SDI 2012: Leading and Managing Change for Diversity and Inclusion


Published on

My presentation at the NAIS Summer Diversity Institute (SDI) on leading and managing change for diversity and inclusion in independent schools. This presentation's theories and strategies are applicable beyond its chosen topic of diversity and inclusion, and would benefit leaders in any area.

Published in: Education, Business, Technology
  • Be the first to comment

  • Be the first to like this

SDI 2012: Leading and Managing Change for Diversity and Inclusion

  1. 1. Leading and Managing Change for Diversity and Inclusion Nishant Mehta! Summer Diversity Institute 2012! Watertown, CT
  2. 2. Contact Information Nishant N. MehtaAssistant Head, Alexandria Country Day School Trustee, Lowell SchoolI live on the web at: Twitter: @NishantMehta Blog: FB:
  3. 3. Sharks & Turtles: Playing The Game
  4. 4. School Culture: What is it? 
"The way we do things around here."
 M. Bower
  5. 5. Levels of School Culture and ChangeInvisible ! Harder to Change Shared Values
 Group Behavioral Norms
 Espoused Values
 Artifacts!Visible Easier to Change
  6. 6. School Culture & Change: Macro View Exclusive Community Passive Symbolic ChangeInclusive Community Structural Change Analytic Change
  7. 7. School Culture & Change: Micro View Definition ApexStart-up 7-9 Years Apathy Renewal Adaptation Life Cycle of Diversity Initiatives
  8. 8. Making Change HappenSignaling Change: When, How, Why? © Michelle Cummings, Training-Wheels
  9. 9. Managing Up: Relationships & Trust © Michelle Cummings, Training-Wheels
  10. 10. When Withdrawals Are High… © The Speed of Trust ! by Stephen M.R. Covey
  11. 11. When Deposits Are High… © The Speed of Trust ! by Stephen M.R. Covey
  12. 12. Advocates, Resistors, and the Lingering MiddleAdvocates:Your strongestsupporters forchange &diversity Fill these boxes with the positions Lingering at your Middle: school that Unsure of meet the which team descriptions they support of each box in the left columnResistors ofchange/diversity forany # ofreasons
  13. 13. Leading From The MiddleYour Head/Division Head’s Reality • "Reach and realism" - Rob Evans • Responsibility ch Re ea al R Responsibility ism
  14. 14. Role of the Diversity Practitioner Individual Change Institutional ChangeStudent recruiter
 Hiring team
! !Faculty recruiter
 School ownership 
! !S.O.C. advisor
 Faculty resource!! 
Resident expert
 Program manager"! !Event planner
 Community advisor!! !Fire extinguisher
 Admissions committee"! !Individual ownership Systems analyst
  15. 15. Success vs. Failure of Initiatives------ + Consensus + Skills + Incentive + Resources + Action Plan = ConfusionVision + ------ + Skills + Incentive + Resources + Action Plan = SabotageVision + Consensus + ------ + Incentive + Resources + Action Plan = AnxietyVision + Consensus + Skills + ------ + Resources + Action Plan = ResistanceVision + Consensus + Skills + Incentive + ------ + Action Plan = FrustrationVision + Consensus + Skills + Incentive + Resources + ------ = TreadmillVision + Consensus + Skills + Incentive + Resources + Action Plan = Change*Adapted from T. Krosier’s “Managing Complex Change.”
  16. 16. Additional Information & Resources
  17. 17. Elements of Change:The Matrix
  18. 18. School Culture: Change AgentsConnectors: the people who "link us up with the world ...people with a special gift for bringing the world together."!!Mavens: "information specialists", or "people we rely uponto connect us with new information.”!!Salesmen: "persuaders", charismatic people with powerfulnegotiation skills. They tend to have an indefinable traitthat goes beyond what they say, that makes others want toagree with them. ! The Tipping Point, Malcolm Gladwell
  19. 19. Making Change Happen Task Goal Key Factors Disconfirmation! Increase of the fear of not Appropriate anxiety andUnfreezing trying! guilt! Reduce the fear of trying Psychological safety Continuity!Moving from loss to Make change meaningful Time!commitment Personal contactMoving from old Develop new behaviors Training that is coherent,competence to new (skills), beliefs, and ways continuous, and personalcompetence of thinking Clarity regardingMoving from confusion ! Realign structures, responsibility, authority,to coherence functions, and roles and decision-makingMoving from conflict ! Generate broad support for A critical mass, pressure,to consensus change and positive use of power ©Rob Evans, The Human Side of School Change, 2001, p.56
  20. 20. 13 Behaviors of High Trust Leaders“Our distrust is veryexpensive.”!- Ralph Waldo Emerson © The Speed of Trust ! by Stephen M.R. Covey
  21. 21. Leading vs. Managing Diversity Initiatives Leading Leading Managing•Assess your school’s history! •Divide responsibilities!•Assess your school’s mission! •Determine assessment!•Evaluate key issues! •Collect data, identify trends!•Determine key trends! •Benchmark and network!•Identify progress of life-cycle! •Nurture constituencies•Identify sources of support!•Identify sources of resistance!•Develop an action plan!•Develop a strategic plan!•Share ownership
  22. 22. Origins of Diversity Initiatives• School history and/or mission
 !• Board or head mandate
 !• Re-accreditation
 !• Changing educational philosophies
 !• Changing demographics and new constituents
 !• Recent trends in competitive markets
 !• Climate evaluation and assessment
 !• Incident response
  23. 23. Types of Initiatives• Admissions and financial aid – recruitment, evaluation, selection, and transition
 !• Student and family support – academics, social-emotional health, and networking 
 !• Faculty issues – recruitment, retention, and diversity-specific professional development
 !• Curriculum – mapping, evaluation, and coordination
 !• Programming – celebratory and educational events
 !• External advocacy – the public purpose of private schools
  24. 24. Diversity Advocates & Allies! • Advocates…! o Publicly raise issues! o Challenge peers to address issues! o Hold others accountable for skill development! o Broaden ownership of initiatives
 ! • Allies…! o Privately raise issues! o Support the raising of issues with others! o Seek professional development opportunities! o Rely on practitioners for resources, not solutions
  25. 25. Key Attributes of Leaders & Managers • Creativity (independent schools; independent solutions)!! • Commitment (belief in the school and the initiative)!! • Patience (change is slow and sometimes invisible)!! • Resiliency (setbacks are inevitable)!! • Humor (necessary for survival)!
  26. 26. Key Knowledge for Leaders & Managers• Bias & Anti-Bias
 !• Core Cultural Identifiers and the “isms”
 !• Power and power structures
 !• School culture, mission, and history
 !• Organizational development
  27. 27. Key Skills for Leading & Managing • Facilitation (not a hands-off process)!! • Selectivity (the ability to say no)!! • Program implementation (details, details)!! • Tracking (thorough record keeping)!! • Strategic planning (big picture thinking)
  28. 28. Sharks & Turtles: Instructions•Divide the groups into two teams and explain that they are going to participate in a game.!•Ask each group to choose a spokesperson.!•Read the following instructions:! 1. The goal of the game is to choose the most points.! 2. Each team will choose either shark or turtle, not letting the other team know what is being chosen. There will be no communicating between the two teams.! 3. Teams write their chosen animal on a piece of paper, and the spokespeople then meet in the middle of the room.! 4. The two spokespeople, at the facilitator’s signal, show their drawings to their counterpart.! 5. If both teams chose turtle, then both get 50 points. If one team chooses shark and the other turtle, then the team that chose shark gets 100 points and the turtle team gets negative 50 points. If both teams choose shark, both teams get negative 50 points.!•Next, instruct teams to choose shark or turtle, and then write their choice on a piece ofpaper.!•The spokespeople then meet in the middle of the room to reveal their team’s choices.!•Tally the points on the board.!•Repeat the process 5 times.
  29. 29. Selected Resources• Cornell University ILR Management Programs (!• National Training Lab (!• Robert Evans, The Human Side of School Change!• Malcolm Gladwell, The Tipping Point!• Jim Collins, Good To Great!• Stephen R. Covey’s Coveylink!• Stephen M. R. Covey, The Speed of Trust!• Michelle Cummings,!• Terrence Deal and Kent Peterson, Shaping School Culture: The Heart of Leadership
  30. 30. Ducks & Cows: Playing The Game
  31. 31. Goats & Sheep: Playing The Game
  32. 32. Cats & Rabbits: Playing the Game
  33. 33. Chickens & Pigs: Playing The Game