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Transformational Change via Moodle

Transformational Change via Moodle. Michelle Kowalsky Whippany Park High School Whippany, NJ. Tell the story of our school’s Moodle implementation (4 – 8 years in the making) Discuss ingredients for transformational change and situate them in our story “Good news” and the “Bad news”.

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Transformational Change via Moodle

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  1. Transformational Change via Moodle Michelle Kowalsky Whippany Park High School Whippany, NJ

  2. Tell the story of our school’s Moodle implementation (4 – 8 years in the making) Discuss ingredients for transformational change and situate them in our story “Good news” and the “Bad news”

  3. “Good to Great” companies think differently about technology. . . In every case, he found technological sophistication Technology was an accelerator -- not a creator -- of momentum Good to Great by Collins p. 148-161

  4. Idealized influence (followed by others) Inspirational motivation (enthusiasm) Intellectual stimulation (group solutions) Individualized consideration (coaching) Improving Organizational Effectiveness through Transformational Leadershipby Bass & Avolio p. 8

  5. Establish a sense of urgency Create a guiding team Communicate the change vision Empower employees Generate short term wins Tell vivid stories of success Anchor new approaches in the culture Leading Change by Kotter p. 21

  6. To make change stick, don’t rely on the boss, PIP hours as rewards, or anything but the culture to hold a big change in place. Tradition is a powerful force. Crossing over challenges our identity. Leading Change by Kotter p. 177

  7. Leadership is a transformational journey. Self-leadership (know thyself) One-on-one leadership (trust) Team leadership (build community) Organizational leadership (lead more than one team, value relationships and results) Leading at a Higher Levelby Blanchard p. 199

  8. Leading at a Higher Levelby Blanchard Position Power Task Power Knowledge Power RelationshipPower Personal Power

  9. 12 Reasons why change efforts fail: Announcing change is not implementing it People’s concerns with change are not addressed Those asked to change are not involved in planning Leading at a Higher Levelby Blanchard

  10. 12 Reasons why change efforts fail: No compelling reason to change Vision of the future not communicated Didn’t include resistors in conversation No pilot or beta testing Systems, initiatives not aligned w/ change Leading at a Higher Levelby Blanchard

  11. 12 Reasons why change efforts fail: Leaders fail to prioritize (death by initiative) People not enabled or encouraged to build new skills Leaders not credible, mixed messages Progress not measured Leading at a Higher Levelby Blanchard p. 199

  12. Organizational alignment (shared vision, strategy, values & goals) Commitment to delivering the highest customer value Commitment to continuing improvement processes Transparency in staff communication and knowledge Innovation by Carlson & Wilmot p. 258

  13. Create innovation organizational structures and processes with the appropriate staff Shared recognition and rewards Commitment by the CEO and senior management team Innovation by Carlson & Wilmot p. 258

  14. Michelle KowalskyWhippany Park High School, NJmichelle.kowalsky@gmail.com

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