Managing a Second Order Change

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Managing a Second Order Change

• Antelope View Charter School
• Mary Navarro, Director

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Session Outcomes

• Increase awareness and understanding of
• Change theories
• Managing a change initiative
• Leadership behaviors that can impact the success
  of a second order change initiative

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Agenda

• Review of Change Theories
• Human Response to Change
• Effective Leadership Skills
• Tools for Implementing a Second Order Change
• Open Form Questions, Answers and Comments

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Activity 3-5minutes

• Find some one you do not know. Introductions are
  appropriate.
• Discuss Why no one likes to be told to change.
• Identify 1-3 reasons.
• Be prepared to share 1 reason from your
  discussion with your partner.

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Current Environment

• Higher expectations
• Greater accountability
• Rapid increase in information
• Public scrutiny
• Work overload

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Preparing for the Future

• We are at that very point in time when a
  400-year-old age is dying and another is
  struggling to be born-a shifting of culture,
  science, society and institutions-enormous
  change, greater than the world has ever
  experienced.
• Dee Haycock, Evolution of Organization and
  Change Management

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KAIZAN

• The Japanese have a term called "kaizan" which
  means continual improvement.
• It is a never-ending quest to do better.
  People/organizations do better by changing.
• Standing still allows competitors to get ahead of
  you.

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ADKAR ModelBy Prosci

• Awareness of why the change is needed
• Desire to support and participate in the change
• Knowledge of how to change
• Ability to implement new skills and behaviors to
  sustain change
• Reinforcement by catching people doing things
  right

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A Formula for ChangeKnown as Gleichers Formula

• In order for meaningful changes to occur
• Recognition of organizational dissatisfaction or
  dysfunction
• Clarification of vision for the future
• Identification of benefits
• Formulation of immediate, tactical action
• The change initiative must be stronger than the
  resistance within the organization.

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Change is approached as External

• Change is situational the new site, the new
  boss, the new team roles, the new policy.
• The focus of a change is a new outcome.

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Formative Period of Organizations

• This is when a new organization is just getting
  started. Although there is a founding vision (the
  purpose of the organization), there are no formal
  definitions.
• This is just as well because normally there is
  experimentation and innovation taking place.
• These changes of creativity and discovery are
  needed to overcome obstacles and accomplish
  breakthroughs.

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Rapid Growth Period of Organizations

• Direction and coordination are added to the
  organization to sustain growth and solidify
  gains.
• Change is focused on defining the purpose of the
  organization and on the mainstream business.

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Mature Period of Organizations

• The strong growth curve levels off to the overall
  pace of the economy.
• Changes are needed to maintain established goals
  and to assure maximum gains are achieved.

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Declining Period of Organizations

• This is the rough ride. For many organizations it
  means down-sizing and reorganization.
• To survive, changes include tough objectives and
  compassionate implementation.
• The goal is to get out of the old and into the
  new way of thinking.

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Factors That Impact Leadership

• Focus of the change initiative
• School practices
• Classroom practices
• Student characteristics
• Magnitude of the change initiative
• Create a demand
• Implement
• Manage transitions
• Mentor and evaluate

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Change inevitably represents risk, loss and
fear- a triumvirate never associated with
popularity.

• Make the case for change compelling and
  associate it with moral imperatives rather than
  compliance with authority.

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Change is Internal Managing Transitions by
William Bridges
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Activity How do you respond to change?

• When it comes to change, are you most like a
• Tigger who jumps in
• Eeyore who anticipates problems
• Rabbit who analyzes
• Pooh who hopes for the best
• Piglet who tries to make peace
• In your group, identify the typical traits of
  your characters response to change.

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The magnitude of change is determined by the
implications it has for the people expected to
implement it or those who will be impacted by
it.The same change can be perceived differently
by different stakeholders.
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Common labels describing types of change

• Incremental vs. Fundamental
• Technical vs. Adaptive
• Continuous vs. Discontinuous
• First order vs. Second order
• Preference for this label based on the
  implications of change rather than the type of
  change

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Five Stages of Human Responseby Elizabeth
Kubler-Ross

• Denial- This cant be real stage.
• This is not happening. There must be a mistake.
• Anger- The Why me? stage.
• How dare you do this to me!
• Bargaining- The If you do this for me, I will do
  that stage.
• Let me keep my old privileges and I may buy
  in.
• Depression- The defeated stage.
• I cant bare to face going through this.
• Acceptance- The This is going to happen stage.
• I am ready. Like it or not

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The Spencer Stuart 8-Point Plan for the First
Hundred Days
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Managing Transitionsby William Bridges

• Transitions are internal people have to reorient
  themselves psychologically to changes.
• Transitions begin with endings and leaving the
  old situation behind.
• Unless there are Transitions nothing will be
  different when the dust settles.

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Managing the Neutral Zone

• Be consistent
• Ensure some quick successes
• Symbolize the new identify
• Celebrate success
• Unload old baggage
• Rebuild trust
• Postpone extra change
• Build resiliency
• Establish change/improvement
• as a norm

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Types of ChangeSchool Leadership That Works by
Marzano, Waters McNulty

• First Order Change is incremental or the next
  most obvious step
• Leadership is focused on daily management
• Common Mistake is to approach all or most
  problems as if they are a first order change

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Types of ChangeSchool Leadership That Works,
Marzano, Waters McNulty

• Second Order Change is a dramatic departure from
  what is expected, both in defining a given
  problem and finding a solution.
• Leadership is focused on a new vision, mission
  purpose and direction.

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The Fixer Upper

• Sometimes it is easier to start new than to
  remodel or retrofit a change.
• Share with a table partner the advantages and
  challenges for each?

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First or Second Order Change?Do stakeholders
perceive the change as

• Extension of the past?
• Consistent with prevailing organizational norms?
• Congruent with personal values?
• Easily learned using existing knowledge/skills?
• First Order
• Implications

• A break from the past?
• Inconsistent with prevailing organizational
  norms?
• Incongruent with personal values?
• Requiring new knowledge/skills?
• Second Order
• Implications

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Instead of predictions, use scenarios.

• Identify predetermined factors
• Clarify uncertainties
• Spot and anticipate changes and trend
• Create contingency plans to thrive, not just
  survive the future

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Almost anything is easier to get into than out
ofPLAN!

• Sell the problem that is the reason for change
• Analyze who stands to lose something under the
  new system
• Figure out exactly what behaviors and attitudes
  will have to change
• Talk about transitions and change and how it
  affects people
• Talk to individuals
• Build teams
• Hold regular meetings

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Effective Leadership PracticesThe Leadership
Challenge by Kouzes and Posner

• Model the way
• Inspire a shared vision
• Challenge the process
• Enable others to act
• Encourage the heart

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Warning Know The Problem

• Clarify the problem for yourself
• Use data, examples, case studies and individuals
  perspectives
• Dont rush to solutions alone-collaborate and
  discuss
• Have the staff clarify the problem for themselves
  
• Solicit problem solvers within the ranks

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21 Leadership ResponsibilitiesMcREAL/Marzano

• Affirmation
• Change agent
• Communication
• Contingent reward
• Culture
• Discipline
• Flexibility
• Focus
• Ideals and beliefs
• Input
• Intellectual stimulation

• Involvement
• Knowledge
• Monitor and evaluate
• Optimize
• Order
• Outreach
• Relationships
• Resources
• Situational Awareness
• Visibility

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Leadership Responsibilities Activity

• Using the cards
• Consider each leadership responsibility
• Match each one with its corresponding description
• Match each one with its corresponding practice.
• Debrief

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7 Leadership Responsibilites Positively
Correlated with a Second Order Change

• Knowledge of Curriculum and Instruction
• Optimize
• Intellectual Stimulation
• Change Agent
• Monitor and Evaluate
• Flexibility
• Ideals and Beliefs

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4 Responsibilities Negatively Impacted by a
Second Order Change

• Culture
• Communication
• Order
• Input

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Managements Role

• Detect trends and changes in the environment and
  context. (the WHY)
• Estimate impact on employee behaviors, work
  process, technological requirements and
  motivation.
• (the WHO and WHAT)
• Craft support programs for workers as they go
  through the process of the change. (the HOW)
• Implement, disseminate and monitor and adjust.
  (targeted change)

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Managers are people who do things right while
leaders are people who do the right thing.
Warren Bennis, Ph.D. On Becoming a Leader
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• Define goals
• What do we need to achieve?
• Establish trust
• How can we win the hearts and mind of our
  stakeholders?
• Develop a common vision
• What do we want to create together?
• Experiment, facilitate and review
• What needs to change? What works and what does
  not?
• Communicate
• What is the homebase message?
• Provide support
• How can we help you? What do you need?
• Consistently monitor and review for
  effectiveness
• How can we be flexible and still maintain our
  course?

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Five Stages of Change Communication by Peter
Senge

• Selling
• This is the change we want, and we want you to
  come aboard.
• Testing
• This is what we propose. Please try it and check
  if it works
• Consulting
• We know the direction, but we need you advice.
• Co-Creating
• We know we need to change. We dont know the
  way. Lets create the future together.
• Telling
• This is what I want. You better follow me or
  better leave

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Leadership is ultimately about creating a way for
people to contribute to making something
extraordinary happen. Without credibility, you
cant lead!Organizations are ruled by laws of
complexity. Logic does not always prevail during
change. There is emotional override to consider
when managing the people side of change.