Friday, January 27, 2010 – Pat Bassett
  • Wisdom of a 5 year old – “My 1st day in Kindergarten was great but it’s a long time to keep your shoes on.”
  • Schools fit adults more than students – what would 21st century schools look like that fit kids?
  • 21st century schools – teachers as professionals who do action research, lesson studies, and visits
  • Leadership styles of heads: ambassador, general, priest
    • Ambassador – very high EQ; gracious and disarming, immediately connected to others; downside: never achieved goals because focus is on building trust; teachers want this
    • General – very personable and humorous; very organized, good delegating, welcome descent and controversy and then everyone on board, very achievement-oriented; downside: he’ll take you down if you stand in his way; Board wants this
    • Priest – charismatic; visionary; capture’s people’s spirit and has you in his hands; downside – vision but not good with details: Parents want this
  • Ultimate stressor for Leaders: responsibility without authority
  • Understanding and using power to be a Change Agent: James Madison Case Study
    • He had no positional power
    • He brought secondary power
      • Interpersonal power – high EQ
      • Associative power – develop social networks with those who have influence and being well-liked/respected
      • Informational power – having knowledge (doing HW) to be perceived as credible
      • Expertise power – due to the person’s skills and knowledge at a given time
  • How do authors define and talk about CHANGE?
    • Dan Pink – Drive: Science of Motivation
      • Research-based results: motivators for teachers are not money, pay for performance, course teaching-status;
      • Motivation is autonomy given, mastery of their domain, and sense of purpose
      • Financial incentives are counterproductive
      • What works: more pay for more work
      • Including faculty as stakeholders for planning
    • Heath – Switch: How to change things when change is Hard
      • The Rider (mind/rationale) vs. The Elephant (emotional)
      • Find and address the elephant
      • Emotions are more powerful than the mind
    • Kegan – Immunity to Change
      • Kegan studied the gap between intentions and actions
      • Only 10% of life-threatened people could change their behavior to increase their life span
      • 4 ways to affect change
        • Identify the goal (ex – be a change agent)
        • Behaviors I do/don’t do that undermine the goal (fail to align resources and incentives, make case for rider and not elephant)
        • Identify the invisible competing drivers – what prevents us? (keeping peace is more important than effecting change, fear that change will not work, failure)
        • Big, untested assumptions behind competing drivers (no one wants change, failure will be punished more than trying as the reward)
      • We need to align resources – money, people, and time
    • Bassett - 7 stages of the Change Cycle
      • Business as Usual
      • External threat
      • Denial
      • Mourning
      • Acceptance
      • Renewal and Creativity
      • New Structure
    • Overcoming resistance to change
      • Conventional wisdom: raise the volume (declare war, demonize the enemy, mobilize the public)
      • Teachers are skeptics
      • Coercive models do not work
      • Appeal to idealism is not that effective; nor is the mutual benefit of change approach
    • Alternative: Lower the noise and personalize the event