By Nathalja M. Hendrickson Minnesota State University, Mankato Capstone Project Spring, 2014

1. Building Change-Ready Schools:A Focus on Continuous Improvement Cycles that Employ a Change and Transition Approach By Nathalja M. Hendrickson Minnesota State University, Mankato Capstone Project Spring, 2014

2. Change - Ready?What?! Why!? Seems like there is way too much change in education already…! In-service days in the fall are LOADED with all the new changes/initiatives. Before one initiative is implemented fully, the next set of changes are on their way…

3. Change-Ready? Why? • Change is inevitable – in all organizations and in our own personal lives • Increasingly turbulent environment of change in our world - staggering rate of change expected in education • Educational systems and educators need to become adept at managing the change process and build an approach that embeds continuous improvement as a way of life • Not change for the sake of change • Must be carefully chosen, intentional change • Complete the change to full implementation, as designed, before taking on more initiatives • Leadership teams to be in front - leading / guiding the change process, not having the change lead/guide the system!

4. Building Change-Ready Schools: A Focus on Continuous Improvement Cycles that Employ a Change and Transition Approach Three Key Elements • Leadership Teams • Process for On-Going Alignment • Instructional Continuous Improvement Process

5. Main Resources William Bridges • Managing Transitions: Making the Most of Change John Kotter • 8-Step Process for Leading Change NIRN (National Implementation Research Network) • Implementation Science Framework Personal Experience • Chemical Engineer and Manager in Manufacturing Setting • Teacher and School Advocate in K- 12 Educational Setting

6. The “Art” and “Science” of Change “Art” – how to lead change; change and transition awareness; soft skills William Bridges and John Kotter “Science” – framework in which change happens; tools to implement change NIRN

7. Little background about the “Art” Change and Transition John Kotter’s 8 Step Process of Creating Major Change • Establishing a Sense of Urgency • Creating the Guiding Coalition • Developing a Change Vision • Communicating the Vision for Buy-In • Empowering Broad-Based Action • Generating Short-Term Wins • Never Letting Up • Incorporating Changes into the Culture

8. More background about the “Art” Change and Transition “It isn’t the changes that do you in, it’s the transitions. Change is not the same as transition. Change is situational and transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal” (William Bridges in “Managing Transitions”, 1993)

9. More background about the “Art” Change and Transition (continued) Transition is the neutral gray area between the old reality and the new. It is when the old way is gone, and the new doesn’t feel comfortable yet. The neutral zone is where changes are jeopardized, or fail (Bridges, William; “Managing Transitions, 1993)

10. A Focus on Continuous Improvement Cycles that Employ a Change and Transition Approach Three Key Elements: Creating Leadership Teams On-going Process of Standards Alignment Instructional Continuous Improvement Process

11. Key Element #1

12. #1: Create Leadership Teams • Kotter’s 8 Step Process for change • Collaboration • Empowered • Change Agents • Transition – Neutral Zone awareness • Soft skills to support • Buy-In • Backbone • Constancy of Purpose • Accountable

13. Key Element #2

14. #2: On-going Process of Standards Alignment Adapted from Kotter’s 8 Step Process • Establish a Sense of Urgency – need to understand the WHY to get understanding • Communicate the Vision for the Standards Alignment Process to promote buy-in • Celebrate the quick – wins that connect the new behaviors and the success

15. #2: On-going Process of Standards Alignment • On-goingprocess of aligning to state standards • instruction • curriculum • assessments Not the summer work (although that is important!) • Need way to measure/monitor on-going progress – commercial assessments are not the answer… • One Idea - Pre/Post Common Assessment • Cost PLC work • Formative assessment Deep understanding of standards • Sustainable process for next revision

16. Key Element #3

17. #3: Instructional Continuous Improvement Process • School Wide Instructional Practice • Root Cause Analysis • Examples: • Think Aloud • Academic Accountable Talk • Learning Goals with Success Criteria

18. #3: Instructional Continuous Improvement Process • Practice Profile –Implementation Science (NIRN) • Focus on adult behavior • Created with input from stakeholders • Collect data to measure fidelity of implementation • Why does is work in some areas and not others? • Leadership Team uses data to create action plan • PDSA (Plan Do Study Act)

19. Paradigm Shifts • Less is More • Go Slow to get there Fast • Patience • Embrace change – become masters of change • Take change to full implementation • Implement change with fidelity • Collect less data on more meaningful measures • Data drives PDSA cycles • Leadership Teams – not charismatic leaders – constancy of purpose and change agents • Support Staff during change and transition • School improvement is hard work

20. Three Key Elements to Build Change – Ready Schools • Empowered Leadership Teams • On-going Standards Alignment Process • Curriculum • Assessments • Instruction • Instructional Continuous Improvement Process Get Started – Get Better