leader as change agent nancy stanford-blair cardinal stritch university © 2005 nsb
TRANSCRIPT
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Leader as Change Agent
Nancy Stanford-BlairCardinal Stritch University
© 2005 NSB
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If you're in a bad situation, don't worry it'll change. If you're in a good situation, don't worry it'll change. ~John A. Simone, Sr.
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Your Experience with Your Experience with ChangeChangeThink of a change that is underway in Think of a change that is underway in
your district or professional lifeyour district or professional life
• What is the change?What is the change?
• What is the momentum behind the What is the momentum behind the change?change?
• What are the obstacles? What are the obstacles?
Share the change with a colleagueShare the change with a colleague
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Reflecting on ChangeReflecting on Change
• So, what do your experiences about So, what do your experiences about change tell us about the nature of change tell us about the nature of change?change?– Hard or easy to accommodate to Hard or easy to accommodate to
change?change?– What determines whether it’s hard or What determines whether it’s hard or
easy to adjust to change?easy to adjust to change?
• What can we conclude about the What can we conclude about the nature of change?nature of change?
© 2005 NSB
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Current Research on Current Research on ChangeChange
• McREL (Mid-Continent Research on McREL (Mid-Continent Research on Education & Learning) has completed Education & Learning) has completed a Meta-Analysis on the impact of a Meta-Analysis on the impact of leadership on student achievement.leadership on student achievement.
• A key finding focuses on what McREL A key finding focuses on what McREL calls: calls: The Magnitude of Change.The Magnitude of Change.
• Change has Change has personalpersonal and and organizationalorganizational implications. implications.
© 2005 NSB
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McREL’s Definition of McREL’s Definition of ChangeChange
A A changechange is defined by is defined by
the the implicationsimplications it has for the people it has for the people expected to implement it and/or expected to implement it and/or those who will be impacted by it.those who will be impacted by it.
The same change can be perceived The same change can be perceived
differently by different stakeholders.differently by different stakeholders.
Source: Balanced Leadership Participant’s Manual, McREL, 2005
© 2005 NSB
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Magnitude of ChangeMagnitude of Change
Incremental, LinearIncremental, Linear
Extension of PastExtension of Past
Consistent with Consistent with prevailing norms and prevailing norms and paradigmsparadigms
Marginal/limited impactMarginal/limited impact
Focused, boundedFocused, bounded
Complex, non-linearComplex, non-linear
A break with the pastA break with the past
Outside of norms and Outside of norms and beyond paradigmsbeyond paradigms
System disturbanceSystem disturbance
Emergent, unboundedEmergent, unboundedSource: Balanced Leadership Participant’s Manual, McREL, 2005
© 2005 NSB
First Order Second Order
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Order of ChangeOrder of Change
• Definition: Order of ChangeDefinition: Order of Change
Order of change is the magnitude & Order of change is the magnitude & implications of change for the people implications of change for the people expected to implement them or those expected to implement them or those
who will be impacted by them.who will be impacted by them.
Source: Balanced Leadership Participant’s Manual, McREL, 2005
© 2005 NSB
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First-order ChangeFirst-order Change
• Definition: First-order ChangeDefinition: First-order Change
First-order change implies a logical First-order change implies a logical extension of past & current practices extension of past & current practices
intended to make incremental intended to make incremental improvements in the current situation. improvements in the current situation.
First-order changes can be First-order changes can be implemented with implemented with
current knowledge and skills.current knowledge and skills.Source: Balanced Leadership Participant’s Manual, McREL, 2005
© 2005 NSB
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Second-order ChangeSecond-order Change
• Definition: Second-order ChangeDefinition: Second-order Change
Second-order change implies a Second-order change implies a fundamental or significant break with fundamental or significant break with past & current practices intended to past & current practices intended to
make dramatic differences in the make dramatic differences in the current situation. Second-order current situation. Second-order
changes require new knowledge and changes require new knowledge and skills for successful implementation.skills for successful implementation.
Source: Balanced Leadership Participant’s Manual, McREL, 2005
© 2005 NSB
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Change in Your SchoolChange in Your School
• Think about something in your Think about something in your school/district that you would identify school/district that you would identify as 1st order change:as 1st order change:– What characteristics made it 1st order What characteristics made it 1st order
change?change?
• Now, think about something in your Now, think about something in your school/district that you would identify school/district that you would identify as 2nd order change?as 2nd order change?– What characteristics made it 2nd order?What characteristics made it 2nd order?
© 2005 NSB
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If we desire second If we desire second order change, we order change, we require require highly skilledhighly skilled leadership behavior.leadership behavior.
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To Initiate ChangeTo Initiate Change
You must demonstrate:You must demonstrate:
• High Profile NeedHigh Profile Need
• Clear ModelClear Model
• Strong AdvocateStrong Advocate
• Active InitiationActive Initiation
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All changes, even the most longed for, have their melancholy; for what we leave behind us is a part of ourselves; we must die to one life before we can enter another.
~Anatole France
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To Implement ChangeTo Implement Change
You must demonstrateYou must demonstrate
• OrchestrationOrchestration
• Shared ControlShared Control
• Pressure and SupportPressure and Support
• Technical AssistanceTechnical Assistance
• RewardsRewards
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During the Change Remember During the Change Remember the Trailblazer Modelthe Trailblazer Model
• TrailblazerTrailblazer
• PioneerPioneer
• SettlersSettlers
• Stay at HomesStay at Homes
• SaboteursSaboteurs
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Faced with the choice between changing one's mind and proving that there is no need to do so, almost everyone gets busy on the proof.
~John Kenneth Galbraith
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The Journey of ChangeThe Journey of Change
05
101520253035404550
Saboteurs Stay atHomes
Settlers Pioneers Trailblazers
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The Journey of Change -The Journey of Change -
05
101520253035404550
Saboteurs Stay atHomes
Settlers Pioneers Trailblazers
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The Journey of Change +The Journey of Change +
0
10
20
30
40
50
60
Saboteurs Stay atHomes
Settlers Pioneers Trailblazers
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To Institutionalize To Institutionalize ChangeChange
You must insure:You must insure:
• EmbeddingEmbedding
• Links to Student AchievementLinks to Student Achievement
• Widespread UseWidespread Use
• Removal of Competing PrioritiesRemoval of Competing Priorities
• Continuing AssistanceContinuing Assistance
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In summary….In summary….
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Trio ConversationTrio Conversation
• What type of change do you envision What type of change do you envision your team will be leading?your team will be leading?
• What implications do you see for What implications do you see for your team’s leadership?your team’s leadership?
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If nothing ever changed, there'd be no butterflies. ~Author Unknown
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The Times-They are a The Times-They are a ChangingChanging
• http://www.youtube.com/watch?v=9vhttp://www.youtube.com/watch?v=9vou4qUu5YYou4qUu5YY