Leading through change for oml extras

Editor's Notes

1. Video: http://www.change-management-consultant.com/john-kotter.html Change upsets our understanding of the reality of things Change requires risks Change unhinges us – it requires new behaviors Is made by individuals, then organizations Is a highly personal experience for those involved Involves gradual growth in feelings and skills Is psychological: Has an emotional, feeling component Identify benefits for children and justify the need fir change
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3. Call meetings only when they are needed Task Orientation – Set clear and simple goals. Roles - Assign a unique job to each team member. Share Ideas – Brainstorm methods Feedback – Share positive, frequent feedback on progress High Expectations – Challenge team members to produce the best work possible From meetings Invite only only those persons needed Keep meetings on track Prepare an agenda Make your goal a short meeting
4. A vision that clearly defines where the organisation is going. Clear and precise plans that take the organisation in the direction it needs to move to achieve the vision. Just because you like your vision, it doesn't mean that other people will. People are resistant to change. Such is the emotional energy which is invested that any teacher inevitably becomes emotionally invested in their current practice. People resist to change because: They Feel they will suffer Solicit employee input The Organisation does not communicate clearly – You should Script a clear, logical message They Perceive more work with few opportunities – You should Provide rewards and incentives They are Required to give up ingrained habits – You should Identify new behaviors to support the change The Organisation lacks adequate rewards – You should Develop rewards aligned with the change The Organisation lacks sufficient resources – You should Prioritise work based on available resources
5. Build a guiding coalition that represents all levels of the organisation. During this step it is essential to acquire the cooperation of many individuals and to ensure they are motivated to participate Quote John P Kotter: If you can't communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not done! Try new and different methods for sharing the vision. · Use every vehicle possible to communicate the strategies for achieving it. · Teach new behaviours by the example of the guiding coalition. Empower Others to Act On the Vision · Action is essential in getting rid of obstacles to change and in time, the big ones must be confronted and removed. · Empower people to maintain the credibility of the change effort as a whole, to try new approaches, to develop new ideas, and to provide leadership. · Change Systems and structures that seriously undermine the vision. · Encourage risk taking and non-traditional ideas, activities, and actions.
6. Identify the what and why of the change. Target specific results. Don’t dump information on people. Welcome questions and feedback. Acknowledge the feelings associated with the change
7. It takes a lot of careful planning and persuading to implement any change. Is 80 percent leadership- establishing direction, aligning, motivating, and inspiring people- And 20 percent management - planning, budgeting, organizing, and problem solving Unfortunately, in most of the change efforts, these percentages are reversed Reward employee involvement - Create a relation between change behaviours and success Balance short-term goals with long-term vision - Utilize short-term gains as reminders
8. It is essential to gather information which will enable you to assess the effectiveness of your teaching and the change achieved. The purpose of the change should be to improve and enhance your teaching so you should reflect on that. Reflection is more than just ‘thinking’; it requires the ability to critically assess, analyse and review all aspects of your teaching Set aside some time soon after your session to address these issues. If possible, keep a diary to record your reflection and refer to this in future. It’s also a good idea to take into account the opinions of others. For example, you could encourage colleagues to offer observations on your performance.
9. Change efforts fail at the first critical step - establishing a sense of urgency Too often leaders launch their initiatives by calling a meeting then expect people to “buy-in”
10. Most leaders under-communicate their change vision by a factor of 10 An effective change vision must include new, aligned behaviors Leading by example People watch their colleagues very closely Inconsistent behavior by a leader fuel the cynicism and frustration
11. It is important to celebrate results but underestimating the difficulty and duration of organizational transformation can be catastrophic If you settle for too little too soon, you will probably lose it all Celebrating incremental improvements is good to mark progress and sustain commitment - but don't forget how much work is still needed