ChangeManagement概要1.pptVIP

CHANGE MANAGEMENT The School Leader as Change Agent MOST SCHOOLS HAVE BEEN DESIGNED TO SOLVE YESTERDAY’S PROBLEMS, RATHER THAN CAPITALIZING ON TODAY’S OPPORTUNITIES TO EFFECTIVELY CONFRONT THE ISSUES OF TOMORROW THAT WHICH GOT US WHERE WE ARE IS NOT VERY LIKELY TO GET US WHERE WE WANT TO GO! PEOPLE USUALLY SUPPORT IMPROVEMENT --IT’S CHANGE THEY DON’T LIKE! “THERE IS NOTHING PERMANENT EXCEPT CHANGE” Barriers to Change Why do people resist change? The status quo provides a certain comfort zone Need for stability Need for predictability Fear of the unknown Others??? Model of Employee Decision to Actively Resist an Organizational Change Effort Tools to Facilitate Change Managing Complex Change Force Field Analysis Consensus Building Management of Complex Change: Critical Components Vision –Strategic Planning Skills Incentives Resources Action Plan Management of COMPLEX CHANGE Management of Complex ChangeActivity With a person sitting next to you, go through the complex change matrix with this situation: You are asking every staff member to incorporate cooperative learning strategies into their lessons. Decide what must be done to make sure each component of the matrix has been addressed. Force Field Analysis:Critical Components Desired Change Driving Forces –Favoring Change Restraining Forces –Resisting Change Equilibrium or Current Status FORCE FIELD ANALYSIS Force Field AnalysisActivity With a person sitting next to you, work with the force field analysis using this situation: You have decided to ask staff to help you increase parent involvement at your school. What are the driving and restraining forces involved? How can you increase the driving forces and decrease the restraining forces? How Can Leaders Best Support the Improvement Effort? (From McREL, 2000) I. Recognize the Differences Between Leadership Management II. Give Up the Notion of the “Hero-Leader” III. Develop Broad-Based Leadership IV. Encourage Individual Initiative V. Develop a Lear