This workshop explores some of the things that get in the way of change and suggests some ways of moving people forward in their thinking. Why is it good to have some people who disagree with you? What happens when you have a good idea and people don稚 want to follow? How can you get buy-in and reach the tipping point of change?

1. Christchurch New Zealand October 2009
Integrating new technologies to empower learning and transform leadership

2. http://www.flickr.com/photos/fofurasfelinas/54837986/sizes/m/
Leading Change:
Herding Cats is
easier
Dr Cheryl Doig
Integrating new technologies to empower learning and transform leadership

3. www.rata.org.nz

4. http://www.flickr.com/photos/66164549@N00/2487291985/
Have a good hard look at yourself…

6. The Johari Window
Known Ask/Inquire Unknown
by Self by Self
Known by
Others Open Area Blind Area
Feedback
Sh
Tell/advocate
Self Disclosure
ar
ed
di
sc
ov
er
y
Self Discovery
Unknown
by Others Hidden Area Unknown Area

7. The Johari Window
Known Ask/Inquire Unknown
by Self by Self
Known by
Others Open Area Blind Area
Feedback
Sh
Tell/advocate
Self Disclosure
ar
ed
di
sc
ov
er
y
Self Discovery
Unknown
by Others Hidden Area Unknown Area

8. “If there is
anything that we
wish to change in
the child, we
should first
examine it and see
whether it is not
something that
could better be
changed in
ourselves.”
(Carl G Jung, 1875-1961, Swiss psychiatrist and humanist, written in 1932.)

9. Getting THOSE people to
change…

10. No easy answers…
Technical problem Adaptive challenge
Clear problem Complex and
definition and requires learning -
solutions that can can only be
be resolved through addressed through
current know-how changes in people’s
priorities, beliefs,
habits & loyalties
Heifetz, Grashow & Linsky, 2009

11. Adaptive
leadership is the
practice of
mobilising
people to tackle
tough challenges
and thrive.
Heifetz, Grashow & Linsky, 2009

12. 1. Pull don’t push
2. Create from relevance
3. Stop calling them ‘soft’ skills
4. Allow for variation
5. No more sage onstage
6. Teachers are designers
7. Build a learning community
8. Be an anthropologist not an archeologist
9. Incubate the future
10. Change the discourse
http://www.metropolismag.com/cda/story.php?artid=3714

13. Teachers are designers
Let them create. Build an environment
where your teachers are actively
engaged in learning by doing. Shift the
conversation from prescriptive rules to
permissive guidance. Even though the
resulting environment may be more
complicated to manage, the teachers
will produce amazing results.

15. Achieving the Tipping Point

16. Innovators Early Adopters Late Majority Laggards
Venturesome, Respect, more Skeptical, cautious Traditional,
risky, can cope integrated into the focussed on past
May adopt because and interact with
with uncertainty system
of increased like minds
Can understand & “The individual to network pressure
apply complex check with” from peers or for Suspicious of
technical economic necessity innovations and
Not so far ahead change agents
knowledge
so serve as a role The weight of
Not always model systems norms Limited resources
respected by others needs to favour an leads to
Plays an important cautiousness
in the system innovation before
part by decreasing
they are convinced Can change when
Plays an important the uncertainty
role as gatekeeper - and conveying a Means that most they can see what
bringing in new subjective uncertainty must be is happening and
ideas from outside evaluation through removed before it fits with their
the system interpersonal they feel safe cultural values
networks
Rogers (1995) Diffusion of Innovation

17. Adaptive Leadership
• Live with disequilibrium
• Develop a culture where issues can be
raised openly
• All are responsible for the future
• Leadership capacity is developed
• Continuous improvement and reflection
Heifetz et al 2009

18. Change Management
• What is it like in the shoes of the other
people?
• How do you encourage others to take
informed risks?

20. Five Dysfunctions
• Trust - How comfortable are you saying to
your team - “I don’t know.”
• Conflict - respectful dialogue? Non-
confrontation? Welcome debate?
• Commitment - dialogue and discussion - then
nail it
• Accountability - all confront issues
• Results - how do you know if your team is
successful?

22. What does the data
show you?
What would be your
next steps?
What about your
organisation?
Here’s what
So what?
Now what?

23. Have the conversation…
Error 1: “So how’s it going?”
Error 2: The Oreo cookie
Error 3: Too many pillows
Error 4: Writing the script in advance
Error 5: Machine-gun Nelly
-Susan Scott - Fierce Leadership

24. Thriving organisations
• Build on the past
• Discard what doesn’t meet needs
• Create the new and challenges the future

25. What is essential to preserve and what is
expendable?
Helps Hinders
Harness

26. Relationships are key…
Joan Dalton and David Anderson www.plotpd.com

27. Life is curly.
Don't try to
straighten it out.
-Susan Scott
Fierce Conversations

29. For more information…
www.thinkbeyond.co.nz
c.doig@thinkbeyond.co.nz