MITE6023
5. Understanding change
IT &
Ed
uca
tio
nal
Lea
der
ship
Educational Leadership and Change
1. General theories about change
2. Diffusion of innovationsRogers, E. M. (2003). Diffusion of Innovations (5th
Ed). New York: Free Press.
3. Innovative organizations and leadersCapodagli, B., & Jackson, L. (2010). Innovate the
Pixar way : business lessons from the world's most creative corporate playground. New York: McGraw-Hill.
Session 5 - Understanding change Session 5 - Understanding change
IT &
Ed
uca
tio
nal
Lea
der
ship
Change on ‘Something’Change on ‘Something’
A
IT &
Ed
uca
tio
nal
Lea
der
ship
Change in time and space Change in time and space
ts
A
ts
IT &
Ed
uca
tio
nal
Lea
der
ship
Change on a Something Change on a Something
ts
A A1
ts
IT &
Ed
uca
tio
nal
Lea
der
ship
Change : DefinitionChange : Definition
ts
A A1
Measurement of something according to a before and an after&a space and another space
IT &
Ed
uca
tio
nal
Lea
der
ship
HeraclitusHeraclitus
Nothing is. Reality is pure change.
IT &
Ed
uca
tio
nal
Lea
der
ship
Change : Types - AristotleChange : Types - Aristotle
ts
A A1
Accidental Change, e.g. change in color
ts
IT &
Ed
uca
tio
nal
Lea
der
ship
Change : Types - AristotleChange : Types - Aristotle
ts
AA1
Substantial Change, e.g. from Paper to Ash
ts
IT &
Ed
uca
tio
nal
Lea
der
ship
Change in EducationChange in Education
ts
Ed Ed1
Transformational Leadership in Education:
“a leadership approach that bringschange in education, esp. learning outcome”
(Kenneth A. Leithwood)
ts
IT &
Ed
uca
tio
nal
Lea
der
ship
IT &
Ed
uca
tio
nal
Lea
der
ship
Measurement of ChangeMeasurement of Change
Hattie, J. (2009). Visible learning : a synthesis of over 800 meta-analyses relating to achievement. London ; New York: Routledge.
Effect Size : Only student learning assessment really counts.
IT &
Ed
uca
tio
nal
Lea
der
shipDiffusion of innovationsDiffusion of innovations
Rogers, E. M. (2003). Diffusion of Innovations (5th Ed). New York: Free Press.
‘Diffusion is the process by which (1) an innovation (2) is communicated through certain channels (3) over time (4) among the members of a social system’ (p.5)
IT &
Ed
uca
tio
nal
Lea
der
ship
Perceived attributes of an innovationPerceived attributes of an innovation
Attributes:
1. Relative advantage
2. Compatibility
3. Complexity
4. Trialability
5. Observability http://www.drugabuse.gov/NIDA_notes/NNvol19N3/Rogers.jpg
IT &
Ed
uca
tio
nal
Lea
der
ship1. Relative advantage*1. Relative advantage*
‘the degree to which an innovation is perceived as better than the idea it supersedes’ (p.15)
could be measured in economic terms, but also social prestige, convenience, satisfaction [and educational terms]
IT &
Ed
uca
tio
nal
Lea
der
ship
2. Compatibility*2. Compatibility*
‘the degree to which an innovation is perceived as being consistent with the existing values, past experiences, and needs of potential adopters’ (p.15)
‘an idea that is incompatible with the values and norms of a social system will not be adopted as rapidly as an innovation that is compatible’ (p.15)
‘The adoption of an incompatible innovation often requires the prior adoption of a new value system, which is a relatively slow process’ (p.15)
IT &
Ed
uca
tio
nal
Lea
der
ship
3. Complexity3. Complexity
‘the degree to which an innovation is difficult to understand and use’ (p.16)
IT &
Ed
uca
tio
nal
Lea
der
ship
4. Trialability4. Trialability
‘the degree to which an innovation may be experimented with on a limited basis’
‘new ideas that can be tried on the installment plan will generally be adopted more quickly than innovations that are not divisible’ (p.16)
IT &
Ed
uca
tio
nal
Lea
der
ship
5. Observability5. Observability
‘the degree to which the results of an innovation are visible to others. The easier it is for individuals to see the results of an innovation, the more likely they are to adopt’ (p.16)
IT &
Ed
uca
tio
nal
Lea
der
ship
Rate of adoptionRate of adoption
Greater [relative advantage, compatibility, trialability and observability] + Less [complexity] = More rapid adoption
Relative advantage and compatibility are ‘particularly important in explaining an innovation’s rate of adoption’ (p.17)
IT &
Ed
uca
tio
nal
Lea
der
ship
Re-inventionRe-invention
‘the degree to which an innovation is changed or modified by a user in the process of adoption and implementation’ (p.17)
IT &
Ed
uca
tio
nal
Lea
der
ship
Group work (@ Google Docs)Group work (@ Google Docs)
Comment on the adoption of IT in your workplace using these concepts.
Does IT have ‘high’ or ‘low’ relative advantage, compatibility, complexity, trialability, and observability with Hong Kong employees? Is re-invention evident? In what ways?
What are the leadership issues in connection to these observations?
IT &
Ed
uca
tio
nal
Lea
der
shipDiffusion of InnovationsDiffusion of Innovations
Simplified Rogers’ Diffusion of Innovation.
http://www.youtube.com/watch?v=ORcczcDNETU
IT &
Ed
uca
tio
nal
Lea
der
ship
Communication channelsCommunication channels
‘the process by which participants create and share information with one another in order to reach a mutual understanding’ (p.18)
channel = ‘the means by which messages get from one individual to another’ (p.18) – mass media or interpersonal channels, WWW … etc
IT &
Ed
uca
tio
nal
Lea
der
ship
ChannelsChannels
Most people make a subjective judgment about an innovation based on what others(adopters) say
‘the heart of the diffusion process consists of the modeling and imitation by potential adopters of their network partners who have previously adopted’ (p.19)
IT &
Ed
uca
tio
nal
Lea
der
ship
Innovation-decision processInnovation-decision process
applies to individuals and organizations varies in time Stages - very important – ‘the individual [or
organization] wants to know the innovation’s advantages and disadvantages for his or her own particular situation’ (p.21)
IT &
Ed
uca
tio
nal
Lea
der
ship
Individual or Organizational AdoptionIndividual or Organizational Adoption
awareness interest evaluation trial adoption
awareness interest evaluation trial adoption
IT &
Ed
uca
tio
nal
Lea
der
ship
Individual or Organizational AdoptionIndividual or Organizational Adoption
awareness interest evaluation trial adoption
awareness interest evaluation trial adoption
IT &
Ed
uca
tio
nal
Lea
der
ship
Diffusion processDiffusion process
Perc
en
tag
e o
f ad
op
tion
Time
Early adopters
Late adopters
Crucial stage - take off
IT &
Ed
uca
tio
nal
Lea
der
ship
Adopter categoriesAdopter categories
Innovators – venturesome; able to cope with uncertainty
Early adopters – respected by peers; judicious about innovations
Early majority – deliberate before adopting Late majority – skeptical; economic necessity
or peer pressure Laggards – traditional values; decisions based
on what’s been done previously
IT &
Ed
uca
tio
nal
Lea
der
ship
Technology Adoption Cycle
http://www.rationalsurvivability.com/blog/wp-content/media/2009/06/techadoptioncurve.jpg
IT &
Ed
uca
tio
nal
Lea
der
ship
Social Values affect the Adoption RateSocial Values affect the Adoption Rate
Structure of a social system can facilitate or impede diffusion of innovations
(A) Social Ethical Discourse Normative (rule-based) Utilitarian (usefulness) Virtues (merits)
(B) Taste, Habits in Art, Education, Consumption e.g. Veblen (conspicuous consumption, leisure); Bourdieu (habitus, social reproduction, schooling as symbolic violence)
IT &
Ed
uca
tio
nal
Lea
der
ship
Organizational innovativenessOrganizational innovativeness
Organizational innovativeness
Rogers (2003). Diffusion of Innovations, p.441
Independent variables Dependent variable
LEADER CHARACTERISTICS
Attitude to change (+)
ORGANIZATIONAL STRUCTURE
1. Centralization (-)
2. Complexity (+)
3. Formalization (-)
4. Interconnectedness (+)
5. Organizational slack (+)
6. Size (+)
EXTERNAL FACTORS
System openness (+)
IT &
Ed
uca
tio
nal
Lea
der
ship
Innovative organizations and leadership
Innovative organizations and leadership
Capodagli, B., & Jackson, L. (2010). Innovate the Pixar way : business lessons from the world's most creative corporate playground. New York: McGraw-Hill.
Why are innovative organizations so few (Disney, Wal-Mart, Apple) ?
What are their main features?
IT &
Ed
uca
tio
nal
Lea
der
ship
Innovative organizations and leadership
Innovative organizations and leadership
Key characteristics of innovative organizations: Search for substantial change rather than
accidental Quality over quantity “Quality is the best
business plan” (Capodagli p. x) Passionate & autonomous about learning Long-term mentality over Short-term mentality Ability to delay return (Marshmallow exp.)
IT &
Ed
uca
tio
nal
Lea
der
ship
Innovative organizations and leadership
Innovative organizations and leadership
Definition of Leadership by Walt Disney:
“The ability to establish and manage a creative climate in which individuals and teams are self-motivated to the successful achievement of long-term goals in an environment of mutual respect and trust.” (p. 38)
IT &
Ed
uca
tio
nal
Lea
der
ship
Pixar - DisneyPixar - Disney
Changes that usher to long-term goals Quality closer to “Dream”
Gladwell, M. (2008). Outliers : the story of success (1st ed.). New York: Little, Brown and Co.
The 10,000-Hour Rule The process of change-innovation should be fun
for everyone in the organization (Org. Climate) Mutual respect and trust are most important
aspects of Pixar’s leadership, namely collaborative environment
Creative ownership Self-motivated people (Self-realization, Maslow)
IT &
Ed
uca
tio
nal
Lea
der
ship
Pixar – Disney NarrativesPixar – Disney Narratives
Pixar director Brad Bird (The Incredibles, Ratatouille) : “It’s never been about cheaper [and] faster at Pixar. It’s creating for the long term.” (p. 45)
Creative Ownership: “Ed Catmull emphasizes the importance of set[ting] people up for success by giving them all the information they need to do the job right without telling them how to do it. Each person on the film must be given creative ownership of even the smallest task.” (p. 41)
Brad Bird: “The most significant impact on a movie’s budget – but never in the budget – is morale. If you have low morale, for every one dollar you spend, you get about twenty-five cents of value. If you have high morale, for every dollar you spend you get about three dollars of value. Companies should pay much more attention to morale.” (p. 86)
IT &
Ed
uca
tio
nal
Lea
der
ship
Innovative organizations and leadership
Innovative organizations and leadership
Any organization’s innovative process requires three metrics:
1. Top leadership who is totally enamored with and enchanted by innovation, and who expects the same from everyone in the organization, from the boardroom to the storeroom.
2. Frontline leadership who facilitates and encourages creative ideas from the entire team: a work environment that enables employees to quickly try new and innovative ways of doing their jobs, learn from their experiences, and try again.
3. Tangible measurements that are meaningful to the business process.
IT &
Ed
uca
tio
nal
Lea
der
ship
Presenters for next weekPresenters for next week
* Paper 5 - Yuen, H.K., Law, N. & Wong, K.C. (2003). ICT Implementation and School Leadership: Case Studies of ICT Integration in Teaching and Learning, Journal of Educational Administration, 41 (2), 158-170.
LEUNG Lok SangCHOY Wing ChiHO Kwok KeungLI Ximeng
IT &
Ed
uca
tio
nal
Lea
der
ship
Q & A @ Google Docs