Leading Organizational Change

In the words of Simon Sinek, you should start with the why. If you start there, you can most often capture their hearts. When I first felt the internal pull to join the forces of education, I had 2 objectives: Challenge young minds to live beyond the status quo and prepare them for a productive life after secondary education. I was determined to help students live with a sense of purpose and to never settle. I wanted to build a support system. To this day, I still aim to foster a mindset of an autodidact; being self-driven and willing to take an initiative in one’s learning. To uphold this commitment, I have to reimage the learning environment. Traditional methods of teaching and learning in the classroom are no longer sufficient means of acquiring knowledge. With that being said, the why, how, and what statements are the innovative changes that have captured my heart.

Start with the WHY

WHY

We must enhance the learner's critical thinking and digital literacy to prepare for technological innovation and discovery, in college, career, and life.

We do this by creating environments for all scholars to shine in a well-balanced, personalized learning experience of blended learning.

WHAT

We empower students who take ownership of learning and strengthen a variety of essential skills that prepare them for a productive life beyond secondary education.

HOW

Students deserve the opportunity to develop skills with less restrictive opportunities than what’s been traditionally given. As educational leaders, is it not our duty to give every student the personalized learning that they deserve? Being challenged to think outside the box should be the norm. Having a place to consume and contribute with peers, outside of class, should be readily available. Exposure to global perspectives should be valued and ingrained in the learning process. Why? Because these factors are advantageous for ALL learners. They are just a few of the benefits of a blended learning environment that breaks down a multitude of barriers defined by the traditional classroom. Blended learning is the key that opens doors of limitless opportunities. If you found the key that can change the trajectory of students’ lives, why wouldn’t you open the door?

As I researched ways to bring about organizational change, I explored 2 models to plan out my efforts. The first was The Influencer model below. It helped me establish my Desired Results, Vital Behaviors, and Measures to hold my team accountable for accomplishing our blended learning goal. Our efforts will be supported by Six Sources of influence.

The second model I explored is called, The 4DX or The Four Disciplines of Execution. This particular model, although different in layout and style, will help my team focus on our strategic efforts to accomplishing our one goal. Click on the image below to view my 4DX plan.

These two models are equally beneficial in supporting change in an organization. The Influencer focuses on the necessary supports for personal, social and structural motivation and ability, that must be in place to lead to your desired results. This particular model speaks to the heart. The 4DX places emphasis on the actual process to carry out your plan. Each model starts with defining a target to be reached within a designated time frame. They also highlight the significance of motivational factors and defining the measurements used to track progress. I like the 4DX’s accountability system that is established by the weekly WIG sessions and the separation of the six behavioral influences of The Influencer model. After working with both models, I’ve concluded that these two models are complementary with each providing a support system to aid in the achievement of organizational change.

Change. Alter. Shift. Transform. Innovate. It’s a necessity for true growth to occur. When I think of change, Michael Jackson's Man in the Mirror starts to play in my head. Change starts with me and I have to lead by example.

As I think about leading organizational change on my campus, one major area of focus has to be communication. I have already lead the way as a change agent on my campus by helping our school become an AVID National Demonstration School, twice. AVID is now, what we do and who we are. It took a great deal of dedication, encouragement, support, and uplifting of the staff to take us from point A to B. Every year, on a small level, I have to repeat the process with each new teacher that we hire. Although my administrators support my efforts, they give me full reign, within my leadership role, to keep our AVID system functioning with fidelity. As the coordinator, I am a life long learner who seeks to continuously hone my craft as not only an educator but as a leader.

When I introduce my Blended Learning Innovation Plan, I will need to retrace my steps of being a change agent. I have to approach this from a different angle as the integration of technology can be a challenge for some. Much like when I was attempting to establish a schoolwide AVID system, teachers may initially think I'm asking them to "do something else" on top of their already hectic workload. My approach needs to be strategic and heartfelt. That's why I must start with the WHY. Crucial conversations will be needed to spark motivation and desire to be a part of this necessary change. Crucial conversations will be needed to help guide those who are not committed to our Influencer or 4DX plans, due to the constant "Whirlwind". Crucial conversations will be needed to keep the staff uplifted to sustain our efforts and accomplish our goals. As a self-differentiated leader, I have to be confident in my ability to be a change agent, stand strong and be ready to ride the waves!

So, what exactly is a Crucial Conversation? According to Patterson, Grenny, McMillan, and Switzler, it’s a discussion where the stakes are high, opinions differ, and emotions are strong (2012). These conversations can arise at any given time. This is especially true when an element of change is being presented to an environment. It’s not only important to prepare for such conversations but to recognize when you are in one. Patterson et al. have provided me with 7 guidelines to use to successfully resolve these foreseen crucial conversations. Click on the image below to read more about Crucial Conversations.

References:

Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer: The new science of leading change. New York: McGraw-Hill Education.

Kotter, John (2011, March 23). The heart of change. Retrieved from https://youtu.be/1NKti9MyAAw

Kotter, John. (2013, August 15). Leading change: Establish a sense of urgency. Retrieved from https://youtu.be/2Yfrj2Y9IlI

McChesney, C., Covey, S., & Huling, J. (2012). The 4 disciplines of execution: Achieving your wildly important goals. New York, NY: Free Press.

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2012). Crucial conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill.

Sinek, Simon. (2013, September 29). Start with why. Retrieved from https://youtu.be/sioZd3AxmnE