1. Theories and Solutions:
Understanding Organizational Change

2. “Culture eats strategy for lunch!”

3. Institutionalize Changes in the Culture
What are the indicators of success?
Coaching cycles are flowing and involve a majority of teachers
Student work is at the forefront of conversations and instructional decisions
Coaching is understood to be a partnership to improve student achievement rather than a method to “fix” teachers
Teachers have opportunities for collaboration, participative leadership, & ongoing learning
What is culture?
The way we do things here.
May not always come from leadership, so remember the role of coach as translator/interpreter. Can play a powerful part in establishing the culture. Cannot skip this final step because you leave the potential for everything to come undone. Take a long and wide view and ask what it will take to make this change a part of the culture.

4. Change Readiness
“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)

5. Change Readiness Change Readiness Continuum Convert an Additional
20% of the Population
to Change Enablers
Change Resistors,
10% of Population
Change Enablers,
10% of Population
Inherently Resistant
to Change
Change Readiness Continuum
Inherently Ready
for Change

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

7. 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
Ethical influence. You have things like power, knowledge and trustworthiness with some of your colleagues. Have to also remember it’s a 2 way street. Coaching is a partnership, and you will influence those who know you trust and respect them.

8. Alignment & Engagement
“Change is disturbing when
it is done to us, exhilarating
when done by us.”
(Kanter)

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

10. District/School Leadership
Creating Alignment
Understand direction & key issues
Architects
District/School Leadership
Create meaning & aligned actions
Interpret results & provide feedback
Translators
Coaches
Implement
Provide feedback
Doers
Teachers
Even if it’s just to “improve student achievement”, this goal comes from the top and needs to be “translated” by coaches to teachers. Going the other way, coaches need to listed to feedback from teachers and use that along with data to give feedback to leadership.

11. Messaging Recruitment Celebrations Communicate Widely
How is the school leader making this clear? How is the coach making this clear?
Recruitment
Who is in the next 20%? How can you get them on board?
Celebrations
How is success being shared through multiple venues?
Just like with our students, we know that motivation and engagement are crucial for anything productive to happen. For adults in the workplace (across professions) these are the most common factors affecting motivation and engagement. For each state in the change process we need to think about which or these elements are activated.
Reflection – think about a time when you were motivated and engaged and how these 3 factors played a role.

12. Autonomy Mastery Purpose Creating Engagement
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
Just like with our students, we know that motivation and engagement are crucial for anything productive to happen. For adults in the workplace (across professions) these are the most common factors affecting motivation and engagement. For each state in the change process we need to think about which or these elements are activated.
Reflection – think about a time when you were motivated and engaged and how these 3 factors played a role.

13. Develop a Shared Vision & Strategy
How does involvement increase ownership?
Participative Leadership
Performance
Shared Decision Making
Problem Solving
Remember that this is a partnership. It may be coming from the top, but we need to get people on board by getting them to buy some shares of the stock. Think about each of these levels and what it would look like with your teachers.
What would it look like at each of thes steps (higher )?
Communication & Understanding
Directive
Involvement

14. 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
Build your “management operating system”. Define priorities, aligning and gaining commitment, ensuring follow-through, measuring success. This is where all the nuts and bolts about coaching flow and coaching cycles come in. Have to be transparent so people know exactly what you’re up to, and have to be able to measure and repot success.

15. Resources
Kotter, J. (2012). Leading Change. Harvard Business Review Press.
Pink, D. (2011). Drive: The Surprising Truth About What Motivates Us. Riverhead Books.
Kanter, R. M. (1985). Change Masters. Free Press.