Scribd
Upload
16 views

Leading Change

This document discusses principles and strategies for leading change in schools. It covers Fullan's change principles, NCCA change principles, motivation for change using self-determination theory, change continuums, strategies like persuasion and modelling, addressing the implementation dip, developing trust through relationships, starting small initiatives and allowing them to spread, using a combination of push and pull to drive change, and nudging people in the direction of change.

Uploaded by

neadai.nighriofa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
16 views

Leading Change

This document discusses principles and strategies for leading change in schools. It covers Fullan's change principles, NCCA change principles, motivation for change using self-determination theory, change continuums, strategies like persuasion and modelling, addressing the implementation dip, developing trust through relationships, starting small initiatives and allowing them to spread, using a combination of push and pull to drive change, and nudging people in the direction of change.

Uploaded by

neadai.nighriofa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 17

Leading change

The wheels of change are always turning!

The only
constant in
life is
change’
Heraclitus
‘It is not the
strongest of species
that survives, nor the
most intelligent that School leaders:
survives. It is the Manage, lead and
one that is most mediate change to
adaptable to change’ respond to the
Darwin evolving needs of
the school and to
changes in
education

Middle Leadership
Change Principles: Fullan
1. Sharing and engaging a strong
rationale for change based on better
student outcomes
2. Understating change is a process and 1.Moral Purpose
2.Understanding
Change

identifying strategies to support it


3. Develop relationships and trust to
5. Coherence 3. Relationship
support change Making Building

4. Sharing learning through collaboration


4. Knowledge
5. Develop a shared depth of creation and
sharing
understanding about the nature of the
work
Middle Leadership
Change principles: NCCA
• Achieve clarity on the intention and outcome of change
• It takes time and investment to achieve deep change
• Change involves leadership
• Strategies for change must be agile
• Think in terms of evolution rather than change
• Change involves light (pull) and heat (push)
• Change strategies must be participative
• Change should be characterised by quality https://ncca.ie/media/1082/leading_and_supportin
g_change_in_schools_a_discussion_paper.pdf

Middle Leadership
Motivation for change: Self determination
theory
Competence

The feeling of being


effective and having the
Autonomy knowledge and skills to deal
with a change
Relatedness
A perception of having
choice or autonomy in
making decisions within a Feeling connected with and
change part of the change and
people leading the change
Motivation
(Deci and Ryan, 2000)

Middle Leadership
Example change continuum
There are a variety of change
continuums and cycles

These can be helpful to


conceptualise and plan for
change

Noteworthy, however, that


change is messy and not
always linear!

A cyclical process of back and


forth through different stages
is often reflective of change in
reality
(Kotter, 1995)
Middle Leadership
Change strategies: Persuasion
Persuasion involves seeking to influence the beliefs,
behaviours or actions of another individual through
communication

Persuasion for middle leaders can be enhanced by:


-a strong evidence informed rationale and argument
-a strong relationship with the person you are trying to
persuade
-a strong reputation

Middle Leadership
Change strategies: Modelling
Modelling involves presenting and demonstrating an
initiative to peers to develop their understanding of the
change proposed

Modelling can
• Enhance clarity around change
• Show the feasibility of a proposed change
• Demonstrate the value of a proposed change

How might middle leaders help model proposed


changes in their schools?

Middle Leadership
Change strategies: Beliefs and actions
Change a persons beliefs and it may lead to a change in their actions
Change a persons actions and it may lead to a change in beliefs

Change Change
beliefs actions
through Change? through
Persuasion? Modelling?

(Guskey 2002, Desimone 2009)

Which comes first? Context and person specific?


Both appear necessary for changes to be sustained in the long term
Middle Leadership
Change strategies: Affective support
Affective or emotional support to colleagues engaging in a change process is vital

Examples of affective support include:


 verbal encouragement
recognition of efforts
highlighting potential benefits of sticking with the change
(Nguyen & Ng 2020)

Affective support is particularly important when an implementation dip occurs

Middle Leadership
Implementation dip
A dip in performance and confidence as one encounters an innovation
that requires new skills and understandings

Reduce an implementation dip through:

 Affective and emotional support


 Fore fronting the vision and moral purpose of change
 Provide ongoing support, professional development and resources
to those involved in innovation
Celebrate and highlight any early ‘wins
Listen, support and collaborate

Middle Leadership
Change strategies: Affective support
Positive trusting relationships are at the heart of
successful change

Development of trust and relationships takes


time and as with change does not happen
overnight

Shared collaborative tasks and actions can


support development

Further strategies to develop relationships


explored in Module 5

Middle Leadership
Change example: Pebbles in the Pool

(Dong & Ng, 2020)

The ripple effect: Starting small and build it up!

Middle Leadership
Change example: Pebbles in the Pool

Sharing Improving Spreading


Sharing resources with Reviewing the early Initial group shares
small supportive group implementation learning and ideas with
colleagues
Sharing strategies with Refinements and Initiative spreads to
small supportive group improvements of further teachers within
initiative the school
Getting catalyst group to Initial group begin to Initiative becomes a
work together take ownership of whole school approach
collaboratively trying out initiative for all teachers
new initiative

(Dong & Ng, 2020)

Middle Leadership
Change example: Push and Pull

Change needs Push and Pull - A mixture of Pressure and Support

Push is having high expectations and a sense of urgency to


engage in change (be careful it doesn’t become a shove!)

Pull is drawing on peoples intrinsic motivation and attracted to the


moral purpose and excitement of the change

Middle Leadership
Change example: Pull, Push and Nudge
A nudge is enabling people to make choices but guiding their direction

Examples:
 Placing posters or information in classroom or staffroom in view of all
 Pairing a ‘converted’ teacher with others teachers in staff activities
 Sharing information about upcoming professional development courses
 Publicly recognising early change efforts of teachers

‘It’s best to pull whenever you can, push whenever you must,
and nudge all the time’
(Hargreaves and Fullan, 2012)

Middle Leadership
CAVE people
Despite all change efforts you are still likely to meet a CAVE person!
Top tips:

• Listen to the concerns and be


respectful
• An alternative perspective can
sometime be valuable in improving
onstantly ideas
• Assure them that support will be
gainst provided to help change
• The opposition to change may be
irtually based on a fear of change itself rather
than the initiative
verything • Negativity is often not intended for
you personally and can be a default
setting
• Don’t let a CAVE person discourage
you from a change that is good for the
Middle Leadership school!
When it comes to push…
Sometimes change has to be imposed against the will of some for the
greater good. In these instances remember that…

‘People care about the decisions you make, but they care even
more about the process used along the way’

If people disagree they are more likely to engage and commit if the 3 ‘E’s’
are present
Involving individuals in decisions that affect them.
Engagement Asking for input, listening to concerns and taking
alternative perspective on board.
Ensuring all involved understand the reasoning for a
Explanation decision through rational explanation. Highlighting that
all perspective have been considered.
Following a decision clearly outlining expectations and
Expectation new approaches required. Ensuring all clearly
understand what is expected and involved.

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy