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Waking the Sleeping Giant: Empowering Change in your Organization

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Environmental Scanning Citizens Advisory Committee represents pulse of the community Focus groups Appreciative Inquiry for Future State Initiatives Demographic ... – PowerPoint PPT presentation

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Title: Waking the Sleeping Giant: Empowering Change in your Organization


1
Waking the Sleeping Giant Empowering Change in
your Organization
2
How many of you are currently engaged in a change
effort?
3
How many of you are currently engaged in a
change effort?
Change does not happen to us, it is
something we do.
4
How do you do it?
5
Stages of the Systemic Change Model
Question Developmental Stage 1. What
is it? Concept Development
6
Stages of the Systemic Change Model
  • Question Developmental Stage
  • 1. What is it? Concept Development
  • Why should we do it? Value Development

7
Stages of the Systemic Change Model
  • Question Developmental Stage
  • 1. What is it? Concept Development
  • Why should we do it? Value Development
  • Can it be done? Vision Development

8
Stages of the Systemic Change Model
  • Question Developmental Stage
  • 1. What is it? Concept Development
  • Why should we do it? Value Development
  • Can it be done? Vision Development
  • How do you do it? Skill Development

9
Participants of the Systemic Change Model
Trailblazers Pioneers Settlers Sit-at-home Saboteu
rs
10
Trailblazer
  • Prepared to go where no one else has gone.
  • Excited and self motivated. Go it alone.
  • Needs only a vision and the opportunity.
  • Innovative and self reliant.
  • Require little support,


    encouragement or protection.

11
Pioneers
  • Travel behind trailblazers in small clusters.
  • Need vision and the concept developed.
  • Require some support, encouragement and
    protection.

12
Settlers
  • Travel behind Pioneers in larger bunches (wagon
    trains).
  • Require extensive support, encouragement, and
    protection.
  • Strong leadership is required to sustain
    efforts.
  • Frustration is normal and should be expected.

13
Sit at Home
  • Passive resistors to change efforts.
  • Supportive, but do not want to participate
    personally.
  • Ill support you, but dont ask me to go
  • I think things are just fine.
  • Weve done this before
  • These people are often former Trailblazers and
    Pioneers who have grown weary because of
    ineffective ventures I told you so!

14
Saboteurs
  • Active resistors to change efforts.
  • Non-supportive and do not want anyone to
    participate.

15
How does Successful Systemic Change Occur?
16
Systemic Change-Learning Theory Model
Desired Future
Present
17
Systemic Change- Learning Theory Model
Desired Future
Present
A clear view of the next-higher level of
performance should not be misconstrued as a
straight change path, forward and upward. Duffy
(2003)
18
Systemic Change- Learning Theory Model
Desired Future
Present

frustration
19
Systemic Change- Learning Theory Model
Desired Future
Present
  • Trouble occurs for Settlers in 2-4 years.
  • Things were better before because we knew how to
    do things.

frustration
20
Systemic Change- Learning Theory Model
Desired Future
Present
  • Trouble occurs for Settlers in 2-4 years.
  • Things were better before because we knew how to
    do things.

frustration
  • As we learn and develop new skills, we then move
    back up the learning curve.

21
Systemic Change- Learning Theory Model
Desired Future
Present
frustration
  • Confusion and lack of organization can cause
    Settlers and Pioneers to return to the old
    familiar settings.

22
Systemic Change- Learning Theory Model
Desired Future
Present
CHANGE
  • Clear communication
  • Critical analysis
  • Measurable results
  • Disrupt status quo

23
Systemic Change- Learning Theory Model
Success
Incrementally Sustained Systemic Change
24
Fostering Effective Change
25
Fostering Effective Change
  • Cultivate relationships
  • Leading in a culture of change means creating a
    culture of change Fullan (2001)
  • Power in organizations is the capacity generated
    by relationships Wheatley (1999)
  • Collaboration is the great multiplier

    Duffy (2003).

26
Fostering Effective Change
  • Cultivate relationships
  • Clearly communicate
  • Forecast frequently
    Do not avoid
    conflict Empower with encouragement

27
Fostering Effective Change
  • Cultivate relationships
  • Clearly communicate
  • Develop human capacity
  • Fullan (2001) affirms good leaders foster good
    leadership at other levels.

28
Fostering Effective Change
  • Cultivate relationships
  • Clearly communicate
  • Develop human capacity
  • Institutionalize changes
  • Reinforce policies and procedures
  • Frequently assess progress

29
Fostering Effective Change
  • Cultivate relationships
  • Clearly communicate
  • Develop human capacity
  • Institutionalize changes
  • Monitor/celebrate success

30
Grayson County College
  • collective vision of something akin to
    transformation, or at least significant
    improvement..We want to build an INSPIRED vision
    of excellence for the future of education at
    Grayson College. Lets GO FOR IT!
  • Quote from Citizens Advisory Committee member

31
Inside-Out Transformation
  • Facilities Renewal Brick and Mortar
  • Organizational Design Heart and Soul

32
Strategic Leadership by Design
  • External
  • Citizens Advisory Committee
  • Leadership Summit
  • Internal
  • College Effectiveness Council
  • Goal Teams
  • Value
  • Team Values
  • Staff Development Resource Team

33
Citizens Advisory Committee Charge
  • With the end goal of advising and providing
    recommendations to the Trustees, the charge of
    the Citizens Advisory Committee is to
  • With the assistance of College staff and
    consultants, become familiar with the current
    state of Grayson County College
  • Identify and/or assess opportunities for the
    College to optimize its effectiveness within the
    context of its mission
  • Determine and prioritize facility improvements
    and/or additions necessary to optimize the
    Colleges mission-effectiveness and
  • Identify the most viable strategy for funding
    those improvements and/or additions.

34
Environmental Scanning
  • Citizens Advisory Committee represents pulse of
    the community
  • Focus groups
  • Appreciative Inquiry for Future State Initiatives
  • Demographic Analysis Enrollment Projections
  • Telephone Survey Poll

35
Citizens Advisory Committee
  • Accountants
  • Executives
  • Day Care Owners
  • Students
  • Manufacturing Reps
  • Media Reps
  • Financial Planners
  • Educators
  • Small Businesses

Ministers Health Care Reps Economic
Developers Bankers Service Industry Reps Travel
Industry Reps Insurance Agents Realtors Civic
Agencies
36
Leadership Summit
  • Partnerships
  • Among Cities and Colleges
  • Among Public Schools and Colleges
  • Between Colleges
  • Among Business/Industry Workforce Education

37
Leadership Summit
  • Cities and Schools explore the logistics of
    housing GCC administration, city hall, school
    districts, Chamber of Commerce in one facility.
    This arrangement would foster better
    communication, internships, and more. Create a
    center of school, city, county, college
    administration. Get more information about our
    graduates to business and municipalities, which
    would foster internships, and job opportunities.

38
Leadership Summit
  • CCCC and GCC work together to offer technical
    programs to North Texas region and to develop 22
    articulation agreements with 4-year institutions.
  • Enhance dual credit offerings by combining
    advanced placement and dual credit and developing
    an individual plan for each school district.
    Provide incentives for teachers to get
    credentialed and/or to teach dual credit.

39
Leadership Summit
  • Develop partnerships between high schools and
    colleges to provide many more opportunities for
    students who are interested in a career or
    technology program.
  • Build Economic Development Alliances between
    schools, colleges, and economic development
    entities to promote seamless connection between
    college curriculum and needs of emerging
    industries

40
Internal Perspective
  • Solid Ground
  • College Effectiveness Council
  • Goal Teams
  • Staff Development Resource Team

41
GCC Financial Condition Solid Ground
  • Revenue Mix
  • Fund Balances or Operating Reserves
  • Focus on Facilities Renewal

42
College Effectiveness Council
  • www.grayson.edu/stark/CEC.asp

43
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44
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45
Admissions Records Retreat
  • Entering applications
  • Residency requirements
  • Texas Success Initiative/GCC policy
  • Admission requirements for all classifications
  • Required documents for all classifications
  • Document tracking/missing info letter
  • Application acknowledgements/acceptance letters
  • Migrating files to the Regmenu
  • Comm flow for admitted vs. accepted files
  • GIVE EACH OTHER
  • A HAND
  • Saturday cross-training retreat
  • March 3, 2007 9 am 4 pm
  • GCC Boardroom (lunch provided)

46
CEC Team Values
  • Be present.be involved
  • Be open minded
  • Not self-serving
  • Respect time
  • Be prepared
  • Have fun
  • Be productive
  • Dont take things personally
  • Trust
  • Positive Attitude
  • Share
  • Compromise
  • Gather facts
  • Integrity (Do the right thing consistently)
  • NO BLAME
  • See end result, fruition
  • Be committed and loyal to the CEC, colleagues and
    process
  • See the big picture/little picture

47
Are you currently engaged in a change effort?
48
Are you currently engaged in a change effort?
Change does not happen to us, it is
something we do.
49
References
  • Donaldson, G. A. (2001). Cultivating leadership
    in schools connecting people, purpose, and
    practice. New York Teachers College Press.
  • Duffy, F. M., Dale, J. D. (2001). Creating
    successful school systems Voices from the
    university, the field, and the community.
    Norwood, MA Christopher-Gordon.
  • Duffy, F. M. (2003). Courage, passion, and
    vision a guide to leading systemic school
    improvement. Lanham, MD The Scarecrow Press.
  • Duignan, P., Bhindi, N. (1996). Authenticity in
    leadership An emerging perspective. Journal
  • of Education Administration, 35(3), 195-209.
  • Center for Leadership in School Reform- Phil
    Schlechty, Director
  • 950 Breckenridge Lane 200
  • Louisville, KY 40207
  • Short, P. M. (1998). Empowering leadership.
    Contemporary Education, 69(2), 70-72.
  •  
  • Short, P. M. Johnson, P. E. (1994). Exploring
    the links among teacher empowerment, leader
    power, and conflict. Education, 114(4), 581-594.
  • Starratt, R. J. (2001). Democratic leadership
    theory in late modernity an oxymoron or ironic
    possibility?. International Journal of Leadership
    in Education, 4(4), pp. 333-352.
  • Wheatley, M. J. (1999). Leadership and the new
    science Discovering order in a chaotic world.
    San Francisco, CA Berrett-Koehler.
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