(image retrieved from nhsconfed.org)
Prior to this course, I never really believed myself to be a leader. And certainly not a leader that would lead a change within my department. I have always been more of the type that would come up with ideas, share them with someone else, and then let them speak truth into the ideas and enact the change with everyone else. But now here I am, five weeks after this course, Leading Organizational Change began and I am promoting and enacting change within my department. With that said, leading change isn’t as easy as one may think it is, and in order to be successful there are steps that should be followed. The first step being to start with your heart.
Before a change can be made within an organization, the leader must share their why. Highlighting the heart of the matter and sharing with colleagues why these changes should be made will make people more likely to follow along. Simon Sinek (2013) stated “people don’t buy what you do, they buy why you do it.” If you aren’t passionate about what you are doing as a leader, then no one else will be either. Shared on my What’s your Why post, my why explains my purpose, what my process is to work through, and what the result will be.
The next step in leading organizational change is to determine what behaviors and actions are needed to accomplish the change. What type of influence will be needed? Determining what the desired result will be and what vital behaviors are needed in order to have the most impact will assist in influencing change. From there, looking at the six sources of influence (the personal, structural, and social motivation and abilities) will help to maximize your plan. This is called the Influencer Model. My Applying the Influencer Strategy post explains in detail how I plan to use the Influencer Model to enact change within my ePortfolio initiative.
Continuing on my journey of change, the next step is to incorporate the 4DX model. The four disciplines of execution created by Covey, explain how the everyday whirlwind of our lives (both personally and professionally) often distract leaders and interrupt change. In order to maintain focus on the goal, the leader must learn how to narrow their focus. Creating one or two wildly important goals will allow the leader to focus and not get caught up in the whirlwind. The 4DX model then walks you through the execution. My 4 Disciplines of Execution post is a draft right now because it is important to edit my plan with my colleagues so that everyone can feel ownership of the implementation of ePortfolios in their classrooms.
The final step of this class was to discover crucial conversations. While being an agent of change within my department, there will be times when concerns and questions will arise from my colleagues. Some may be more resistant to change then others, some may not share the same enthusiasm as the majority, and some still may not be willing to incorporate technology in their classrooms. Implementing the crucial conversations strategy will assist me in addressing these concerns. Crucial Conversations with my colleagues will help them to feel that they are involved in the process, and their ideas and opinions are important.
In this course, Leading Organizational Change, I have grown to feel confident in the plan that I have developed, and I am excited to see it continue to develop and begin to be implemented. I have already begun to change the way my classroom runs, the way I speak with my students and my colleagues, and the attention I pay to the many different aspects it takes to successfully enact change. Change is difficult for many people, but I recognize now that in order to be successful with my ePortfolio initiative, I will need to approach all of the aspects of change and rely on the resources that I have developed within this course. As the weeks continue to pass, I am looking forward to collaborating with my colleagues and adjusting the traditional learning process that we (teachers and students) have grown accustomed to. I feel like the pieces are coming together.
(image retrieved from enterprise.microsoft.com)
Callibrain. (2015, August 20). Video review for crucial conversations by Kerry Patterson [Video file]. Retrieved from https://www.youtube.com/watch?v=EFaXx3pgaxM&feature=youtu.be
Chesney, C., Covey, S. & Huling, J. (2012) The 4 disciplines of execution. New York, NY: Franklin Covey Co.
Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer: The new science of leading change: 2nd ed. New York: McGraw-Hill Education.
[Photograph of Change] (2015). Retrieved from https://www.nhsconfed.org/resources/2015/10/culture-change-top-tips
[Photograph of puzzle pieces] (2017). Retrieved from https://enterprise.microsoft.com/en-ca/customer-story/industries/manufacturing-and-resources/the-puzzle-pieces-are-coming-together/