"Sin cambios no hay mariposas"
When it comes to leadership, understand that change and the "new normal" for a school, is something that followers must be involved in and prepared for. No matter the size of the change or the context, it must be done in a realistic way that allows for collaboration and shared feedback. Change does not happen over night as it is an ongoing process rather than a one time event (Green, 2017, p 238). Change may not always be easy and it may not always be possible right away. Leaders must be open minded and first determine their organization's capacity for change before implanting any new stategeies or procedures. This capacity influences the success potential of change, and is likely to exist when educational leaders cultivate an inclusive, caring, and supportive school community that promotes the academic success and well-being of each student (Green, 2017, p. 232).
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Planned or unplanned, change can be influenced by forces inside and outside of the organization.
Leaders who may be struggling to determine a starting point as they begin evaluating this capacity, can be guided best by answering two critical questions: What do our students need to know & be able to do? What kind of organization do we want this school to become?
In an academic setting, changes should only be related to shared visions and goals that pertain to student achievement. This is achievement that would be met by improving both the learning process and the teaching process. Changes made for personal or superficial gains of any one leader/individual must be avoided. Administrators, teachers, and the district's community need to be on the same page and work together. It is up to the leaders to guide the direction that the school is taking and to maintain motivation for all. Leaders who have prioritized good rapport and morale amongst their followers are more likely to effecitlvey communicate and collaborate, thus providing them with the most accurate of answers to those questions in a timely manner. With relationships having been made a regular priority, fears amongst the faculty are likely to decrease and lessen any potential resistance. The process may be messy and most definitely non-linear, but it can be done! |
Kurt Lewin's Force Field Analysis
The model to the right is essentially an example how one may evaluate the pro's and con's regarding a desired change for their organization. Change causes disruption. Involved parties are not always quick to disturb the equilibrium of an organization if they feel that the goals are unattainable or unrealistic. The two forces (driving & restraining) are what leaders of an organization must review with their followers based on provided feedback. The power of the forces and their interaction with regard to a particular change determine the degree of difficulty that a leader will experience in making that change a reality (Green, 2017, p. 244) Do the driving forces outweigh the restraining forces? Is change possible considering the given circumstances? Is the desired outcome worth the disruption? |