Title: Change Management strategies and plans
1Change Management strategies and plans
Partnerships for Schools Change Management in BSF
Seminar Wednesday 1st October 2008 Institute of
Education, University of London
Michael Buchanan Education Director
2Why is a change management strategy needed?
- BSF involves radical solutions, innovation and
paradigm shifts in terms of learning, teaching,
curriculum and school organisation - Significant change is an inevitable consequence
- Change is threatening
- A lot of stakeholders will be affected
- The change journey will have to be managed
strategically - We have to plan structural and cultural change
3Change triangle
A clear visualisation and articulation of the
desired outcomes for 21st century
learning FUTURE
Structural change School organisation Systems Pro
cesses Management structures Funding
Organisational culture Behaviours Values Working
practices Leadership Teamwork Confidence Expertise
NOW An honest and robust appraisal of the current
position strengths and weaknesses
4What should the change management strategy do ?
(1/2)
- Build leadership capacity for transformation
within and across schools and within the LA - Provide a clear framework to guide the work of
schools, teams and individuals - Seek not to improve but to transform learning and
outcomes - Energise, empower and give confidence to leaders
of change (to be innovative, radical and take
(managed) risks)
5What should the change management strategy do
? (2/2)
- Develop skills, knowledge, qualities and
attitudes that support new work practices - Identify innovative use of new technologies
- Ensure schools are intelligent / expert clients
for services - Encourage the LEP as a key partner in change
management to achieve KPIs
6- Design
- Buildings, site, infrastructure
BSF Strategy for Change
Curriculum Learning opportunities Teaching
School organisation leadership ethos, culture
Schools, as organisations, are the result of
combined influences
7Target groups (stakeholders)
- Headteachers and leadership teams
- Middle leaders
- Teachers
- Teaching assistants
- Support staff
- Governors (and foundations/trusts)
- LA officers
- Parents
- Children
- Agencies and organisations working with the
school - Communities
- Elected members / politicians
- and
- Architects, designers, technical advisers,
project managers, contractors..?
8- Remembering that none of these groups is
homogeneous
Chasm theory Pioneers and settlers Energisers and
sappers
9Change is an emotional journey
10When to change?
Performance
Time
Sigmoid curve
11When to change?
Performance
Time
Sigmoid curve
12When to change?
13Change Management strategies and plans
- Strategies
- LA SfC1
- School SfC
- Scope of the challenge
- Target groups
- Principal needs
- Priorities
- Key approaches
Plans LA SfC2, OBC and beyond School internal
plans Delivery methods Partners /
deliverers Costs / resources Timeframes Responsibl
e owners Monitoring and evaluation
14Schools Strategy for Change process
Stimulus for innovation Ideas Visits
Evidence Thinking time
Reality checks Achievability Affordability
Leadership and capacity-building
Stakeholder voices
Vision 21st century learning Outcomes
Key Elements Priorities
Policy areas Detailed analysis of implications
and commitments (Vision to Reality)
Design implications and challenges
ICT implications and challenges
Output Specification
Implications for collaboration
LA-wide SfC
Implications for change management
Education Design Brief
Estate Strategy Design Options OBC
Local context Opportunities Challenges
Key Performance Indicators Strategies for
monitoring impact
1
2,3
4
6
9
7
4
5
5,10,11
8
Individual schools Strategy for Change
1510 change management key messages
- BSF is a change programme, not a building
programme. Buildings do not bring about change.
Change management is the key to transformation - We need to recognise when it is appropriate to
change. Change management begins now - It needs to be long term and sustainable. We need
to build capacity for the leadership of change - Resources will be needed to support the change
programme. Existing planning and delivery
resources and partnerships need to be aligned - Change management strategies and plans need to
address behavioural/cultural change as well as
organisational/structural change. schools, as
organisations, are the result of combined
influences
1610 change management key messages
- Change is an emotional journey. It is threatening
and fundamentally disruptive. This needs to be
planned for. All stakeholders need to be clear
about why change is needed - We need to plan for different target groups.
Within each group there will be sub-groups, at
different stages of readiness to change - Change management is more than (but embraces)
CPD, workforce reform, ITT, school improvement
planning, leadership development - The impact of the change programme will need to
be monitored and evaluated. There is a
relationship between change management plans,
KPIs and performance management arrangements - 10. LA and individual schools change strategies
need to be aligned but they are not set in
stone change management plans cannot be fixed
they change!