Riding the Waves of Change

Are You a Shark, Carp or Dolphin?

PRESENTED BY PATRICK PHEASANT

20 September 2018

Human Connection

1. What more are you wanting in your career right now? 2. Describe your biggest failure at work. 3. If you were to tell one person "Thank You" for helping me become

the person I am today, who would it be and what did they do? 4. When are you the happiest? 5. What quality in you would you hate to see emulated in your team

members or children? 6. What would you most regret not having done by the end of your

life? 7. What characteristic do you most admire in others? 8. What kind of impact do you believe you have on people? 9. What's the most important lesson you've learned in the last year? 10.How do you think your co-workers see you?

Are You a Shark, a Carp or a Dolphin?

George, B (2003) Authentic Leadership

Authentic leadership

Authentic leaders

1. Pursue purpose with passion: Display purpose and direction so people want to follow

you.

2. Practice solid values: We are defined by our values and characteristics. Without integrity,

no one will trust or want to follow you.

3. Lead with the heart: Engage the hearts of those you serve and align your interests with

the interests of those you lead. You need empathy and compassion for the people you

work with and courage to make difficult decisions

4. Establish enduring relationships: Enduring relationships are built on connectedness and

a shared purpose of working together towards a common goal. People need personal

relationships to fully commit to work.

5. Demonstrate self-discipline: Convert your values into consistent actions that others can

rely on. Take responsibility and ownership for your actions.

Leaders as Change Agents

Personal Change Skills

Organisational Design

Systems Thinking

Approaches to Change

How Good Are Your Change Management Skills?

1. I usually receive good support from senior executives for changes that I want to implement.

2. I create a plan for change for my department and team, and I let other departments deal with the impacts as they choose.

3. I communicate successes throughout the organization, so that everyone understands the positive impact of a change project.

4. I try to understand my organization's culture and values as important elements of a change project.

5. When change is happening, I expect people to continue to perform at 100 percent.

6. Once I'm successful with a change project, I declare victory and move onto the next project.

How Good Are Your Change Management Skills?

7. If I think something must be changed, I start right away and make it happen.

8. To get backing and support from my team, I talk with team members about what is causing the need for change.

9. If key individuals are convinced that change is needed, the rest of the stakeholders will usually come on board.

10. Change is as good as a rest, so even though it might not be necessary, it often helps to "mix things up a bit.“

11. It's harder to manage change effectively when the organization has previously managed change projects badly.

12. I let people get comfortable with changes before I decide if any training is necessary.

Cycles for Change

How do we make our centres safe?

Workshop Problem

Brainstorm in your group:

• A hypothetical major change that is imminent in

our industry?

• How would your team (as members of the same organization) prepare for this change?

observe reflect

make

pre

pare

imp

lem

en

t

incu

bate

illu

min

ate

iterate

evaluative research

generative research

exploratory research

Adapted from Institute for the Creative Process (2009)

Creative Process for Quality

Our Framework for Quality

QUALITY AREAS

A. TEACHING, LEARNING AND ASSESSMENT

B. THE STUDENT EXPERIENCE

C. RESOURCES AND FACILITIES

D. ADMINISTRATION, MANAGEMENT AND

STAFFING

E. PROMOTION AND STUDENT RECRUITMENT

F. WELFARE OF STUDENTS UNDER 18 YEARS

G. STRATEGY, RISK AND GOVERNANCE

(2018)

QUALITY SPECIALISATIONS

I. ONLINE DELIVERY (2019)

II. ELT QUALIFICATIONS (2019)

III. FOUNDATION STUDIES (2020)

IV. EDUCATION AGENTS (2020)

NEAS Online and Micro-Credentials

1. Strategy, Risk and Governance (SRG) – Aug 2018

2. Teaching, Learning and Assessment (AALO) – Sep 2018

3. The Student Experience (ESE) – Oct 2018

4. Welfare of Students Under 18 (WSU) - Aug 2019

5. Administration, Management and Staffing (AMS) – Sep

2019

6. Promotion and Student Recruitment (PSR) – Oct 2019

Starter Thinking

Cap

Risky

Business

Quality

Enforcer

Action

Planner

Review

Champion

NEAS Membership

2%

16%

11%

1%

32%

31%

7%

HE - Private HE - University High Schools Online

Stand alone VET - Private VET - Public

7 44

63

32

4

1 63

1

4 41

3

1

1