leading change in a time of uncertainty july 2014 kristen ehlman [email protected]
TRANSCRIPT
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Session Outcomes
In this series of sessions, New York school leaders will:
•Use a systems approach to analyze the current state of implementing the CCSS in their local districts and schools
•Identify the technical challenges and adaptive shifts that must be addressed in order to lead the CCSS change
•Conduct a stakeholder analysis and identify the political factions that can either be leveraged or mitigated to smooth the implementation process
•Develop a political map that allows leaders to manage the messages around this change
•Gain insight into leadership dilemmas by participating in consultancies with peers
•Develop roadmaps to move their schools from where they are to where they ought to be
July 8/10 Agenda
Time Topic and Process
Morning 9:15 am – 12:30 pm(15 minute break)
Opening
Analyzing Your Current State •The Iceberg Systems Model
Digging Deeper into the Adaptive Work•Adaptive challenges, technical problems•Informal, formal authorities; faction identification•Stakeholder analysis; identify wins•Political map development & grocery store speech
Lunch12:30-1:30
Afternoon1:30 pm – 4:30 pm(15 minute break)
Leadership Consultancies•Demo protocol with whole group•Small group consultancies
Roadmap for 2014Closing
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On Leading Change
“Your voice matters… and when your voices are aligned, the world stops and watches what you do. What you do matters. And how you lead matters. Each of us leads in a unique and special way. When you are aligned as leaders, that’s when the magic happens.”
Chris Chadwick
President and CEO of Defense, Space & Security at Boeing
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Table Talk
Think first:
When have you seen change done well?What was it?
What about that change process enables you to say it was “done well?”
Discuss with peers. Look for commonalities and characteristics of “change done well.”
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Your Leadership Challenge
Pre-session reflection questions:•How would you describe the situation as you are currently experiencing it? Are there any recent events or activities that have occurred regarding this challenge?•How would you describe the ideal for this challenge and the reality as it exists now? How wide is that gap and in what ways?•What successes have you experienced that could be leveraged?•Who are some of the major players involved? What would they say about this challenge?
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A Parable
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The Iceberg Systems Model
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Patterns and TrendsWhat’s been happening?
Underlying StructuresWhat sort of structures or processes might explain
what’s been happening?
Mental ModelsWhat is the thinking that creates or allows these
structures, patterns and events to occur?
Cultural and Institutional ValuesWhat are the values that are instilled in the
organization or community that are shaping this behavior?
EventsWhat happened?
Events Orientation looks for immediate cause and effect; actions tend to be reactive.
Systems Thinking looks below the surface at the patterns, trends, structures and systems at work; actions focus on anticipating patterns and planning for them; designing structures; and transforming mental models and values.
Adapted from work by Peter Senge, World Bridge and Interaction Institute for Social Change.
The Event
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Unpacking the SystemPaired Exercise – 20 min. each
1. Presenter identifies a critical Event that shows something important about the challenge you are trying to understand. The event must be observable and something that actually happened. Describe it in some detail (5 minutes max).
2. Partner asks probing questions to help presenter uncover Patterns and Trends, Structures, Mental Models and Cultural & Institutional Values.
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Reflection
What does this mean for you as a leader?
•What have you said about this in the past? Do those messages have to change?
•What have you done? Do those actions have to shift?
•What do you now think about the way you have been leading this work?
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Break Time!
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Leading Change
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“Successful adaptive changes build on the past rather than jettison it…
The first step in any adaptive challenge is to take a step back to see how your
system is responding to it. ”
Heifetz, Grashow and Linsky.
The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World.
Adaptive Challenge? Technical Problem? Or Both?
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“An adaptive challenge is one which the team may have no idea how to solve.” Adaptive challenges can only be addressed though shifts in people’s values, beliefs, behaviors, priorities, habits and loyalties. Adaptive challenges require learning.
“Technical problems have known solutions” that can be implemented by someone, somewhere. Not easy or unimportant; but the problem is well-defined. Technical problems require resources and expertise.
“Problems do not always come neatly packaged as either adaptive or technical. Most problems come mixed, with the technical and adaptive aspects intertwined.”
Heifetz, et.al.
10 min. Paired Quick Talk
Which parts of your challenge are adaptive? Which are technical?
Have you been applying technical fixes to the adaptive work?
What have you done to get adaptive shifts so far?
An adaptive challenge is one which the team may have no idea how to solve.” Adaptive challenges can only be addressed though shifts in people’s values, beliefs, behaviors, priorities, habits and loyalties. Adaptive challenges require learning.
“Technical problems have known solutions” that can be implemented by someone, somewhere. Not easy or unimportant; but the problem is well-defined. Technical problems require resources and expertise.
“Problems do not always come neatly packaged as either adaptive or technical. Most problems come mixed, with the technical and adaptive aspects intertwined.”
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Authority, Power and Leadership
Authority provides protection direction and order. It is given to someone, and is a must in every social organization.
Formal Power and Authority
The power comes with the position.
Informal Power and Authority
The power comes from personal attributes; required to attain formal power and
authority.
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Who are your stakeholders?What are their wins?
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ISSUE
Developing a Political Map20 min. Paired Exercise
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Principal
Ken W.Board member, Chair of Finance Comm.
Jon H.Board Chair
Jeanine B., PTO President, Board memberParent of students in grades 2 and 6
Terry W., Board member, Educational Program Chair Ms. Mc.
Mr. S.Mr. B.,Senior Leadership Team
Ms. D.,Grade 3 teacher9 years
Mr. L., IAFounding teacher Strong member of the community
Ms. E., Office ManagerKnows ALL of the school’s families
Ms. DArts Content Specialist“keeper of the arts”
Other identified as powerbrokers, but not to the extent as those indicated in the spheres above:•Ms. N., In-School Suspension Specialist•Ms. H, Head of Security•Ms. E, Grade 2 teacher
Some external powerbrokers might be considered to be:•Ward 7 Councilmember•ANC Chairperson•Pastor S-H Presbyterian Church
“What you say matters.”
You ran to the grocery store to pick up a couple of items. While there, you run into one of the key stakeholders in your political map. After a couple of pleasantries, they ask you about this issue.
What do they ask?
What is your “grocery store” response?
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Anticipate and Plan
Think and write.
Rehearse.
Practice with feedback.
Plus – what went wellDelta – “even better if”
Lunch Time!12:30 – 1:30
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Find a Partner
Think about your day so far and the challenge you brought with you…
What did you learn?
What is resonating with you?
What are the implications for you as a leader?
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Leadership Consultancies
Who would like to volunteer to have this entire community help them think
differently about a challenge?
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45 Minute Consultancies
3’ Presenter provides a brief overview of the situation, including relevant background information.
5’ Clarifying Questions (fact-based, usually have yes/no answers).
8’ Probing Questions (require interpretation, judgment, opinions).
10’ Hypothesizing•What’s happening here? (draw the “issue-in-the-center plus the stakeholders around it” diagram)
Think about the iceberg and systems•Who are the stakeholders involved in the adaptive challenge and what does each faction believe and value? (Try on their voices)•Who needs to learn what? (Including the Case Presenter)•What losses will be experienced and by whom?
10’ Propose possibilities•Brainstorm possible interventions•Consider “wins” for the stakeholders or the factions•Suggest possible action steps and/or technical solutions
4’ Presenter states what he/she heard
5’ Transition time
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Break
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45 Minute Consultancies
3’ Presenter provides a brief overview of the situation, including relevant background information.
5’ Clarifying Questions (fact-based, usually have yes/no answers).
8’ Probing Questions (require interpretation, judgment, opinions).
10’ Hypothesizing•What’s happening here? (draw the “issue-in-the-center plus the stakeholders around it” diagram)
Think about the iceberg and systems•Who are the stakeholders involved in the adaptive challenge and what does each faction believe and value? (Try on their voices)•Who needs to learn what? (Including the Case Presenter)•What losses will be experienced and by whom?
10’ Propose possibilities•Brainstorm possible interventions•Consider “wins” for the stakeholders or the factions•Suggest possible action steps and/or technical solutions
4’ Presenter states what he/she heard
5’ transition time
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Reflection and Planning
First, Reflect
What does this mean for you as a leader?
•What have you said about this in the past? Do those messages have to change?
•What have you done? Do those actions have to shift?
•What do you now think about the way you have been leading this work?
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Then, Build a RoadmapFor this issue this year, I want to… In order to do that, by Thanksgiving I will… So that in the Spring, I will….
My Priority Actions
What? By When?
The Series
Summer
Initial analysis and identification of systems and challenges; knowledge sharing; goals and plans developed to manage stakeholders and factions
Fall
Progress check; deepen learning; problem-solving & course-correcting; knowledge sharing; celebrate progress and wins
Spring
Progress check; deepen learning; problem-solving & course-correcting; knowledge-sharing; celebrate progress and wins
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On Leading Change
“Your voice matters… and when your voices are aligned, the world stops and watches what you do. What you do matters. And how you lead matters. Each of us leads in a unique and special way. When you are aligned as leaders, that’s when the magic happens.”
Chris Chadwick
President and CEO of Defense, Space & Security at Boeing
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