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Marybeth Flachbart, Ed.D. Deputy Superintendent Idaho State Department of Education Managing Change.

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Presentation on theme: "Marybeth Flachbart, Ed.D. Deputy Superintendent Idaho State Department of Education Managing Change."— Presentation transcript:

1 Marybeth Flachbart, Ed.D. Deputy Superintendent Idaho State Department of Education Managing Change

2 What is it you want to change? ProfessionalRelationalPersonal

3 The Million Dollar Question Does the situation call for change or acceptance? Case for Acceptance: A matter of law Important to supervisor (or significant other) Important to my colleagues (or family) Not that big a deal It just is…

4 Cycle of Inquiry Case for Change It is causing you or someone else pain or loss There is sufficient evidence that a change is needed There is a solution or potential solution Benefits outweigh risks Benefits go beyond self

5 Change Process AcceptChange

6 ADKAR Model Awareness Desire Knowledge Ability Reinforcement Jeffrey M. Hiatt ADKAR: A Model for Change in Business, Government and Our Community

7 Awareness of the Need for Change 1. Why is the change necessary? 2. Why is the change happening now? 3. What is wrong with what we are doing today? 4. What will happen if we don’t change? AWARENESS

8 Garnering Support Executive Sponsor AgentAdvocate Implementer

9 Phase 1: Preparing for Change Elevator Speech Communicate the need for change and explain why the change is necessary; provide the compelling reasons for the change and emphasize the risk of not changing now. Two minutes Stick to the facts (evidence) Provide incentives Create a sense of urgency and teaming

10 1. What the change is and how they will be impacted 2. The organizational or environmental context for change 3. An individual’s personal situation 4. What motivates them (intrinsic motivators that are unique to the individual) DESIRE You get the best effort from others not by lighting a fire beneath them, but by building a fire within Bob Nelson, Buffalo Bills

11 Things to Consider during Phase 2 Desire  Factor 1–A person’s view of the current state  Factor 2–How a person perceives problems  Factor 3–The credibility of the sender  Factor 4–Circulation of misinformation or rumors  Factor 5–Contestability of the reasons for change And above all else WIIFM (What’s in it for me?)

12 Building Consensus An advocate without an executive sponsor is a pest Accept input from others Decide what you’ll go to the mat for and what you can let go of Enroll others Be the lead learner Check ego at the door (respectful and open) Enthusiasm is contagious Positive Pressure

13 Establish Norms Establish operating principles Encourage shared accountability Establish measurable goals related to process Develop a theory of action Revisit, refine, reflect on your communication strategy Consistently balance relationships vs. outcomes Use every opportunity to lean-in

14 When a person has the awareness of the need to change and the desire to participate and support a change, knowledge is the next building block for realizing that change. 1. The current knowledge base of the individual 2. The capacity or capability of this person to gain additional knowledge 3. The resources available for education and training 4. The access to, or existence of, the required knowledge KNOWLEDGE

15 Knowledge of how to change Capability of the person to learn Resources available Access or existence knowledge A person’s current base

16 Coaching Zone of proximal development Permission to be imperfect beginners Build capacity Reward effort Provide specific, constructive, feedback Danielson Framework 2, 3, 4? If you want to go fast, go alone; If you want to go far, go together. African Proverb

17 1. Psychological blocks 2. Physical abilities 3. Intellectual capability 4. Time available to develop needed skills 5. Availability of resources to support skill development Ability

18 Psychological Blocks Can’t vs. Won’t Fear of being seen as less than Fear of change Fear of isolation Fear of loss Fear of failure Coaching your way through…  Empathize  Build Capacity  Take from a place of comfort  Baby steps  Encourage risk taking  Culture of Candor  Model  Co-teach (lead, facilitate, etc.)  Rehearsal time  Buddy system

19 Time Available Time is our most precious commodity Lose yourself in the service of others What are the time constraints? Establish a deadline by when the expected behavior, practice must be established Set incremental benchmarks Collect data Set a limit and turn to executive sponsor

20 Resources We learn best when we are surrounded by friends that want us to succeed. Positive pressure is a necessity for change Is there an expert within the system? Is there an external “agent” that can provided scaffolded support? Are there resources such as online classes, virtual learning communities, web sites? Is there a program, a person, or an initiative offered by the district, SDE, or other external organizations?

21 1. The degree to which the reinforcement is meaningful to the individual 2. The association of the reinforcement with actual demonstrated progress 3. The absence of negative consequences 4. Accountability systems to reinforce change Reinforcement

22 Meaningful Reinforcements The recognition or reward applies to the person being recognized The person providing the recognition or reward is someone the individual respects The reward is relevant or valuable to the person being recognized

23 Theory of Action If thisThen that

24 What is a Theory of Action? Theory of Action Argyris: “A set of rules that individuals use to design and implement their own behavior as well as understand the behavior of others” (p.7) City… & Elmore: “A story line that makes a vision and a strategy concrete… a narrative… a map” (p. 40)

25 Building Consensus around the change Some final thoughts about communicating change: A simple and incomplete theory of action is better than no theory at all. More heads in developing a theory of action are better than fewer. Clutter is the enemy of clarity and coherence. Communicate the organization’s theory of action with audiences inside and outside of the organization. You can never communicate enough.

26 Resources ADKAR: A Model for Change Management in Business, Government and Our Community, J. Hiatt Managing at the Speed of Change, D. Conner Change Wars, A. Hargreaves, M. Fullan The Six Secrets of Change, M. Fullan Drive, D. Pink Influencer, K. Patterson, J. Grenny, D. Maxfield and R. McMillan

27 Ticket out the door 1. Act and talk as if you were in control and project confidence 2. Take credit and some blame 3. Talk about the future 4. Be specific about a few things that matter and keep repeating them Pfeffer & Sutton, 2006 Let’s revisit that elevator speech!

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