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SDI 2012: Leading and Managing Change for Diversity and Inclusion
The document discusses leading and managing change for diversity and inclusion in educational settings, highlighting the importance of school culture, change agents, and effective leadership. It provides insights into the dynamics of diversity initiatives, including the roles of advocates, resistors, and allies, along with strategies for implementing change. Additional resources and activities, such as games designed for team engagement, are also included to facilitate understanding and collaboration.
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SDI 2012: Leading and Managing Change for Diversity and Inclusion
- 1. Leading and ManagingChange for Diversity and Inclusion Nishant Mehta! Summer Diversity Institute 2012! Watertown, CT
- 2. Contact Information Nishant N. Mehta Assistant Head, Alexandria Country Day School Trustee, Lowell School I live on the web at: nmehta@acdsnet.org Twitter: @NishantMehta Blog: www.edu21k12.net FB: www.fb.com/NishantNMehta
- 3. Sharks & Turtles:Playing The Game
- 4. School Culture: Whatis it? "The way we do things around here." M. Bower
- 5. Levels of SchoolCulture and Change Invisible ! Harder to Change Shared Values Group Behavioral Norms Espoused Values Artifacts! Visible Easier to Change
- 6. School Culture &Change: Macro View Exclusive Community Passive Symbolic Change Inclusive Community Structural Change Analytic Change
- 7. School Culture &Change: Micro View Definition Apex Start-up 7-9 Years Apathy Renewal Adaptation Life Cycle of Diversity Initiatives
- 8. Making Change Happen SignalingChange: When, How, Why? © Michelle Cummings, Training-Wheels
- 9. Managing Up: Relationships& Trust © Michelle Cummings, Training-Wheels
- 10. When Withdrawals AreHigh… © The Speed of Trust ! by Stephen M.R. Covey
- 11. When Deposits AreHigh… © The Speed of Trust ! by Stephen M.R. Covey
- 12. Advocates, Resistors, andthe Lingering Middle Advocates: Your strongest supporters for change & 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 column Resistors of change/ diversity for any # of reasons
- 13. Leading From TheMiddle Your Head/Division Head’s Reality • "Reach and realism" - Rob Evans • Responsibility ch Re ea al R Responsibility ism
- 14. Role of theDiversity Practitioner Individual Change Institutional Change Student 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. Success vs. Failureof Initiatives ------ + Consensus + Skills + Incentive + Resources + Action Plan = Confusion Vision + ------ + Skills + Incentive + Resources + Action Plan = Sabotage Vision + Consensus + ------ + Incentive + Resources + Action Plan = Anxiety Vision + Consensus + Skills + ------ + Resources + Action Plan = Resistance Vision + Consensus + Skills + Incentive + ------ + Action Plan = Frustration Vision + Consensus + Skills + Incentive + Resources + ------ = Treadmill Vision + Consensus + Skills + Incentive + Resources + Action Plan = Change *Adapted from T. Krosier’s “Managing Complex Change.”
- 16. Additional Information &Resources
- 17. Elements of Change:TheMatrix
- 18. School Culture: ChangeAgents Connectors: 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 upon to connect us with new information.”! ! Salesmen: "persuaders", charismatic people with powerful negotiation skills. They tend to have an indefinable trait that goes beyond what they say, that makes others want to agree with them. ! The Tipping Point, Malcolm Gladwell
- 19. Making Change Happen Task Goal Key Factors Disconfirmation! Increase of the fear of not Appropriate anxiety and Unfreezing trying! guilt! Reduce the fear of trying Psychological safety Continuity! Moving from loss to Make change meaningful Time! commitment Personal contact Moving from old Develop new behaviors Training that is coherent, competence to new (skills), beliefs, and ways continuous, and personal competence of thinking Clarity regarding Moving from confusion ! Realign structures, responsibility, authority, to coherence functions, and roles and decision-making Moving 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. 13 Behaviors ofHigh Trust Leaders “Our distrust is very expensive.”! - Ralph Waldo Emerson © The Speed of Trust ! by Stephen M.R. Covey
- 21. Leading vs. ManagingDiversity 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. Origins of DiversityInitiatives • 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. 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. 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. Key Attributes ofLeaders & 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. Key Knowledge forLeaders & Managers • Bias & Anti-Bias ! • Core Cultural Identifiers and the “isms” ! • Power and power structures ! • School culture, mission, and history ! • Organizational development
- 27. Key Skills forLeading & 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. 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 of paper.! •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. Selected Resources • CornellUniversity ILR Management Programs (www.ilr.cornell.edu)! • National Training Lab (www.ntl.org)! • 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, Training-Wheels.com! • Terrence Deal and Kent Peterson, Shaping School Culture: The Heart of Leadership
- 30. Ducks & Cows:Playing The Game
- 31. Goats & Sheep:Playing The Game
- 32. Cats & Rabbits:Playing the Game
- 33. Chickens & Pigs:Playing The Game