can I relate what I am doing to what others are doing? REFOCUSINGI have some ideas about something that would work even better CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL

Levels of Use of the Innovation  Non-Use  Orientation  Preparation  Mechanical  Routine  Refinement  Integration  Renewal CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin

Levels of Use of the Innovation Typical Behaviors Levels of UseBehavioral Indices of Level Non Use No action is being taken with respect to the innovation. OrientationThe user is seeking out information about the innovation. CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin

Levels of Use of the Innovation Typical Behaviors Levels of UseBehavioral Indices of Level PreparationThe user is preparing to use the innovation. Mechanical The user is using the innovation in a poorly coordinated manner and is making user-oriented change. RoutineThe user is making few or no changes and has an established pattern of use. CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin

Levels of Use of the Innovation Typical Behaviors Levels of UseBehavioral Indices of Level Refinement The user is making changes to increase outcomes. Integration The user is making deliberate efforts to coordinate with others in using the innovation. RenewalThe user is seeking more effective alternatives to the established use of the innovation. CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin

Jigsaw Strategy Winning Strategy Jody Spiro – JSD – Spring 2012 Person 1 Pages 10 – 12 (Essential Characteristics) Person 2 Page 12 and 16 Person 3 Pages 14 – 15 (Early Win Wonder Tool)

Trio MemberNotes… Member 1 Member 2 Member 3 Winning Strategy Advance Organizer

Institutionalizing New Approaches Evaluating How do you use data to document that the new practices produce better results? 1.What data would you need to collect? 2.How would you use the data? 3.How could the data help advance your efforts?

Institutionalizing New Approaches Reinforcing How do you celebrate small and big changes, improvements, and transformations? 1.How can you identify small changes? 2.What can you do to recognize these changes? 3.How might you celebrate small and big changes?

Institutionalizing New Approaches Renorming How can you use incentives and rewards to support new norms and shared values? 1.What incentives and rewards do you hold? 2.How could you use these incentives and rewards? 3.How could you renorm practices and change culture using incentives and rewards?

Institutionalizing New Approaches Recognizing How can you acknowledge the contributions of change leaders and ensure their legacy? 1.What opportunities do you have to recognize people? 2.How could you link acknowledgements with building a legacy? 3.How could recognition activities help renorm the culture?

Institutionalizing New Approaches Planning How do you continue to grow and hire new leaders that can build on the new vision? 1.What leadership vacancies do you project? 2.What do you need in new leaders? 3.How could you build a search process that would help identify “like-minded” leaders?

Our Learning Session… … In Review What research says about the impact of leadership on student learning? How can you clarify and imagine your vision? How do you engage others in the vision through strategies and collaboration?