Mentors for change Strategic change management New ways of working in VET

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Mentors for changeStrategic change
managementNew ways of working in VET

Presented by Rosemary Crowe Diana
Murase Innovative Learning Development
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Why mentors for change

• New initiatives based on previous projects
• Major cultural change for teachers
• Needed to champion the change
• Wanted strong support for teachers
• Smooth and constant communication processes

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Underlying tenets to project

• Change management process
• Create readiness for change - institute was ready
• Creating a vision - communicated compelling
  reason
• Developing political support- Management and
  School Leadership teams
• Managing the transition from current to desired
  state - strong articulated plan- with ongoing
  communication
• Sustaining the momentum- strong group of mentors
  and ongoing communication plans for 2007
• Based on Cummins Worley (1997)

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Underlying tenets to project
Support to cross the technological chasm
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How we found our mentors

• Their attributes
• independent,
• effective collaborators,
• high ethical standards and
• ability to develop high trust relationships,
  possessing self confidence with humility,
• respectful of the processes and
• able to work across a range of functions
• able to act as an early adopter in the change
  process and sell the concept to colleagues then
  support

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Mentor support

• Hours 100
• 1 mentor per school/support area
• Mentor leader
• Develop skills
• Communication strategies and styles
• Learning styles and applications
• Change management skills
• Technologies caption

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Outcomes

• Process is only beginning
• Will be sustained by the institute for 07 and
  added as a leadership initiative
• Seen as a strong process across institute
• Will become an integral element of other change
  processes

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Things we learnt

• Must have political support
• Understand the process as strategic
• Have hours associated with role
• Have real support for role
• Have mentors develop as a team themselves

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