This document outlines a plan to increase participation in the "Appy Hour" technology training program using the 4DX model. The plan identifies two Wildly Important Goals (WIGs) around increasing demonstrations of skills learned and lesson implementation. Key actions include establishing timelines and targets for the WIGs and tracking lead and lag measures. A scoreboard will track participant progress publicly. Biweekly meetings will review results and adjust future commitments to optimize the plan. The document argues this approach leverages accountability and competition to drive adoption of skills taught in Appy Hour.

1. APPY HOUR – 4 DX PLAN

2. WIGS (Wildly Important goals)
• Increase demonstrating
something learned at “Appy
Hour” to two teachers from 1
attendee to 3 attendees within 7
days.
• Increase creating and using a
lesson with students from 1
attendee to 3 attendees in 30
days.
These goals address the change stage of getting clear. They
are very clear and to the point of what we want to see happen.

3. The key actions of this step are addressed by only having two
WIGS to deal with. Each of theWIGS has a clear finish line, but
they are also flexible enough that we can change the numbers in
theWIGS later down the line and continue to use them with
some success.
I think by making theWIGS have a timeline and a number, that is
the element of flipping the switch that is discussed in the 4DX
book. Our staff is very competitive, as seen at many faculty
functions. When it comes to winning, some of the staff who tend
to hang back come out in full force.

4. Lag measure – how many people demonstrated and used the
technology in the given period of time.
Lead measures –
1. Leaders send out videos to remind them how to use the tools
we talked about.
2. Leaders go in to pods to check in with attendees and see if they
could use support.
3. Leaders will send suggestions 3 times a week through email and
post on #mooreappyhour twitter page.
Several of the lead measures address the launch part of change and the adoption part of change because it helps us to identify models, potentials, and resistors. It also
allows us the opportunity to hold each other accountable.

5. By using the lead measures of reminding, checking
in on, and sending information out to the
attendees, I feel like we are addressing the key
measure of using leverage to achieve our lag
measure. The leverage is the constant support
from myself for the attendees to be successful.
I plan on making myself a schedule to make sure I
do each step with all of the participants and to hold
myself accountable. By tracking the lead measures
on my part, I can see that they are being followed
through.

6. Participant Demonstrated to 2
others (7 days)
Used with students
(30 days)
Achieved both
Brittany
Ana
Cade
Sara
Cindy M.
CindyW.
Dixie
Beth
Aracelly
The scoreboard addresses the launch change stage by clarifying the WIGS. It also addresses the
adoption stage by helping to track results. It will address the optimization stage by recognizing
follow through and celebrating success.

7. By making the scoreboard something that I can mail out and also
post on our twitter #mooreappyhour, I feel like I am creating
players out of the attendees. It is a very simple format of a chart
and I can change it monthly based on who shows up toAppy Hour
that particular month. The lead measure is identified by the last
column while the lag measures are done by myself behind the
scenes.
It will be apparent to the attendees if they are meeting their goal
(winning) or if they are struggling in some area. It also helps me see
where they are comfortable and what further support I might be
able to offer them in the future.

8. I will plan a meeting with my co-presenter every Friday at 12:05 to
discuss what has worked, not worked, to make new commitments for
the upcoming week. Occasionally, I would like to include the Principal
in these meetings just to keep her apprised of what we are doing in
Appy Hour and how the participation rates are growing if we achieve
ourWIGS.
This step will address the adoption stage of change by holding ourselves accountable for what we have planned. It addresses the optimization stage by
letting us recognize excellent follow through and for looking at the members as models, potentials, or resistors.
We can also address the habits stage if ourWIGS were met by changing them to a higher number of participation.

9. During my meeting with my co-presenter, who is also an
attendee, I am able to check in with her and see if I met my
goals set out in my lead measures. We will review and update
the scoreboard if needed, and then we can make
commitments for the next week. I feel like touching base
with her makes me much more accountable and because she
is a participant also, she knows the importance of doing these
things herself to get the scoreboard competition started. The
way they run fit bit challenges in my school as of late, I am
pretty sure the spirit of competition will propel us forward in
our goals.

10. I feel like the Influencer model and the 4DX model compliment each other
because setting up ourWIGS was something that we had previously done in
our vital behaviors. It took just a little bit of tweaking to get my vital
behaviors up toWIGS. The 6 sources of influence are woven into our plan of
action, which then is made better by developing a 4DX strategy for
implementation. The Influencer to me is the what, and they 4DX is the how of
my plan.
McChesney, C., Covey, S., & Huling, J. (2012). The 4 disciplines of execution: Achieving your wildly
important goals. NewYork, NY: Free Press.