2 Responses

1. The biggest things that hit me through these readings/videos were the idea that although you seek short term wins, never stop growing, never hit a finish line, look for further ways to incorporate the vision, be a life long learner and grow. It hit me the idea that when you stop and celebrate before it is engrained this is when results stop, change stops and you can sink back to square one. I have seen this a lot but having it spelt out was significant especially when it shows the lifespan of change.
   Also the idea of not just having urgency but creating it, I found key. Seeing leaders utilise this to create a better momentum for change.
   The idea that has been reiterated throughout many modules of being a leader, having the knowledge and confidence to walk the talk as you need to embody the change yourself for others to be inspired to follow. Also the leadership communications – I found the strategies that were mentioned I have seen a lot. I appreciated and see the purpose of communicating in the daily activities linking these things back to the vision to show purpose the WHY. This not only would spark motivation but also help create the rituals and culture around what we do.
   Lastly, creating a clear vision. I appreciated the example of the full manual being given. I believe at times we can ‘over explain’ in an attempt to justify change. I feel the reminder of concise and clear vision was important.
   Being in a Deaning space I have not had the time to develop a change as of yet. I feel to prepare for this possibility it is important to continue to add to my kite of knowledge and PLD is important. I am going to try and utilize goals and the concept of creating clear visions. Within my role of Year 9 Dean I want to do this for our year level – have a shared vision for the year and everything we do in Year 9 links back to our vision. This I understand is a little different than intended but I do see that this will be useful in working on communication channels and sharing common goals and getting others on board.
   Working on collaborating with staff is key, I can be stubborn within myself of doing it all, working on incorporating key staff and having people on board is definite work on, one that will be front and center as I take on my new role next year.

   *Have not been able to get a response from my Learning partner yet but will edit this post once I have.

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2. The reading is a challenging one (not to read, but one that challenges you as you read it).

   Right away, the first major error is not establishing a sense of urgency. The major reason for this is trying to get people out of their comfort zones, and this not happening. Not establishing urgency is definitely something that I have been guilty of in the past. Upon reflection, people need to know the purpose of change to accept, adopt and embrace change. Giving purpose can be the most simple yet effective way to motivate. As said in the reading, without motivation, people won’t help and the effort goes nowhere.

   It was fascinating to read that the more successful organisational change witnessed all started with a frank conversation regarding some potentially unpleasant facts. This is a step that can be difficult. Building trust (trust being our currency) means that these conversations are built on respect, and they can happen without fear of negatively affecting the relationships.

   The second aspect is to form a guiding coalition of change. Too often, I have found myself thinking I have to ‘shoulder the burden’. No doubt this has been detrimental to any change or initiative I have attempted to put in place. It also doesn’t build trust. Managing the change, it would seem, would put one on the outside of the ‘coalition’.

   Leading change, according to points three and four, is about having a clear, meaningful vision that people can buy into, and communicating that vision/purpose effectively. Communication needs to be clear, regular and truthful. It also cannot be from just one person. Using the coalition, not shouldering the load, this is important, clearly, in leading change. Not only does communication happen in words, but in deeds.

   However, what really stuck out to me was that change needs to become part of the culture (the change being administered that is). This requires constant addressing, given staff turnover, changes in education, more changes, pressures to perform, and all the other aspects of education that the reading doesn’t acknowledge, but are very real.

   The essential skills for change are clearly communication of purpose, creation of vision, consensus building and team building (selecting the right people to be part of the driving force behind change).

   I think the creation of culture that supports change is incredibly complex. Communication, again, is really important, but high trust is really important. To be frank, there are many of the aspects spoken about in previous modules as well that tie into a culture of change. Consensus building, and regular check ins, support and having ‘change champions’ means that more people will be willing to change too.

   There is plenty I need to develop. That will never stop. However, the biggest aspect is probably communicating the vision effectively. Vision and purpose is not something that I struggle with. However, others around me may not see the vision/purpose and I feel that continued, regular communication of the vision, combined with actions that share the vision of change, is the aspect I will look to develop.

   Currently, I am leading a team implementing changes in writing. It will be interesting to look at recent results of a feedback seeking survey to see if the teachers we lead have a clear sense and understanding of the purpose. This module has really made me reflect on this.

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