organizational change and sustainability stepping it up – pbis conference kris bosworth, ph.d....
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ORGANIZATIONAL CHANGE AND SUSTAINABILITY
STEPPING IT UP – PBIS CONFERENCE
Kris Bosworth, Ph.D.June 2008
“People don’t resist change as much as they resist being
changed. ”
Krug & Oakley, 1991
“People’s habits change only when they have strong reason
to want to change, and a conducive environment.”
Deborah Meier, 1995
“Change can not be managed.
It can be understood and perhaps led, but it can not be fully
controlled. ”
Michael Fullan, 2001
“CHANGE CONDITIONS
CHANGE PEOPLE
LIVING SYSTEMS
• Equilibrium = death• New solutions found at the edge of
chaos• Systems self organize• Approximate the desired outcome
LIVING SYSTEMS
Need nourishment and proper environmental conditions to grow, develop, and thrive.
Bosworth, 2006
Change Process - Rogers
Knowledge
Persuasion
Decision Implementation
Confirmation
Change Curve - Rogers
Time
Innovators
Early Adopters
Very Late Adopters
INNOVATORS
Venturesome
Control of resources – able to absorb the loss
Understand high level of technical knowledge
Comfortable with uncertainty
Change Curve - Rogers
Time
Innovators
Early Adopters
Very Late Adopters
Early Adopters
Local social systems
Leadership
Respected
Decreases uncertainty for others
Change Curve - Rogers
Time
Innovators
Early Adopters
Very Late Adopters
Early Majority
Interact with peers
Not opinion leaders
Deliberate
Interconnectedness
Change Curve - Rogers
Time
Innovators
Early Adopters
Very Late Adopters
Late Majority
Skeptical
Economic necessity
Peer pressure
Uncertainty about resources must be removed
Change Curve - Rogers
Time
Innovators
Early Adopters
Very Late Adopters
Laggards
Traditional
Isolates in social system
May be in a precarious economic position
Suspicious of innovators & change agents
Change Curve - Rogers
Time
Innovators
Early Adopters
Very Late Adopters
Change Agent
Communication link
Translator
Influences decisions
Stabilizes the process
Change Agent Characteristics
Able to take a long term view Relishes short term successes Enjoys hearing new & different
ideas Can ride through disappointments Is excited by trying new ventures Looks forward to personal challenge Moves quickly to take opportunities
Implementation Dip - Fullan
B
A
CONDITIONS THAT UNDERMINE ORGANIZATIONAL CHANGE
Vision problems Organizational ADD Law of the jungle Knowing/doing gap Feedback failure
From Platt, et. al. (2008) The Skillful Leader II, pg. 13.
VISION PROBLEMS: Broken, Clouded or Cockeyed Lenses
Lack of a coherent, deeply desired personal vision
Poor assessment of current organizational values and congruency with behavior
Others are not mobilized to develop a shared vision
From Platt, et. al. (2008) The Skillful Leader II, pg. 13.
MORAL PURPOSE
LOOKING AT THE BIG PICTURE
EXAMPLE
Smaller class sizes Every child connects with a significant adult daily
Implement PBIS The school environment is protective and safe for all children to learn and teachers to teach
RESULTS IN……
Pursuit of fads & quick fixes
Celebration of average
Writing off large segments of the student population
From Platt, et. al. (2008) The Skillful Leader II, pg. 15.
SOLUTIONS: VISION PROBLEMS
Communicate daily/weekly/monthly attention on the future Collaborate with visual thinkers and story tellers Seek out stories of how the vision is alive Challenge debilitating beliefs
From Platt, et. al. (2008) The Skillful Leader II, pg. 18.
ORGANIZATIONAL ADD
Urgency of the week Fad of the year Activity for activity’s sake Initiative overload Wasted effort
From Platt, et. al. (2008) The Skillful Leader II, pg. 18.
“…staff are unable to persist with an effort long enough to correct initial mistakes, fine tune practices and see the results of their hard work.”
From Platt, et. al. (2008) The Skillful Leader II, pg. 19.
SOLUTIONS: ADD
Data driven decision making Leadership teams Performance-based criteria for success Problem identification protocols (Logic
models) Seek & speak about connections
(Coherence) Use visuals
From Platt, et. al. (2008) The Skillful Leader II, pg. 21.
LAW OF THE JUNGLE
High risk competitive culture Poorly functioning teams Gossip Not open to feedback Defensiveness Misinterpretation of well-intentioned
actions Difficult individuals dominate culture Lack of conflict resolution skills
SOLUTIONS: JUNGLE
Build trust Field trips to observe collaborative
cultures Transparent decision making Knowledge sharing Coaching and consultation Eliminate bullying
KNOWING-DOING GAP
All talk and NO action
From Pfeffer & Sutton, (2001)
SOLUTIONS: MORE ACTION
Get to know the practical demands of work
Identify 3-5 top priorities and focus on them
Report at each meeting progress Use plain talk Hold people accountable Encourage people to jump into action
(“Any good idea is worth doing badly.”)
FEEDBACK FAILURE
Do not use information about success or failure to shape next actions
Mistakes are repeated Expend time & energy and accomplish
very little Cycle of failure & helplessness
Fullan: Leading in a Culture of Change
Moral Purpose
Coherence Making
Knowledge Creation and Sharing
Understanding Change
Relationship Building
Commitment
(External and Internal)
More good things happen; fewer bad things happen
Supporting Sustainability
Leadership commitment Written plan Active team Use data Communication with stakeholders Periodic review and reflection Continuous improvement
“CHANGE CONDITIONS
CHANGE PEOPLE
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