Discipline Change in a Learning Organizati on ERWIN MONTESSORI SCHOOL Deveise Gregory Organizations, Innovation, and Change Dr. Leslie Bedford August 15, 2010
1. Discipline Change in a Learning Organization
Erwin Montessori School
Deveise Gregory
Organizations, Innovation, and Change
Dr. Leslie Bedford
August 15, 2010
2. Erwin Montessori School
Mission Statement:
Every student will become an independent life long learner, will
grow in social graces, and will attain inner discipline and joy the
birthright of every human being.
3. Formal Structure
Principal
Guidance Counselor and Curriculum Facilitator
Teachers
Assistant Teachers
Support Staff
4. Achievement
Self-actualizing
Humanistic-encouraging
Affiliative
Erwin Culture
Four Characteristics of a Constructive Culture
5. Structural
Human Resource
Political
Symbolic
Erwin Leadership
Four Frames of Leadership
6. Aldys Capers
Assistant Teacher
Leadership Team Member
Reason for Discipline change
7. Implementation of a Discipline change
Redirecting Childrens Behavior (RCB)
Introduced theories for the faculty to understand the behaviors of
the children and seek solutions to develop life skills and
responsibility based in Montessori philosophy
(Kvols & Riedler, 1997).
8. Principal
Rules for Effective Communication
Concreteness
Understanding
Credibility
Small steps when necessary
Reasonableness
Repetition
Reinforcement During the Change
9. Causes of Resistance
Response to Resistance
Belief that the change is not sustainable
Loss of status and/or power
Fundamental skepticism of change
Parent RCB workshops were implemented
Workshops were mandatory for faculty
Examples, staff meetings, and additional workshops
Resistance to discipline change
10. Sustaining The Discipline Change
Leadership Team
Supervision of the plan and vision
Monitoring the change process
Written Evaluations
Recommended Crisis, Prevention, and Intervention (CPI) workshop for
August 2010
11. Evaluation of the discipline change
Positive Attributes of the Change Process
Leadership Team maintained supervision over the plan and
vision
12. Communication was concrete, clear, and concise 13. Faculty
members were held accountable 14. Leadership Team effectively
evaluated and monitored the processNegative Attributes of the
Change Process
