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Digital School Transformation
Managing change with effective strategies
Joseph Perkins
Manager
Digital Pedagogy Team
August 2010
http://www.slideshare.net/geepatty/if-youre-riding-a-horse-and-it-dies
What the best strategies for school
transformation? How do you get your ‘giddy up’?
What is it that we’re really
talking about?
“Many reform efforts target the
superficial aspects of schools, but
disregard the values, beliefs,
behaviours, rules, products, signs,
and symbols which serve as the
very foundation of the school – the
culture.”
(Donahoe, 1997)
“Education, compared to many
other professions, has been slow to
focus on the “black box of
instruction” in order to develop,
identify and spread specific, highyield practices that are known to
get results.”
(Fullan, Hill & Crevola, 2006)
We know the
ingredients…
… we know the cooks…

http://en.wikipedia.org/wiki/Diffusion_of_innovations
… we know the cooks…

Trinidad, 2005
… we even know what the end product looks like…
… but what is the recipe?
Technology in schools
is a change agenda
yet…
“Schools should be
admired for their resistance
to change”

Adam Brice on Twitter
“Steeped in tradition and reliant on practices
that have long outlived their usefulness, many
of our nation’s high schools are in dire need of
reform, but so far, many efforts have proved
unsuccessful at transforming this venerable
institution. While there are numerous
examples of elementary schools that have
been turned around – from low performing to
high achieving schools – there are relatively
few examples of high schools that have
undergone a similar transformation.”
Noguera, 2009
“The presence of change
knowledge does not
guarantee success, but its
absence ensures failure”
Fullan, Cuttreee & Kilcher, 2009
Examine the core – using data
Challenge TTWWADI
Compelling case

Unfreeze

Leadership coalition

Involve external parties
Involve community

Vision and Planning

Empower action

Create urgency
Manage doubts & concerns

Celebrate

Change

Communicate often

Remove obstacles

Strategise to promote change
Develop sustainability

Refreeze

Anchor change in culture
70% of change initiatives fail.
Why?

(Zigarmi et al in Blanchard, 2006).
Giddy-up!
Knoster, T., Villa R., & Thousand, J. (2000). A framework for thinking about systems change. In R. villa & J. Thousand (Eds.),
Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.
“If you take any hundred
or so books on change,
the message all boils
down to one word:
motivation.”
Fullan, 2006
It’s hard.
“Whether positive or toxic, the
introduction of change will serve to
bring the dominant features of the
school’s culture to the surface.”

http://www.usca.edu/essays/vol122004/hinde.pdf
“The sceptics are just waiting for a reason to NOT come on
board. They are waiting for an excuse and as soon as one of
your plans does not go smoothly they will jump on the
opportunity to spread dissent amongst the ranks. Some of
those who were just about climbing on board may now start to
jump ship and it will be even harder to get them back”
(Ferris, 2004, p.2)
Which stage are you at?
1. Denial

‘It is just another fad and it simply won’t happen’

2. Resistance
3. Exploration

‘I haven’t got the time and anyway, we have
always done things this way’
‘OK – maybe I’ll listen, but what is in it for me?’

4. Commitment

‘I believe in this and I am with you.’
(Ferris, 2003,p.2)
http://www.leanhrm.com/images/project_change.jpg
What
needs to
change?

How
will we
do
this?

Who
will be
responsible?
What could promote change?
What could block change?
Whole School Vision
Instructional Model
Curriculum
Digital Resource
‘Packs’

Communication
Rethink budget
Learning Spaces

Incentives
Alignment
Support
Community
involvement

Mentoring

Professional Development
approach
Pause and Reflect
Defining next steps.
Thank you.

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Digital school transformation - Managing change with effective strategies

  • 1. Digital School Transformation Managing change with effective strategies Joseph Perkins Manager Digital Pedagogy Team August 2010
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12. What the best strategies for school transformation? How do you get your ‘giddy up’?
  • 13. What is it that we’re really talking about?
  • 14. “Many reform efforts target the superficial aspects of schools, but disregard the values, beliefs, behaviours, rules, products, signs, and symbols which serve as the very foundation of the school – the culture.” (Donahoe, 1997)
  • 15. “Education, compared to many other professions, has been slow to focus on the “black box of instruction” in order to develop, identify and spread specific, highyield practices that are known to get results.” (Fullan, Hill & Crevola, 2006)
  • 17. … we know the cooks… http://en.wikipedia.org/wiki/Diffusion_of_innovations
  • 18. … we know the cooks… Trinidad, 2005
  • 19. … we even know what the end product looks like…
  • 20. … but what is the recipe?
  • 21. Technology in schools is a change agenda yet…
  • 22. “Schools should be admired for their resistance to change” Adam Brice on Twitter
  • 23. “Steeped in tradition and reliant on practices that have long outlived their usefulness, many of our nation’s high schools are in dire need of reform, but so far, many efforts have proved unsuccessful at transforming this venerable institution. While there are numerous examples of elementary schools that have been turned around – from low performing to high achieving schools – there are relatively few examples of high schools that have undergone a similar transformation.” Noguera, 2009
  • 24. “The presence of change knowledge does not guarantee success, but its absence ensures failure” Fullan, Cuttreee & Kilcher, 2009
  • 25. Examine the core – using data Challenge TTWWADI Compelling case Unfreeze Leadership coalition Involve external parties Involve community Vision and Planning Empower action Create urgency Manage doubts & concerns Celebrate Change Communicate often Remove obstacles Strategise to promote change Develop sustainability Refreeze Anchor change in culture
  • 26. 70% of change initiatives fail. Why? (Zigarmi et al in Blanchard, 2006).
  • 27. Giddy-up! Knoster, T., Villa R., & Thousand, J. (2000). A framework for thinking about systems change. In R. villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.
  • 28. “If you take any hundred or so books on change, the message all boils down to one word: motivation.” Fullan, 2006
  • 30. “Whether positive or toxic, the introduction of change will serve to bring the dominant features of the school’s culture to the surface.” http://www.usca.edu/essays/vol122004/hinde.pdf
  • 31. “The sceptics are just waiting for a reason to NOT come on board. They are waiting for an excuse and as soon as one of your plans does not go smoothly they will jump on the opportunity to spread dissent amongst the ranks. Some of those who were just about climbing on board may now start to jump ship and it will be even harder to get them back” (Ferris, 2004, p.2)
  • 32. Which stage are you at? 1. Denial ‘It is just another fad and it simply won’t happen’ 2. Resistance 3. Exploration ‘I haven’t got the time and anyway, we have always done things this way’ ‘OK – maybe I’ll listen, but what is in it for me?’ 4. Commitment ‘I believe in this and I am with you.’ (Ferris, 2003,p.2)
  • 35. What could promote change? What could block change?
  • 36. Whole School Vision Instructional Model Curriculum Digital Resource ‘Packs’ Communication Rethink budget Learning Spaces Incentives Alignment Support Community involvement Mentoring Professional Development approach

Editor's Notes

  1. It is a familiar story: the principal comes back from a workshop/training all excited about the concept of restorative practices – announces that everyone will be trained or workshopped and then quickly gets annoyed when there is a small uptake rate.
  2. If one’s theory of action does not motivate people to put in the effort – individually or collectively – that is necessary to get results, improvement is not possible”