Managing Change: Herding Cats is Easier

Christchurch New Zealand October 2009

Integrating new technologies to empower learning and transform leadership

Integrating new technologies to empower learning and transform leadership

Dr Cheryl Doig

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Leading Change:

Herding Cats iseasier

www.rata.org.nz

Have a good hard look at yourself…

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The Johari Window

Open AreaKnown byOthers

Unknownby Others

Unknownby Self

Knownby Self

Ask/Inquire

Blind Area

Hidden Area Unknown Area

Feedback

Shared discovery

Self

Disc

losu

re

Self Discovery

Tell/

advo

cate

The Johari Window

Open AreaKnown byOthers

Unknownby Others

Unknownby Self

Knownby Self

Ask/Inquire

Blind Area

Hidden Area Unknown Area

Feedback

Shared discovery

Self

Disc

losu

re

Self Discovery

Tell/

advo

cate

“If there isanything that wewish to change inthe child, weshould firstexamine it and seewhether it is notsomething thatcould better bechanged inourselves.”

(Carl G Jung, 1875-1961, Swiss psychiatrist and humanist, written in 1932.)

Getting THOSE people tochange…

No easy answers…

Complex andrequires learning -can only beaddressed throughchanges in people’spriorities, beliefs,habits & loyalties

Clear problemdefinition andsolutions that canbe resolved throughcurrent know-how

Adaptive challengeTechnical problem

Heifetz, Grashow & Linsky, 2009

Adaptiveleadership is thepractice ofmobilisingpeople to tackletough challengesand thrive.

Heifetz, Grashow & Linsky, 2009

If learners are to thrive1. Pull don’t push2. Create from relevance3. Stop calling them ‘soft’ skills4. Allow for variation5. No more sage onstage6. Teachers are designers7. Build a learning community8. Be an anthropologist not an archeologist9. Incubate the future10. Change the discourse

http://www.metropolismag.com/cda/story.php?artid=3714

Teachers are designers

Let them create. Build an environmentwhere your teachers are activelyengaged in learning by doing. Shift theconversation from prescriptive rules topermissive guidance. Even though theresulting environment may be morecomplicated to manage, the teacherswill produce amazing results.

Achieving the Tipping Point

InnovatorsVenturesome,risky, can copewith uncertainty

Can understand &apply complextechnicalknowledge

Not alwaysrespected by othersin the system

Plays an importantrole as gatekeeper -bringing in newideas from outsidethe system

Early Adopters Respect, moreintegrated into thesystem

“The individual tocheck with”

Not so far aheadso serve as a rolemodel

Plays an importantpart by decreasingthe uncertaintyand conveying asubjectiveevaluation throughinterpersonalnetworks

Late MajoritySkeptical, cautious

May adopt becauseof increasednetwork pressurefrom peers or foreconomic necessity

The weight ofsystems normsneeds to favour aninnovation beforethey are convinced

Means that mostuncertainty must beremoved beforethey feel safe

LaggardsTraditional,focussed on pastand interact withlike minds

Suspicious ofinnovations andchange agents

Limited resourcesleads tocautiousness

Can change whenthey can see whatis happening andit fits with theircultural values

Rogers (1995) Diffusion of Innovation

Adaptive Leadership

• Live with disequilibrium

• Develop a culture where issues can beraised openly

• All are responsible for the future

• Leadership capacity is developed

• Continuous improvement and reflection

Heifetz et al 2009

Change Management

• What is it like in the shoes of the otherpeople?

• How do you encourage others to takeinformed risks?

Five Dysfunctions

• Trust - How comfortable are you saying toyour team - “I don’t know.”

• Conflict - respectful dialogue? Non-confrontation? Welcome debate?

• Commitment - dialogue and discussion - thennail it

• Accountability - all confront issues• Results - how do you know if your team is

successful?

What does the datashow you?

What would be yournext steps?

What about yourorganisation?

Here’s what

So what?

Now what?

Have the conversation…

Error 1: “So how’s it going?”Error 2: The Oreo cookieError 3: Too many pillowsError 4: Writing the script in advanceError 5: Machine-gun Nelly

-Susan Scott - Fierce Leadership

Thriving organisations

• Build on the past• Discard what doesn’t meet needs• Create the new and challenges the future

What is essential to preserve and what isexpendable?

HindersHelps

Harness

Joan Dalton and David Anderson www.plotpd.com

Relationships are key…

Life is curly.Don't try to

straighten it out.

-Susan Scott Fierce Conversations

For more information…

www.thinkbeyond.co.nzc.doig@thinkbeyond.co.nz