Making Changes

1
Making Changes

• W.Ki

2
Concern Theory of ChangeHall, G.E. Hord,S.M.
(1987) Change in Schools.

• What is the concept of Concerns?
• What are the proposed general stages of concern?
• Do they match you experience?
• Does it offer any inspiration about how you can
  facilitate change?
  
• What differences does it make in seeing with this
  theory?
  
• strengths?
• weakness?

3
Change Forces The SequelMicheal Fullan (1999)

• Vision and strategic planning, not wrong, but
  contributing to superficial thinking
  
• concept of moral purpose is not straightforward
• Breakthroughs occur when we begin to think of
  conflict, diversity and resistance as positive
  and essential forces for success
  
• Need to unpack the problem of transferability

4
Moral purpose in complex times

• Dynamics of diversity, equity, power
• Empathy elicits altruistic motives
• Difficult to have empathy to those so different
• Conflict of interest and difference in power
• fast changing environments
• Rationally constructed reform strategies do not
  work
  
• The real management task is that of coping with
  and even using
  
• unpredictability, clashing counter-cultures,
  discensus, contention, conflict and
  inconsistency.
  
• The concept complex systems

5
Complexity Theory

• Webs of nonlinear feedback loops
• States of stable and unstable equilibration
• All organizations are paradoxes
• Stability? ossified Instable? disintegrate
• Success lies in the borders
• Dynamics of successful organizations involves
  irregular cycles and discontinuous trends,
  unknown specific futures

6

• Agents within the system can do ideological
  control only for short terms
  
• Long term development emerge from spontaneous
  self-organization political interaction,
  learning
  
• Through which managers create and discover their
  environments and the long-term futures of the
  organization
  
• Complex adaptive systems consist of a number of
  components that interact with each other
  according to sets of rules
  
• that require them to examine and respond to each
  others behavior in order to improve their
  behavior and thus the behavior of the system they
  comprise.

7

• Adaptation is most effective in systems that are
  only partially connected
  
• to stay poised on this edge of chaos.

8
Evolution Theory

• Cooperative groups thrive and selfish ones do
  not, so cooperative societies have survived at
  the expense of others.
  
• When ideas, knowledge, practices, beliefs, can be
  passed from person to person
  
• The titmouse and robin story
• titmouse flocks robins territorial
• Narrower economic income distribution and better
  social cohesion
  
• Have to be a combination of political, moral, and
  self-interested forces

9
New theory of movementThe analogy of recreating
a prairie

• A prairie is something that grows. It has to
  start small. It has pieces that interact and
  build on each other. Once it is up and running
  the prairie works as a complex system that is
  dependent on the interaction of the system.
• Evolutionary and ecological way of seeing

10

• They forget that their organisations true
  nature is that of community of humans
  
• The knowledge expressed in words and numbers
  represents only the tip of the iceberg.
  
• Knowledge as being primarily tacit, highly
  personal and hard to formulize or express
  
• However, the sharing of tacit knowledge among
  multiple individuals with different background,
  perspectives and motivations becomes the critical
  step for organizational knowledge creation to
  take place.

11

• You cant hire firm specific knowledge, you must
  grow it
  
• The problem of transferability of reform
• The new lessons for complex changes
• Can you guess what they mean?
• Do these make any sense to you?
• Do you think this is the popular way of
  thinking?
  
• Can you apply these ideas to your school?

12
Tunnel vision vs holistic thinking

• Larry Cuban (2001) Why are most teachers
  infrequent and restrained users of computers in
  their classrooms. In Technology, curriculum and
  professional development. Edited by J.Woodward
  And L. Cuban.
• Brown,J.S. and Duguid,P. (2000) The Social Life
  of Information. Harvard Business School Press