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Developing a Roadmap that Shows the Way. Yesterday: The Moon. ~ Alfred North-Whitehead. The art of progress is to preserve order amid change and preserve change amid order. Values and Beliefs. Airwalk Keeping an eye on the mainstream and then becoming it. - PowerPoint PPT Presentation
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Developing a Roadmap that Shows the Way
Yesterday:
The Moon
The art of progress is to preserve order amid changeand preserve change amid
order. ~ Alfred North-Whitehead
Values and Beliefs
Airwalk
Keeping an eye on the mainstream and then
becoming it.
What does this place care most about?
There should be a pervasive and consistent answer.
Values:
Non-Negotiable
The glue
Reflect Intentions
Values underlie Action!
Johnson and Johnson:
Tylenol
What Do We Value?We put service to students
above all else.We take responsibility for
the success of all students.We care passionately about
our work with children.We build strong, positive
relationships with students, staff, parents, and community.
We model and promote civility and integrity.
Take a Tour:Everyone is out of the building what are the symbols, the artifacts that convey what this place values?
Watch people and describe what is valued in your school.◦ What are the topics of conversation?◦ What is said about our professional practice?◦ How do we talk to our kids?◦ How do we describe our kids?◦ How do we work together or separately?◦ Do we share our practice?◦ Do we really value learning or just learning for kids?
CurrentState
CurrentState
BeliefsValues
Anthropologist
Stanford and prison experiments
The success of an organization is measured by how fervently it
implements its values.
Cumulative Continuity
= Sustainability
Absence of Leadership in Value Determination
= Organizational Drift
MissionManagement of AttentionManagement of MeaningManagement of Self
MissionMission creates defined priorities and
these help create focus for the organization.
Missions build vertical and lateral capacity.
Constancy of Meaning
CurrentState
Quality of Organizational
Life
Mission
BeliefsValues Anthropologist
There is a subtle difference between mission and a promise. A mission is something you strive to accomplish-a promise is something you are compelled to keep. One is individual, the other is shared. When a mission and a promise are one and the same…that’s when mountains are moved and races are won.
Personal Purpose Alignment to
OrganizationalPurpose
Johnny the Bagger
http://www.stservicemovie.com/
Preferred Future
CurrentState
Mission
Values create commitment for the mission.
Intensity is incomplete if you don’t know what you are intense about.
C&O Railroad Transportation
IBM -- hardware /softwareInformation processing
Constancy of Practice
President Kennedy
SputnikMission Vision
Promise and mission merged.
Balcony View
VisionA vision dramatizes new directions that others
might not buy into otherwise.
To inspire change, a vision needs to be concrete, not just motherhood statements.
Sony…..Akio MoritaMade in Japan
Vision: We are striving to become the Picasso’s and Beethovens of electronics.
Values: Creativity Quality of product Will lastService returns our inventoryPeople are valued
“If people don’t have their own personal vision…all they can do is sign up for someone else’s vision.”
Peter Senge
Preferred Future
CurrentState
Quality of O
rganizational
Life
Mission
Transiti
on
State
Absence of Organizational Vision
=Detachment
“ A vision not consistent with values and the way people live each day by day will not only fail to inspire genuine enthusiasm, it will foster outright cynicism”
Peter Senge
The Fifth Discipline
Self Fulfilling Prophecy
PreferredFuture
CurrentState
Quality of Organizational
Life
Transition State
BeliefsValues
Beliefs Values
PreferredFuture
CurrentState
Quality of Organizational
Life
Transition State
BeliefsValues
Beliefs Values
“The Tipping Point”Malcolm Gladwell
Gonorrhea Epidemic
New York City Crime Rate
How do you know your organization has made progress?
Data use is to effect improvement and to measure progress.
Yale University
Tetanus Shots
Where are the small wins?
How do you know when to celebrate?
Goals?
Objectives?
Action Steps?
Data EvaluationAction PlanResourcesIncentivesSkillsVision Results
Data Action PlanResourcesIncentivesSkillsVision Assumptions
Data EvaluationResourcesIncentivesSkillsVision False Starts
Data EvaluationAction PlanIncentivesSkillsVision Frustration
EvaluationAction PlanResourcesIncentivesSkillsVision Perception
Data EvaluationAction PlanResourcesIncentivesSkills Confusion
Data EvaluationAction PlanResourcesIncentivesVision Anxiety
Data EvaluationAction PlanResourcesSkillsVision Gradual Change
Getting Results
Routine work drives out non-routine workand
smothers creative planning/thinking and in doing so
stiflesFundamental change.
Planning can be a powerful tool of
leadership…
or a destructive waste of time.
48
The Plans We Love to Hate
Schmoker (2004) – “idle paperwork…little impact on classroom practices”
Pfeffer & Sutton (2000) – “ritualistic exercise disconnected from operations”
4
Why We Must Change: TheKnowledge-Implementation Gap
Our Implementation with No New Knowledge
50
What Plans Can and Can’t DoCAN’T
Create impact without action
Operate independent of leadership
CANFocus attention on
prioritiesDefine progressCreate
accountabilityDirect resource
allocationEnable learningAlign data
collection
The Tipping Point
Baltimore Needle Replacement
Three Key FunctionsSetting Direction
Developing People
Redesigning the Organization
TRANSFORMATIONAL LEADERSHIP…requires leaders to function like organization
designers. “This means that they make clear the emerging values and norms of the organization. They involve themselves in the culture of the organization and help shape its meaning. People need to know their roles and understand how they contribute to the greater purposes of the organization.Northouse, 2007
Possible perceptions of principal leading 2nd order change
Team spirit, cooperation, and common language have deteriorated as a result of the innovation (Culture)
Communication has deteriorated as a result of the innovation (Communication)
Order and routine have deteriorated as a result of the innovation (Order)
The level of input from all members of the staff has deteriorated as a result of the innovation (Input)
55
“Strategy is interesting…
but implementation is
everything!”
- Peter Drucker
56
Context is EverythingGood Samaritan
The Tipping Point
57
Kitty Genovese
The Tipping Point
58
What the Context ImpliesIntention, purposefulnessAccountability for resultsProof
Organizational Mission
“What is our organization’s
purpose?”
Organizational Values/Beliefs“What do we value/believe about teaching, learning,
professional development, and the process of change?”
Knowledge of Best Practice
“Do we understand best educational
practice and systemic change?”
Commitment to Best Practice
“Are we dedicated to the study of best
practices and to the systemic processes for
change?”
Organizational Vision
“What do we want our organization to look like
over the next few years?”
Assess School Action Plan
“How much of the plan have we
accomplished?”
Baseline Data About Current Practice
“What do we look like as we begin the
process?”Organizational Goals
“How can we accomplish our
organization’s vision?”
Periodic Assessment
Practice“What data do we regularly collect and analyze?” Organizational
Component Focus TeamsWhat functions of our
organization are necessary for
effectiveness (e.g., Curriculum, Leadership, Facilities, Professional Development, etc.)?”
Design Organizational Action Plan
“What objectives, tasks, responsibilities, and
timelines are necessary to accomplish our
goals?”
Implement School Action Plan“How do we collectively
implement our action plan?”
60
Inside Passage
Roland Barth
Purposeful Community:
Is one with the collective efficacy and capability to develop and use assets to accomplish goals that matter to all community members through agreed-upon processes.
Patrick Lencioni The Five Dysfunctions of a Team
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Operational
Instructional
TeamsWorking Groups
The Challenges Inherent in Any Change Process
Can you generate a sufficient sense of urgency to overcome inertia?
Can you achieve consensus among stakeholders on the conditions that need to be changed?
Can you avoid harming those who benefitted from the status quo?
True Leadership is Risky Business
“When exercising leadership, you risk getting marginalized, diverted, attacked, or seduced. Regardless of the form, however, the point is the same. When people resist adaptive work, their goal is to shut down those who exercise leadership in order to preserve what they have.”