CHANGE KNOWLEDGE

Presented by Rhonda Williams Assistant Principal, William Roper Hull

August 2010

Process of Change
Innovation vs. Innovativeness -innovation is the knowledge pertaining to the content of a given idea, program or practice.

-innovativeness is the process of engaging in making change happen in practice

Fullan (2004); Fullan, Cuttress & Kilcher (2005)

Understanding the Process of Change

1) Strategizing vs. Strategy
2) Pressure and support

3) Know about the implementation dip

4) Understand the fear of change 5) Appreciate the difference between technical and adaptive challenges 6) Be persistent and resilient
Fullan (2004); Fullan, Cuttress & Kilcher

Strategizing vs. Strategy

-In order to create successful change, we need to think about evolution of change plans as a process of shaping and reshaping ideas and actions. This form of strategizing embodies innovativeness. -Need to resist the temptation to develop the complete strategic plan
Fullan (2004); Fullan, Cuttress & Kilcher (2005)

Pressure and Support

-Pressure: ambitious targets, transparent evaluation and monitoring, call upon moral purpose -Support: developing new competencies, access to new ideas, more time for learning and collaboration

Fullan (2004); Fullan, Cuttress & Kilcher (2005)

Implementation Dip

Implementation Dip
-Change involves new ideas, skills, competencies and behaviours. -Inevitable things will not go smoothly in the early stages of implementation, especially in the learning stages. -Focus on the moral purpose, attention to the change process, building of relationships, sharing and recruiting of knowledge, and seeking coherence within the group
Fullan (2004; n.d.); Fullan, Cuttress & Kilcher (2005)

Fear of Change
-At the beginning of the change process, the losses are specific and tangible but gains are theoretical and distant -Cannot realize the gains until you master implementation -May not have the confidence in new ideas and skills that gains can be attained -People need the right combination of pressure and support
Fullan (2004; n.d.); Fullan, Cuttress & Kilcher (2005)

Technical and Adaptive Challenges

-Technical challenges are problems in which our current knowledge is sufficient to address the concern

-Adaptive challenges are more complex and the solutions require us to go beyond what we currently know
-People who are resistant and create problems are also the solution bringing forth new ideas

-Adaptive challenges require strategizing that

Fullan (2004; n.d.); Fullan, Cuttress & Kilcher

Persistent and Resilient

-Persistence to overcome inevitable challenges and keep on going despite setbacks -Requires adaptation and problem-solving by incorporating new ideas and strategizing

-Needs flexibility
-Approach the change process with the commitment to maintain high standards and aspirations
Fullan (2004; n.d.); Fullan, Cuttress & Kilcher (2005)

Create a Culture of Change

Produce the capacity to seek critically assess and evaluate Selectively incorporate new ideas and practices
Fullan (2004; n.d.); Fullan, Cuttress & Kilcher (2005)

Essentials to Developing Relationships

Set clear expectations Expecting the best Paying attention Personalizing recognition Telling the story Celebrating together Setting the example

Fullan (2004; n.d.); Fullan, Cuttress & Kilcher (2005)

Knowledge Building

Complex, turbulent environments generate messiness and reams of ideas Interacting individuals are the key to accessing and sorting out these ideas Individuals wont share unless its motivating Leaders create coherence making and set the context There will be disturbances with differences of opinion
Fullan (2004; n.d.); Fullan, Cuttress & Kilcher (2005)

Drivers for Successful Change

8 key drivers required to create effective and lasting change

Key Drivers

Engaging peoples moral purpose Building capacity Understanding the change process Developing cultures for learning Developing cultures for evaluation Focusing on leadership for change Fostering coherence making Cultivating tri-level development
Fullan (2002, 2004, n.d.); Fullan, Cuttress, & Kilcher (2005)

FINAL THOUGHTS

The change process is about establishing the condition for continuous improvement to persist and overcome inevitable barriers Only knowing information is insufficient; only knowing by doing, reflecting, and redoing will move us forward All successful schools experience the implementation dip as they move forward Being aware of the change process helps identify where you are at individually and as a group

The most powerful coherence is a function of having worked through the ambiguities and complexities of hard-to-solve problems together The moral purpose outcome will not work if we dont respect the messiness of the process required to identify the best solutions and generate internal commitment from the majority of the group Leadership must create conditions that value learning for both individuals and the collective

References:

Fullan, M. (2002). The change leader. Educational Leadership, 59 (8),16-20. Fullan, M. (2004). Learning to lead change building system capacity: Core concepts. Retrieved from www.michaelfullan.ca, August 4, 2010 Fullan, M. (n.d.) Leading in a culture of change. Retrieved from www.michaelfullan.ca, August 4, 2010 Fullan, M., Cuttress, C., & Kilcher, A. (2005). 8 forces for leaders of change. JSD, 26 (4), 54-64.