Leading Change
Start with why.
Why
We believe that learners should own their learning and take the lead to make impactful change in their educational career and beyond.
How
​Through a blended learning environment students will utilize the station rotation model to take charge of their learning to engage in hands-on stations, age-appropriate technology and STEM opportunities.
What
We will promote a growth mindset for students to work towards self-selected goals that are both meaningful and productive in helping them to be successful learners.
As I step into this role as a leader for change on my campus, I am beginning to see more and more that change is not something that is easily done. We have been programmed by our society and education as a whole, to collect the data, present the data and plan according to the data. And while this is not innately bad, statistics show that it doesn’t work.
Simon Sinek (2009) tells us that people don’t buy what you do they buy why you do it. This got me really thinking, as educators how many times have we sat in a staff meeting or data meeting and been introduced to a new initiative to implement in our classrooms? Countless times right? And how many times were we super eager and ready to jump on board with it? Probably less than a handful if we’re honest. Why? Because we didn’t see the why. We were given the data and presented with the facts, but we already knew those. We needed the affective side of it; we needed the “why” it was important. As Sinek said, we needed to take a step back and have a shift in focus.
John Kotter (2011) says that we must start with the heart. We don’t need to just get people to think differently, we need them to feel differently. When we start with our “why” we give our stakeholders a direct emotion to emotion connection and that is what changes behavior. Appealing to the heart also shows a sense of urgency in the situation. It gives the audience the feeling that if we don’t act and make a change nothing will get better. When you appeal to the heart and others can see and feel your motivation for why you are doing something they are way more apt to follow you and support you.
I believe all learners are should take ownership of their learning and are capable of becoming self-directed learners. Implementing blended learning through the station rotation model in my classroom will allow my students the opportunities to be self-directed learners that are goal oriented and become successful in the classroom and beyond. I want my students to be able to leave my classroom with not only the knowledge of the required curriculum, but the skills to set them up to be successful, life-long learners.
Resources:
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Kotter, J. (2011, March 23). Dr. John Kotter - The Heart of Change. [Video]. YouTube. https://youtu.be/1NKti9MyAAw
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Kotter, J. (2013, August 15). Leading Change: Establish a Sense of Urgency. [Video] YouTube. https://youtu.be/2Yfrj2Y9IlI
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Sinek, S. (2009, September 28). Start with why: How great leaders inspire action. YouTube. [Video]. https://www.youtube.com/watch?v=u4ZoJKF_VuA.
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Photo: "Kids in School" by Media from Wix
Photo: "Colorful toys" by Media from Wix
Photo: "Kids with capes" by Media from Wix
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Influencing Change
Understanding and leveraging the six sources of influence is crucial for organizations striving for positive change and impact. By examining how these influences interact and intersect, we are able to gain insight necessary for effective leadership, decision-making, and achieving meaningful results within our organization.
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The strategy below outlines the roles of each of the six sources of influence that will impact my innovation project.
References
Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer: The new science of leading change. New York, NY: McGraw-Hill.
Installing 4DX
The Six Sources of Influence and the Four Disciplines of Execution (4DX) are two systems designed to improve organizational performance. The Six Sources of Influence focus on identifying key factors that influence behavior change. These sources are personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability. By understanding and leveraging these sources, organizations can create an environment that encourages and cultivates change and encourages individuals to take ownership of their goals. The Four Disciplines of Execution provide a structured approach to achieving organizational goals through focus, leverage, engagement, and accountability. These disciplines help organizations prioritize their efforts, concentrate on important goals, and ensure ongoing execution.
When combined, the Six Sources of Influence can enhance the Four Disciplines of Execution by:
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Using personal motivation individuals are more likely to align with the WIG.
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Improving personal abilities through training and professional learning opportunities ensures that individuals have the necessary skills to execute goals effectively and efficiently.
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Building a culture of accountability and teamwork.
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The use of effective communication and collaboration encourages accountability and shared responsibility.
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Using incentives and rewards aligned to the WIG help make sure the scoreboard is used effectively.