Apologies, this was not posted yesterday due to illness!
Module 9: Whakataurite i ngā Huringa (Navigating Change in Education): This module equips you with the knowledge and skills to effectively navigate and lead change within the education system, fostering a culture of continuous improvement while ensuring the wellbeing of staff and ākonga.
“Titiro whakamuri, kōkiri whakamua”
“Look back to the past, strive for the future.”
Due: 8th September
Module Objectives:
- Understand the change process.
- Develop change management strategies.
- Build a shared understanding of the need for change.
- Lead and support staff through the change process.
- Evaluate the effectiveness of change initiatives.
A Harvard University study published twenty years ago, and various other research sources, such as the more recent study by David Leonard and Claude Coltea from Gallup, (published in Business Journal in 2013), estimate that 70% of all change initiatives in schools fail. As recently as 2016 in New Zealand this statistic was still quoted as relevant to understanding sustaining change in the presentation by Randy Pennington, Business Strategist and author, to NZSTA and available here: https://vimeopro.com/nzsta/govtalks/video/145795736.
The National Aspiring Leaders programme is committed to supporting delegates and ensuring growth in leadership skills, in this case by reflection on your role in change practice in your school. This will be achieved by supporting your exploration of change research sources against your current experience, particularly of change management and change leadership.
Reading: https://drive.google.com/file/d/1YcwSPqd5k3yWUMe1yFIvEz3-ulMqwQJE/view?ts=689bc6d8
Task: Reflect on this reading in light of your own practice and discuss your reflections with your learning partner. Post on the forum as a partnership, your joint reflections. You may use some of the following prompts to support your reflections:
- Understanding of change management vs change leadership
- Essential skills for leaders of change
- Key reflections/learnings about change leadership
- Creating a culture which supports change implementation
- What I need to develop further
Assessment:
- Completion of reading.
- Discussion with learning partner(s).
- Participation in the online forum discussion.
- Submission of reflection on the forum.
One Response
My experience in leading change has shown me that two common pitfalls are closely intertwined: “Not Establishing a Great Enough Sense of Urgency” and “Not Systematically Planning For and Creating Short-Term Wins.” While a leader’s job is to see and communicate the bigger picture—the ultimate “why” behind a change—that vision alone is not enough to motivate a team. A grand vision creates the initial energy and urgency, but a lack of a clear path forward can quickly dissipate that momentum.
The bigger picture is only powerful when it’s broken down into a series of clear, actionable steps. This is where short-term wins become essential. They serve as tangible “goal posts” that give the team a sense of direction and progress. Without a concrete plan that includes expectations and timeframes, the urgency to change can feel overwhelming rather than motivating. A detailed plan ensures that everyone knows their role and the next immediate objective, preventing people from feeling lost or left behind in the change process.
Ultimately, leading change is about more than just communicating a destination; it’s about providing the map and celebrating each milestone along the way. By systematically planning for and achieving short-term wins, a leader can sustain the initial sense of urgency and build the collective momentum needed to make the bigger vision a reality.