Developing a Roadmap that Shows the Way

Yesterday:

The Moon

The art of progress is to preserve order amid changeand preserve change amid

order. ~ Alfred North-Whitehead

Values and Beliefs

Airwalk

Keeping an eye on the mainstream and then

becoming it.

What does this place care most about?

There should be a pervasive and consistent answer.

Values:

Non-Negotiable

The glue

Reflect Intentions

Values underlie Action!

Johnson and Johnson:

Tylenol

What Do We Value?We put service to students

above all else.We take responsibility for

the success of all students.We care passionately about

our work with children.We build strong, positive

relationships with students, staff, parents, and community.

We model and promote civility and integrity.

Take a Tour:Everyone is out of the building what are the symbols, the artifacts that convey what this place values?

Watch people and describe what is valued in your school.◦ What are the topics of conversation?◦ What is said about our professional practice?◦ How do we talk to our kids?◦ How do we describe our kids?◦ How do we work together or separately?◦ Do we share our practice?◦ Do we really value learning or just learning for kids?

CurrentState

CurrentState

BeliefsValues

Anthropologist

Stanford and prison experiments

The success of an organization is measured by how fervently it

implements its values.

Cumulative Continuity

= Sustainability

Absence of Leadership in Value Determination

= Organizational Drift

MissionManagement of AttentionManagement of MeaningManagement of Self

MissionMission creates defined priorities and

these help create focus for the organization.

Missions build vertical and lateral capacity.

Constancy of Meaning

CurrentState

Quality of Organizational

Life

Mission

BeliefsValues Anthropologist

There is a subtle difference between mission and a promise. A mission is something you strive to accomplish-a promise is something you are compelled to keep. One is individual, the other is shared. When a mission and a promise are one and the same…that’s when mountains are moved and races are won.

Personal Purpose Alignment to

OrganizationalPurpose

Johnny the Bagger

http://www.stservicemovie.com/

Preferred Future

CurrentState

Mission

Values create commitment for the mission.

Intensity is incomplete if you don’t know what you are intense about.

C&O Railroad Transportation

IBM -- hardware /softwareInformation processing

Constancy of Practice

President Kennedy

SputnikMission Vision

Promise and mission merged.

Balcony View

VisionA vision dramatizes new directions that others

might not buy into otherwise.

To inspire change, a vision needs to be concrete, not just motherhood statements.

Sony…..Akio MoritaMade in Japan

Vision: We are striving to become the Picasso’s and Beethovens of electronics.

Values: Creativity Quality of product Will lastService returns our inventoryPeople are valued

“If people don’t have their own personal vision…all they can do is sign up for someone else’s vision.”

Peter Senge

Preferred Future

CurrentState

Quality of O

rganizational

Life

Mission

Transiti

on

State

Absence of Organizational Vision

=Detachment

“ A vision not consistent with values and the way people live each day by day will not only fail to inspire genuine enthusiasm, it will foster outright cynicism”

Peter Senge

The Fifth Discipline

Self Fulfilling Prophecy

PreferredFuture

CurrentState

Quality of Organizational

Life

Transition State

BeliefsValues

Beliefs Values

PreferredFuture

CurrentState

Quality of Organizational

Life

Transition State

BeliefsValues

Beliefs Values

“The Tipping Point”Malcolm Gladwell

Gonorrhea Epidemic

New York City Crime Rate

How do you know your organization has made progress?

Data use is to effect improvement and to measure progress.

Yale University

Tetanus Shots

Where are the small wins?

How do you know when to celebrate?

Goals?

Objectives?

Action Steps?

Data EvaluationAction PlanResourcesIncentivesSkillsVision Results

Data Action PlanResourcesIncentivesSkillsVision Assumptions

Data EvaluationResourcesIncentivesSkillsVision False Starts

Data EvaluationAction PlanIncentivesSkillsVision Frustration

EvaluationAction PlanResourcesIncentivesSkillsVision Perception

Data EvaluationAction PlanResourcesIncentivesSkills Confusion

Data EvaluationAction PlanResourcesIncentivesVision Anxiety

Data EvaluationAction PlanResourcesSkillsVision Gradual Change

Getting Results

Routine work drives out non-routine workand

smothers creative planning/thinking and in doing so

stiflesFundamental change.

Planning can be a powerful tool of

leadership…

or a destructive waste of time.

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The Plans We Love to Hate

Schmoker (2004) – “idle paperwork…little impact on classroom practices”

Pfeffer & Sutton (2000) – “ritualistic exercise disconnected from operations”

4

Why We Must Change: TheKnowledge-Implementation Gap

Our Implementation with No New Knowledge

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What Plans Can and Can’t DoCAN’T

Create impact without action

Operate independent of leadership

CANFocus attention on

prioritiesDefine progressCreate

accountabilityDirect resource

allocationEnable learningAlign data

collection

The Tipping Point

Baltimore Needle Replacement

Three Key FunctionsSetting Direction

Developing People

Redesigning the Organization

TRANSFORMATIONAL LEADERSHIP…requires leaders to function like organization

designers. “This means that they make clear the emerging values and norms of the organization. They involve themselves in the culture of the organization and help shape its meaning. People need to know their roles and understand how they contribute to the greater purposes of the organization.Northouse, 2007

Possible perceptions of principal leading 2nd order change

Team spirit, cooperation, and common language have deteriorated as a result of the innovation (Culture)

Communication has deteriorated as a result of the innovation (Communication)

Order and routine have deteriorated as a result of the innovation (Order)

The level of input from all members of the staff has deteriorated as a result of the innovation (Input)

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“Strategy is interesting…

but implementation is

everything!”

- Peter Drucker

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Context is EverythingGood Samaritan

The Tipping Point

57

Kitty Genovese

The Tipping Point

58

What the Context ImpliesIntention, purposefulnessAccountability for resultsProof

Organizational Mission

“What is our organization’s

purpose?”

Organizational Values/Beliefs“What do we value/believe about teaching, learning,

professional development, and the process of change?”

Knowledge of Best Practice

“Do we understand best educational

practice and systemic change?”

Commitment to Best Practice

“Are we dedicated to the study of best

practices and to the systemic processes for

change?”

Organizational Vision

“What do we want our organization to look like

over the next few years?”

Assess School Action Plan

“How much of the plan have we

accomplished?”

Baseline Data About Current Practice

“What do we look like as we begin the

process?”Organizational Goals

“How can we accomplish our

organization’s vision?”

Periodic Assessment

Practice“What data do we regularly collect and analyze?” Organizational

Component Focus TeamsWhat functions of our

organization are necessary for

effectiveness (e.g., Curriculum, Leadership, Facilities, Professional Development, etc.)?”

Design Organizational Action Plan

“What objectives, tasks, responsibilities, and

timelines are necessary to accomplish our

goals?”

Implement School Action Plan“How do we collectively

implement our action plan?”

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Inside Passage

Roland Barth

Purposeful Community:

Is one with the collective efficacy and capability to develop and use assets to accomplish goals that matter to all community members through agreed-upon processes.

Patrick Lencioni The Five Dysfunctions of a Team

Inattention to Results

Avoidance of Accountability

Lack of Commitment

Fear of Conflict

Absence of Trust

Operational

Instructional

TeamsWorking Groups

The Challenges Inherent in Any Change Process

Can you generate a sufficient sense of urgency to overcome inertia?

Can you achieve consensus among stakeholders on the conditions that need to be changed?

Can you avoid harming those who benefitted from the status quo?

True Leadership is Risky Business

“When exercising leadership, you risk getting marginalized, diverted, attacked, or seduced. Regardless of the form, however, the point is the same. When people resist adaptive work, their goal is to shut down those who exercise leadership in order to preserve what they have.”