Managing Change: Herding Cats is Easier
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Transcript of Managing Change: Herding Cats is Easier
Christchurch New Zealand October 2009
Integrating new technologies to empower learning and transform leadership
Integrating new technologies to empower learning and transform leadership
Dr Cheryl Doig
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Leading Change:
Herding Cats iseasier
www.rata.org.nz
Have a good hard look at yourself…
http://ww
w.flickr.com
/photos/66164549@N
00/2487291985/
The Johari Window
Open AreaKnown byOthers
Unknownby Others
Unknownby Self
Knownby Self
Ask/Inquire
Blind Area
Hidden Area Unknown Area
Feedback
Shared discovery
Self
Disc
losu
re
Self Discovery
Tell/
advo
cate
The Johari Window
Open AreaKnown byOthers
Unknownby Others
Unknownby Self
Knownby Self
Ask/Inquire
Blind Area
Hidden Area Unknown Area
Feedback
Shared discovery
Self
Disc
losu
re
Self Discovery
Tell/
advo
cate
“If there isanything that wewish to change inthe child, weshould firstexamine it and seewhether it is notsomething thatcould better bechanged inourselves.”
(Carl G Jung, 1875-1961, Swiss psychiatrist and humanist, written in 1932.)
Getting THOSE people tochange…
No easy answers…
Complex andrequires learning -can only beaddressed throughchanges in people’spriorities, beliefs,habits & loyalties
Clear problemdefinition andsolutions that canbe resolved throughcurrent know-how
Adaptive challengeTechnical problem
Heifetz, Grashow & Linsky, 2009
Adaptiveleadership is thepractice ofmobilisingpeople to tackletough challengesand thrive.
Heifetz, Grashow & Linsky, 2009
If learners are to thrive1. Pull don’t push2. Create from relevance3. Stop calling them ‘soft’ skills4. Allow for variation5. No more sage onstage6. Teachers are designers7. Build a learning community8. Be an anthropologist not an archeologist9. Incubate the future10. Change the discourse
http://www.metropolismag.com/cda/story.php?artid=3714
Teachers are designers
Let them create. Build an environmentwhere your teachers are activelyengaged in learning by doing. Shift theconversation from prescriptive rules topermissive guidance. Even though theresulting environment may be morecomplicated to manage, the teacherswill produce amazing results.
Achieving the Tipping Point
InnovatorsVenturesome,risky, can copewith uncertainty
Can understand &apply complextechnicalknowledge
Not alwaysrespected by othersin the system
Plays an importantrole as gatekeeper -bringing in newideas from outsidethe system
Early Adopters Respect, moreintegrated into thesystem
“The individual tocheck with”
Not so far aheadso serve as a rolemodel
Plays an importantpart by decreasingthe uncertaintyand conveying asubjectiveevaluation throughinterpersonalnetworks
Late MajoritySkeptical, cautious
May adopt becauseof increasednetwork pressurefrom peers or foreconomic necessity
The weight ofsystems normsneeds to favour aninnovation beforethey are convinced
Means that mostuncertainty must beremoved beforethey feel safe
LaggardsTraditional,focussed on pastand interact withlike minds
Suspicious ofinnovations andchange agents
Limited resourcesleads tocautiousness
Can change whenthey can see whatis happening andit fits with theircultural values
Rogers (1995) Diffusion of Innovation
Adaptive Leadership
• Live with disequilibrium
• Develop a culture where issues can beraised openly
• All are responsible for the future
• Leadership capacity is developed
• Continuous improvement and reflection
Heifetz et al 2009
Change Management
• What is it like in the shoes of the otherpeople?
• How do you encourage others to takeinformed risks?
Five Dysfunctions
• Trust - How comfortable are you saying toyour team - “I don’t know.”
• Conflict - respectful dialogue? Non-confrontation? Welcome debate?
• Commitment - dialogue and discussion - thennail it
• Accountability - all confront issues• Results - how do you know if your team is
successful?
What does the datashow you?
What would be yournext steps?
What about yourorganisation?
Here’s what
So what?
Now what?
Have the conversation…
Error 1: “So how’s it going?”Error 2: The Oreo cookieError 3: Too many pillowsError 4: Writing the script in advanceError 5: Machine-gun Nelly
-Susan Scott - Fierce Leadership
Thriving organisations
• Build on the past• Discard what doesn’t meet needs• Create the new and challenges the future
What is essential to preserve and what isexpendable?
HindersHelps
Harness
Joan Dalton and David Anderson www.plotpd.com
Relationships are key…
Life is curly.Don't try to
straighten it out.
-Susan Scott Fierce Conversations
For more information…