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Christina [email protected]
Collins Type 1 Describe a time when you experienced a significant change. How did you react to that change? Minimum five lines.
Today’s QuestionsHow do we experience change?
How does understanding the change process impact my role?
How do I coach and support colleagues through the change process?
Debriefing the ActivityHow did you feel?
How many took something off? Put something on?
How many exchanged something with somebody else?
How many ran out of things to change?
Concerns-Based Adaption Model
Article ReviewRead the CBAM article and mark up the text
in a way that is meaningful to you
Share your reactions and connections with a partner
CBAM ModelAssumes that individuals grow in both their
concerns and their use of new innovations (formative assessment practices).
Support for growth in individuals must be tailored to specific developmental needs.
CBAM model legitimizes differences in feelings and behaviors of staff relative to a change (innovation).
How does this impact your work?
6 Refocusing 5 Collaboration 4 Consequence
3 Management
2Personal1 Informational0 Awareness
Think about a recent interaction with a colleague about a change. It could be a change he or she is making now or considering in the future. Describe some of his or her concerns about the change.
Apply CBAM to how you might approach this colleague in the future.
What about systems level change?
Motion Leadership - FullanChange-savvy
leaders always know that you can’t directly make people change. But you can create a system where positive change is virtually inevitable.” (Fullan, 2010, p. 62)
What do you think?Top down change doesn’t work – people resist
when leaders try to tighten things up…the best way to tighten things up is to get peers to do it.”
“The role of the leader is to enable, facilitate,
and cause peers to interact in a focused manner. Peer interaction is the social glue of focus and cohesion.” (Fullan, 2010)
“Give people new experiences in relatively nonthreatening circumstances, and build on it, especially through interaction with trusted peers – very simple but hard to do when you are impatient for buy in.”
“You need to learn about implementation during implementation”
Where do we begin supporting others in the change process?
Seek first to understand before being understood
Coaches as System Leaders
Levels of Intensity for Instructional Coaching (Bean 2004)
How do we change the system one conversation at a time?
“The coach dances with teachers to facilitate the unleashing of potentials and the experience of change. The dialogue dance creates motivation and energy…It creates readiness for change, the power to change, and the leverage for change.” (Hall and Duval, 2005)
Cognitive CoachingDirected by the coacheeNeutralA skillful application of tools for planning,
reflecting, and problem-solvingCapacity building Mediating thinkingDeveloping and building internal resources Believing in the potential and positive
intentions of the coachee
Cognitive Shifts
Planning Conversations
Tools for Planning Conversations
Planning Map
Clarifying Roles
Contracting
Real PlaySeeing it in action
Having a go
Homework – try it out
Reflect and CommitReflect back on our learning this morning.
What has resonated with you?
How does this impact your personal or professional relationships?
What do you want to be mindful of as you move forward?
