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Resistance to Change
“Change is resource-hungry because of what it represents – developing solutions to complex problems, learning new skills, arriving at new insights, all carried out in social setting already overloaded with demands” (Fullan & Miles, 1992, p.745). A few examples of resources necessary for change are training, materials, space, and above all, time. Donahoe (1993) noted that a culture can’t change and an organization can’t function unless they can make use of time in a way that sustains their life; like oxygen to the blood. Somehow we need to find a way to provide teachers with the time they need to make productive use of their collective energy. Without sufficient amounts of time, teachers feel overloaded which may be the greatest enemy of change.
The knowledge that teachers gain from year to year is invaluable, however, when asked to change features in their teaching they feel insecure and resist. Smith (1998) states that the difficulty in getting many teachers or their administrators to change their attitudes and their ways is not that they are ignorant, but that they are insecure. Many feel overwhelmed with the risk of trying something new and the fear of producing low results due to lack of training and implementation with fidelity. Educators are always being evaluated before they feel comfortable with the techniques, instructional strategies, or even how to develop a systematic approach for implementation.
Implementation of Change
When implementing change a common vision shared by all is crucial. Leadership is one of the key elements in making this transition. Hall and Hord (2006) describe change as a process, not an event. With the complexity of implementing a school improvement effo...
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...tures for caring. “Being knowledgeable about the change process may be both the best defense and the best offense we have in achieving substantial education reform” (Fullan & Miles, 1992, p 752). Realistic achievement will result if focus is maintained by managing time and resource improvement. Change is difficult, but inevitable. When there is a sense of success and a feeling of accomplishment, teachers begin to view themselves as change agents. “Most educators agree that there is not one right reform or change process: rather, success of failure seems to depend on the school community’s collective will to change” (Crissman, Spries, Pope, Beal, 2000, p 104). Educational change is a constant endeavor towards learning about new methods and instructional strategies. The ultimate goal is to improve teaching practices that cultivate the potential in all students.
I had the pleasure of being able to shadow Superintendent Shirley Hall of the Maplewood School District. Ms. Hall took the reins of the district over in 2012 from a very popular superintendent who was credited with making great strides within the district. Although Ms. Hall had very large shoes to fill, she seems to be doing it with grace and enthusiasm. She credits the previous superintendent with making systemic changes and establishing the overall forward momentum of the district, but recognizes that she cannot rest on past success. Her goal is to take the district to the next level of educational excellence by focusing her and her administrative team's efforts on the P.E.L.P. coherence model from Harvard University. This model focuses the leadership's attention on the interdependence of the various aspects of their school district and how they reinforce one another to support the implementation of an improvement strategy. One of Ms. Hall's mantras was change, but not just for change sake, deep change for sustained improvement. Therefore, although Ms. Hall's predecessor was able to put the district on the right path, Ms. Hall has taken the baton and run with it; establishing her own style and path to excellence.
Dr. Tanisha L. Heaston, principal of Treadwell Elementary talks to me about educational change. In my first meeting and interview with her, she displays many if not all the leadership benchmarks of a Change Master and Facilitator. Defined by McEwan (2003), a Change Master is a highly effective principal who is flexible and futuristic. A realistic leader who is able to both motivate and manage change in an organized, positive, and enduring fashion. As a Change Master, she uses a situational approach since every school community requires somewhat different skills. Dr. Heaston respects change resisters, procures resources for her school, and trusts her teams which aligns with ISLLC Standard Six.
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works: First and Second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change.
The strategic plan for improving chronically low performing schools will utilize a leadership component, and four phases. The four phases are equivalent to the frames of Bolman and Deal. Bolman and Deal (2003) discuss four frames: Structural, Human Resource, Political, and Symbolic. They define the frames as follows: Structural- reflects a belief in rationality and a faith that th...
Change is something that is necessary for the survival of a company, but can sometimes be difficult to instate. That is what is discussed in the book A Sense of Urgency by John Kotter. The central theme of this book is leadership, and how it is required to initiate change.
I have been a classroom teacher with the same school division (and its legacy divisions) for twenty two years. I have therefore, been an active participant and witness to the multitude of changes and growth that have enveloped the realm of education and my school division. My role in the classroom has mainly included English and Arts instruction at the grade 11 and 12 levels. I have considered it an honor to be one of the last teachers involved in a student’s K-12 education and have deeply recognized this important leadership role, guiding our students by way of instruction and by example, through their final educational stretch and empowering them to be leaders themselves. I feel that I have helped to create a society of learners where students are being constantly challenged, where they experienced meaningful personal and educational growth and were empowered to celebrate their accomplishments whether they were big or small.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
With the passage of NCLB, many school reform efforts have been initiated using top-down model in which each school leaders have been charged with initiating bold administrative changes to address the legislation. With the number of leadership theories and models, researchers have become interested in studying those to determine which might bring forth the most significant results for leading such change. Due to the lack of highly qualified administrators and the increasing demands for administrators, Bush, O’Brien & Spangler (2005) studied a program, the Southern Tier Leadership Academy, a collaborative of the New York Education Department. The study included three separate cohorts who completed an eight month program. Whereas, Somech (2005) chose to investigate directive and participative leadership approaches, and which would more significantly impact school effectiveness. Perhaps Somech’s reflect Scherer’s (2009, p.7) understandings as described in Educational Leadership, ‘broom-wielding leadership can indeed be beneficial’ as is putting advocates into positions of power and influence and building teams, both of which are seemingly contrasting opposites.
How do we make change happen in education? Considering current framework in light of the ever-changing context of schooling, appear to view classroom-based teachers as having little to no authority, as being incapable of initiating school wide change according to their will. Mostly, teacher has been considered in two roles. The first role of the teacher as a receiver and implementer of the strategies & practices formulated by others, i.e. national policy efforts or principal change initiatives. The second role of the teacher as a leader of official reform initiatives, such as those found in policies created by school district and school level principal. Moreover, both roles of the teacher also place more value on the school’s context rather than on the teacher’s potential to make change independently. Under these prevailing roles of teachers, it is very hard for teachers to initiative for school improvement without the help of traditional school leaders. The time has come to enforce new role of the teachers that is more consistent with the 21st century’s learning framework and can provide better service to the students, where Teachers are more active than recipients and more central to school improvement than taking the lead on implementing externally-driven reforms. Thus, by studying the two dominant roles ...
As I reflect on the past four years at Virginia Tech, I am fortunate to have had the opportunities to work two semesters in classrooms and learn first-hand about children, teaching, and how I fit into the profession. As I prepare to move to the next chapter of my formal education, I realize that I am no different than the students I worked with. As a teacher, I will become a life-long learner by learning new techniques and experimenting with different teaching strategies. How can one become an effective teacher without constantly reflecting on what works, what doesn’t work and collaborating with colleagues. I recognize that teaching is no small undertaking but I am confident I will remain dedicated to the profession with my genuine enthusiasm, positive perspective, compassion, and zeal for learning.
The one belief I had about teaching that has changed since I began this unit, is that all teachers, more or less, taught in the same way. Perhaps this is a belief that I had formed from my own time at school, where all my teachers taught in the same way; some were more or less effective, but I wasn’t aware of them using theories or methods as such, more that they were or weren’t kind people. This belief has changed and it has really opened my ideas to the many creative models, and instructional methods a teacher can use.
When all stakeholders share similar core values and agree on the aims of education, reform efforts stand a better chance for success. Knowledge, skills, critical thinking, and citizenship are core values found at the heart of my beliefs for education. I also believe it is the aim of education to prepare students as contributing members of society. In schools where core values and education aims are revisited due to reform implementation, strategies are identified along with a plan for implementation, monitoring and evaluation. The federal government, state, districts, school leadership, teachers, students and parents all have significant responsibilities to make reform efforts a success.
In this competitive world, companies have to deal with various types of risk all the time with there projects. Generally, it affects the budget and schedule of the project. So it is important to keep in mind the risk management strategies while creating an initial project plan.