1 / 39

ORGANIZATIONAL CHANGE AND SUSTAINABILITY

ORGANIZATIONAL CHANGE AND SUSTAINABILITY. STEPPING IT UP – PBIS CONFERENCE Kris Bosworth, Ph.D . June 2008. “People don’t resist change as much as they resist being changed. ” Krug & Oakley, 1991.

clayton-morin
Download Presentation

ORGANIZATIONAL CHANGE AND SUSTAINABILITY

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ORGANIZATIONAL CHANGE AND SUSTAINABILITY STEPPING IT UP – PBIS CONFERENCE Kris Bosworth, Ph.D. June 2008

  2. “People don’t resist change as much as they resist being changed. ” Krug & Oakley, 1991

  3. “People’s habits change only when they have strong reason to want to change, and a conducive environment.” Deborah Meier, 1995

  4. “Change can not be managed. It can be understood and perhaps led, but it can not be fully controlled. ” Michael Fullan, 2001

  5. “ CHANGE CONDITIONS CHANGE PEOPLE

  6. LIVING SYSTEMS • Equilibrium = death • New solutions found at the edge of chaos • Systems self organize • Approximate the desired outcome

  7. LIVING SYSTEMS Need nourishment and proper environmental conditions to grow, develop, and thrive. Bosworth, 2006

  8. Persuasion Decision Implementation Confirmation Change Process - Rogers Knowledge

  9. Change Curve - Rogers Early Adopters Very Late Adopters Innovators Time

  10. INNOVATORS • Venturesome • Control of resources – able to absorb the loss • Understand high level of technical knowledge • Comfortable with uncertainty

  11. Change Curve - Rogers Early Adopters Very Late Adopters Innovators Time

  12. Early Adopters • Local social systems • Leadership • Respected • Decreases uncertainty for others

  13. Change Curve - Rogers Early Adopters Very Late Adopters Innovators Time

  14. Early Majority • Interact with peers • Not opinion leaders • Deliberate • Interconnectedness

  15. Change Curve - Rogers Early Adopters Very Late Adopters Innovators Time

  16. Late Majority • Skeptical • Economic necessity • Peer pressure • Uncertainty about resources must be removed

  17. Change Curve - Rogers Early Adopters Very Late Adopters Innovators Time

  18. Laggards • Traditional • Isolates in social system • May be in a precarious economic position • Suspicious of innovators & change agents

  19. Change Curve - Rogers Early Adopters Very Late Adopters Innovators Time

  20. Change Agent • Communication link • Translator • Influences decisions • Stabilizes the process

  21. Change Agent Characteristics • Able to take a long term view • Relishes short term successes • Enjoys hearing new & different ideas • Can ride through disappointments • Is excited by trying new ventures • Looks forward to personal challenge • Moves quickly to take opportunities

  22. B A Implementation Dip - Fullan

  23. CONDITIONS THAT UNDERMINE ORGANIZATIONAL CHANGE • Vision problems • Organizational ADD • Law of the jungle • Knowing/doing gap • Feedback failure From Platt, et. al. (2008) The Skillful Leader II, pg. 13.

  24. VISION PROBLEMS: Broken, Clouded or Cockeyed Lenses • Lack of a coherent, deeply desired personal vision • Poor assessment of current organizational values and congruency with behavior • Others are not mobilized to develop a shared vision From Platt, et. al. (2008) The Skillful Leader II, pg. 13.

  25. MORAL PURPOSE LOOKING AT THE BIGPICTURE

  26. EXAMPLE Every child connects with a significant adult daily Smaller class sizes Implement PBIS The school environment is protective and safe for all children to learn and teachers to teach

  27. RESULTS IN…… • Pursuit of fads & quick fixes • Celebration of average • Writing off large segments of the student population From Platt, et. al. (2008) The Skillful Leader II, pg. 15.

  28. SOLUTIONS: VISION PROBLEMS • Communicate daily/weekly/monthly attention on the future • Collaborate with visual thinkers and story tellers • Seek out stories of how the vision is alive • Challenge debilitating beliefs From Platt, et. al. (2008) The Skillful Leader II, pg. 18.

  29. ORGANIZATIONAL ADD • Urgency of the week • Fad of the year • Activity for activity’s sake • Initiative overload • Wasted effort From Platt, et. al. (2008) The Skillful Leader II, pg. 18.

  30. “…staff are unable to persist with an effort long enough to correct initial mistakes, fine tune practices and see the results of their hard work.” From Platt, et. al. (2008) The Skillful Leader II, pg. 19.

  31. SOLUTIONS: ADD • Data driven decision making • Leadership teams • Performance-based criteria for success • Problem identification protocols (Logic models) • Seek & speak about connections (Coherence) • Use visuals From Platt, et. al. (2008) The Skillful Leader II, pg. 21.

  32. LAW OF THE JUNGLE • High risk competitive culture • Poorly functioning teams • Gossip • Not open to feedback • Defensiveness • Misinterpretation of well-intentioned actions • Difficult individuals dominate culture • Lack of conflict resolution skills

  33. SOLUTIONS: JUNGLE • Build trust • Field trips to observe collaborative cultures • Transparent decision making • Knowledge sharing • Coaching and consultation • Eliminate bullying

  34. KNOWING-DOING GAP All talk and NO action From Pfeffer & Sutton, (2001)

  35. SOLUTIONS: MORE ACTION • Get to know the practical demands of work • Identify 3-5 top priorities and focus on them • Report at each meeting progress • Use plain talk • Hold people accountable • Encourage people to jump into action (“Any good idea is worth doing badly.”)

  36. FEEDBACK FAILURE • Do not use information about success or failure to shape next actions • Mistakes are repeated • Expend time & energy and accomplish very little • Cycle of failure & helplessness

  37. Fullan: Leading in a Culture of Change Enthusiasm Understanding Change Moral Purpose Relationship Building Coherence Making Knowledge Creation and Sharing Energy Hope Commitment (External and Internal) More good things happen; fewer bad things happen

  38. Supporting Sustainability • Leadership commitment • Written plan • Active team • Use data • Communication with stakeholders • Periodic review and reflection • Continuous improvement

  39. “ CHANGE CONDITIONS CHANGE PEOPLE

More Related