leading second order change the 21 st century leadership challenge: leading second order change...
TRANSCRIPT
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The 21st Century Leadership Challenge:
Leading Second Order Leading Second Order ChangeChange
General Session
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The Welsh Congregation’s DilemmaWe must build the new system while we’re in the old system
20th Century Expectation: TIME
21st Century Expectation:PROFICIENCY
Perspective
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Q - If you LEAD an organization over time, and it significantly improves, what happened to the organization?
A- CHANGE
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The “Practice” of Leadership Largest-ever Sample for Research on Leadership Practice
Marzano, Waters, &
McNulty, 2005
• All studies, 1971-2001• > 5,000 studies of relationship
between school leadership & achievement examined
• 69 met McREL’s criteria for rigor• 2,802 schools, all levels, K-12
represented• 14,000 Teachers• 1.4 million students
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Three Findings
• School-level leadership impacts student achievement
• Principals use 66 leadership practices to fulfill 21 essential responsibilities that correlate with student achievement.
• Strong principals can have either a positive or negative impact on student achievement
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Finding #1: School leadership impacts student achievement.
• School Leadership that Works: The Effect of Principal Leadership on Student Achievement
If principal’s leadership improves from 50th to 84th percentile,researchers predict a 10 percentile gain in student achievement
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Finding #2 The “Practice” of Leadership
• Identified 21 Principal responsibilities that positively correlate with student achievement
• All 21 responsibilities are important for raising student achievement. All are important in First-order change.
• 7 responsibilities are essential for Second-Order change.
Marzano, Waters, &
McNulty, 2005
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Finding #3: Strong leaders who have established purposeful communities can have either a positive or negative impact on student achievement. Why?
Leadership
Lead
ership
Lea
der
ship
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Purposeful CommunityP
urpo
sefu
l Com
mun
ityP
urposeful Com
munity
Purposeful Community
Leadership
Leadership
Lead
ershipL
ead
ersh
ip
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Collective Efficacy: “We can make a difference.”
Building a Purposeful Community
• Collective Efficacy - The group members’ shared perception or belief that they can dramatically enhance the effectiveness of an organization. The collective efficacy of the teachers in a school is a better predictor of student success in schools than is the socioeconomic status of the students.
Goddard, Hoy, and Hoy, 2004
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Definition: Purposeful Community
“A purposeful community is one with the collective efficacy and capability to develop and use assets to accomplish goals that matter to all community members through agreed-upon processes.”
Marzano, Waters, McNulty, 2005
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Build a purposeful community Focus on the right things Assess and manage the magnitude of change
Leadership
Leadership
Lead
ership
Lea
der
ship Focus Magnitude
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Finding #3: Strong leaders who have established purposeful communities can have either a positive or negative impact on student achievement. Why?
Leadership
Lead
ership
Lea
der
ship
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Purposeful CommunityP
urpo
sefu
l Com
mun
ityP
urposeful Com
munity
Purposeful Community
Leadership
Leadership
Lead
ershipL
ead
ersh
ip
Focus Magnitude
Maintain stability in existing system
Challenge normal routines that do not produce results that achieve mission
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Purposeful CommunityP
urpo
sefu
l Com
mun
ityP
urposeful Com
munity
Purposeful Community
Leadership
Leadership
Lead
ershipL
ead
ersh
ip
Focus Magnitude
Classroom Research
School Research
Student Research
Create demand
Implement change
Manage transitions
Monitor/Evaluate
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Implement
Create Demand
Monitor and Evaluate
1st Order
The Four Phases of Change
McRELFirst Order Change
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Implement
Create Demand
Manage Personal Manage Personal TransitionsTransitions
Monitor and Evaluate
2nd Order2nd Order
The Four Phases of Change
McREL
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Purposeful CommunityP
urpo
sefu
l Com
mun
ityP
urposeful Com
munity
Purposeful Community
Leadership
Leadership
Lead
ershipL
ead
ersh
ip
Focus Magnitude of Change
On the right things Gentle pressure, Gentle pressure, applied relentlesslyapplied relentlessly
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How Do We Lead for Systemic Change?
• Knowing what to do
• Knowing how to do it
• Knowing when to do it
• Knowing why to do it
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“First-Order” Change*
• An extension of past knowledge
• Implemented with existing knowledge and skills
• Within existing paradigms
• Consistent with prevailing values and norms
• Incremental
*Marzano, Waters, McNulty, 2005
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First-Order Change?
1. Professional development to implement new editions of social studies textbooks
2. Reading The Five Dysfunctions of a Team and establishing norms for faculty meetings
3. Implementing a new dress code
4. Revamping the master schedule, moving from 7 periods per day to 6
5. Converting your school to International Baccalaureate (IB) status
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“Second-Order” Change*
• A break with the past
• Outside of existing paradigms
• Conflicts with prevailing values and norms
• Complex
• Requires new knowledge and skills to implement
Marzano, Waters, McNulty, 2005
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First- or Second-Order Change?
1. Adopting mathematics textbooks
2. Adding 15 additional minutes of instruction to the school day
3. Moving to non-graded classrooms
4. Assessing writing across the curriculum
5. Standardizing cafeteria menus across all schools in the district to meet new government requirements
6. Implementing new student data management software
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First Order Second Order
When stakeholders see the change as:
• Consistent with existing values and norms
• Advantageous for stakeholders
• Readily implement-able with existing knowledge and resources
When stakeholders:
• Are unclear about how it will make things better for them
• Must master new knowledge, practices, or approaches to implement the change
• Feel the change conflicts with prevailing personal values and organizational norms
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First or Second Order Change?
It’s a matter of perspective!
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Super-Super-intendentintendent
PrincipalsPrincipals
Leadership Team Leadership Team and Central Staffand Central Staff
School Staff
School Board
Strategy Team Program Design Achievement
Monitoring School Support
Governance TeamCommunity EngagementSystem Values & Policy
•Beliefs, Vision, Mission
•Goals & Operational Expectations
Superintendent Accountability
Instructional Team Student
Achievement Program Delivery School-based
Decisions
Systemic Change
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First or Second Order Change?
It’s a matter of perspective!
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20th Century Expectation: TIME
21st Century Expectation:PROFICIENCY
Perspective
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Balanced Leadership Framework Responsibilities
Affirmation Change Agent Communication Contingent Rewards Culture Curriculum, Instruction,
Assessment involvement
Discipline Flexibility Focus Ideals/beliefs
Input Intellectual stimulation Knowledge of C, I, A Monitors/evaluates Optimizer Order Outreach Relationship Resources Situational awareness Visibility
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Purposeful CommunityP
urpo
sefu
l Com
mun
ityP
urposeful Com
munity
Purposeful Community
Leadership
Leadership
Lead
ershipL
ead
ersh
ip
Focus Magnitude
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Purposeful Community
Focus Magnitude
Affirmation
Communication
Culture
Ideals/Beliefs
Input
Relationships
Situational awareness
Visibility
Contingent rewards
Discipline
Involvement C,I,A
Focus
Order
Outreach
Resources
Change agent
Flexibility
Ideals/Beliefs
Intellectual stimulation
Knowledge of C,I,A
Monitor/evaluate
Optimize
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Balancing Leadership
Principal leadership in highly
effective schools is:
• Helpful but not threatening,• Directive but not overbearing,• Facilitative but not laissez faire.
Rosenholtz, 1989
Louis & Murphy, 1994
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////////
Balancing Leadership for Change
What an organization needs from its leader depends on the magnitude of change occurring for the organization
Direct ------------------------- Support
Answer ------------------------ Question
Step up / Manage ----------- Step back / Learn
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The art of progress is to preserve
order amid changeand preserve
change amid order.
~ Alfred North-Whitehead
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7 Responsibilities Critical for 2nd Order Change**
Affirmation Involvement in C,I,AChange Agent** Knowledge of C,I,A**Contingent Rewards Monitoring/Evaluating**Communication Optimizer (Optimist)**Culture OrderDiscipline OutreachFlexibility** RelationshipsFocus ResourcesIdeals/beliefs** Situational AwarenessInput VisibilityIntellectual stimulation**
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7 Responsibilities Critical to Support Second-Order Change
1. Change Agent2. Flexibility3. Ideals & beliefs4. Intellectual stimulation5. Knowledge of Curriculum Instruction,
Assessment6. Monitor and evaluate7. Optimizer
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Responsibility Definition Practice
1. Change Agent
2. Flexibility
3. Ideals and Beliefs
4. Knowledge of CIA
5. Intellectual
Stimulation
6. Monitor and
Evaluate
7. Optimizer
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Responsibility Definition Practice
1. Change Agent Actively challenge status quo
•Challenges status quo•Comfortable leading change•Looks for new, better ways
2. Flexibility Adapts behavior; OK with dissent
•Comfortable making change•OK w/ diverse opinions
3. Ideals and Beliefs •Well-defined beliefs•Behavior models beliefs
4. Knowledge of CIA Content, instruction, and assessment
•Extensive knowledge•Provides guidance -teachers
5. Intellectual
Stimulation
Discusses current theory, practice
•Keeps informed•Fosters discussions, etc.
6. Monitor and
Evaluate
Impact and effective- ness of practice
•Continually monitors C-I-A•Impact of practice on achievement
7. Optimizer Inspires, leads new & challenging innovation
•Inspires; driving force•Positive attitude @ challenges
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2nd order change
• Is a horse of a different color from a leadership perspective. To successfully implement a second order change initiative, a school leader must ratchet up her/his idealism, energy, and enthusiasm.
• Additionally, he must be willing to live through a period of frustration and even anger from some staff members. No doubt this takes a great personal toll on a school leader and might explain why many promising practices have not led to improved student achievement and ultimately have been abandoned.
Ron Heifitz
Marzano, Waters, McNulty
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Ideals and BeliefsWhat Is Our Purpose?
• To improve the quality of human life.
• To create schools in which every child learns at high levels.
To secure America’s future—one student at a time!
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What Do We Value?
• We put service to students above all else.
• We take responsibility for the success of all students.
• We care passionately about our work with children.
• We build strong, positive relationships with students, staff, parents, and community.
• We model and promote civility and integrity.
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What/How What/How We TaughtWe Taught
What Students What Students LearnedLearned
Knowing the Knowing the connectionsconnections that that enhance and increase learningenhance and increase learning
Building a Culture ofContinuous Improvement
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Change Agent ~Leadership is Difficult!
• “Perhaps the most revealing aspect of analysis is that some responsibilities are negatively affected by second-order change:”
• Culture (Strongest negative relationship with 2nd order change)
• Communication• Order• Input
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Possible perceptions of principal leading 2nd order change
• Team spirit, cooperation, and common language have deteriorated as a result of the innovation (Culture)
• Communication has deteriorated as a result of the innovation (Communication)
• Order and routine have deteriorated as a result of the innovation (Order)
• The level of input from all members of the staff has deteriorated as a result of the innovation (Input)
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Pages 12 & 13Purposeful Community
Pur
pose
ful C
omm
unity
Purposeful C
omm
unity
Purposeful Community
Leadership
Leadership
Lead
ershipL
ead
ersh
ip
Focus Magnitude
Classroom Research
School Research
Student Research
Create demand
Implement change
Manage transitions
Monitor/Evaluate
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1st Order
The Four Phases of Change
McREL
Second Order
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Leadership—A Balancing Act
• Adaptive work creates risk, conflict, and instability because addressing the issues underlying adaptive problems may involve upending deep and entrenched norms. Thus, leadership requires disturbing people—but at a rate they can absorb.
Heifitz
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True Leadership is Risky Business
• “When exercising leadership, you risk getting marginalized, diverted, attacked, or seduced. Regardless of the form, however, the point is the same. When people resist adaptive work, their goal is to shut down those who exercise leadership in order to preserve what they have.”
Leithwood
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• The more complex society gets, the more sophisticated leadership must become. Michael Fullan
• The most essential pre- requisite for success is
commitment from leaders. Joseph Murphy
• Leadership is second only to classroom instruction among all factors that contribute to what students learn in school. Kenneth Leithwood
• Leaders . . . challenge people’s habits, beliefs, and values. Ron Heifitz
The Challenges of Leadership
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Change is MESSY!
• Fullan: “The more accustomed one becomes to dealing with the unknown, the more one understands that creative breakthroughs are always preceded by periods of cloudy thinking, confusion, exploration, trial and stress; followed by periods of excitement and growing confidence as one pursues purposeful change, or copes with unwanted change.
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Change is like a planned journey into uncharted Change is like a planned journey into uncharted waters on a leaky boat with a mutinous crew. waters on a leaky boat with a mutinous crew.
Michael Fullan
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Five minutes beforethe party is not
the time to learnto dance.
- - Snoopy
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How We Can
ALL students achieving at high levels
Why We Can’t
X
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Fullan
• Those individuals and organizations that are most effective do not experience fewer problems, less stressful situations, and greater fortune, they just deal with them differently.
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Daniel Boone
“Can’t say that I was lost, but I was bewildered once . . .
for three days.”
Change will beChange will be uncomfortableuncomfortable at times.at times.
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FIDO
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Always Give 100% at Work
12% Monday
23% Tuesday
40% Wednesday
20% Thursday
5% Friday
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•Trustworthiness
•Truthfulness
•Active Listening
•Doing Your Personal Best
•No Put Downs
Lifelong Guidelines*
*from Susan Kovalik & Associates, Inc.
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FINDING JOY IN THE WORK
COURAGE CONFIDENCE
ENTHUSIASM
Eleanor RooseveltEleanor RooseveltThe Wright BrothersDr. Martin Luther King Jr.
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Dum spiro, spero
As I breathe,
I hope.
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Contact Information
• McREL documents were referenced throughout this presentation. Copies of McREL research reports can be downloaded from their website: mcrel.org
• Gerrita Postlewait [[email protected]]
617 Ellsworth Court
Myrtle Beach, SC 29579