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Friction Free Transformation ConnectED.pdf
Keynote 2 at the ConnectED conference in the Hunter Valley, NSW - key themes: build buy-in, remove roadblocks and embrace experimentation.
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Similar to Friction Free Transformation ConnectED.pdf
Friction Free Transformation ConnectED.pdf
- 1. Friction Free Transformation: Leading changein a time of change Derek Wenmoth www.futuremakers.nz @dwenmoth
- 2. Our changing world Whenyou think about the future what comes to mind? What must we do to prepare students for living and working in the 21st century? How must our schools and teachers change to meet these opportunities and challenges? Aufgang Weltkugel Pixabay CCO
- 3. Reflect on achange you’ve been part of... • Think of a change challenge you’ve faced in your school or community. • How did you go about solving it? • Who was involved? • How long did it take? • What resources did you use? • Were you successful? • Why/why not?
- 4. Let’s unpack itfurther... • What did you do to bring people with you? • What did you do when you encountered resistance? • How did you enable the change, and make it sustainable?
- 5. The success rate forlarge, bureacratic change efforts is alarmingly low “The measure of intelligence is the ability to change.” Albert Einstein. https://www.mckinsey.com/
- 6. Why we needto change the way we change From: Bureacratic change programme q Centralised - Initiatives and priorities set at the top and cascade downwards. q Chain of command – Most leaders delegate the functions of project rollout. q Direct persuasion – Convincing people why they need to change is the default method of influence. q Task-driven innovation – Innovation is project-driven. Projects stall, then die. q Localised – Purpose and priorities are the outcome of an organisation-wide conversation. q Chain of trust – Successful leaders are humble and curious. They promote experimentation. q Self-persuasion – helping people convince themselves is the default form of influence. Resistance is minimal. q Experiment-driven innovation – The orgnaisation becomes a learning laboratory. To: Distributed, community-driven change platform
- 7. We Need ChangeLiteracy • Openness to change • Inclusivity • Problem solving • Negotiation • Vision and purpose • Leadership • Risk management • Effective communication • Empathy • Resilience • Adaptability
- 8. How do Ido this?
- 9. FRICTION FREE TRANSFORMATION Phase1: Build buy-in Engage Others Determine who you need to collaborate with Eliminate Resistance Help people convince themselves Map Landscape Pinpoint the problems and bright spots Identify the key players and stakeholders Eliminate push-back by helping people discover their own reasons for supporting the project
- 10. Why do bureacraticchange efforts so often fail? Factors contributing to failure: Source: Scott Keller & Bill Schaninger, Beyond Performance, Wiley (2019) 72% Employee or management resistance to change 28% Inadequate resources or other obstacles More than 70% of organisational change failures are caused by resistance
- 11. Building buy-in • Mappingthe landscape
- 12. Map the landscape: Usethe map to… • Visualise the complexity of the challenge • Consider both environment and context • Identify the positive forces (positive deviance?) • Identify where you are now • Identify where to start and what path(s) to take Pinpoint the sources of resistance and inertia “In order to say yes to your priorities you have to be willing to say no to something else.”
- 13. • Threats todemocracy • Political uncertainty • Sectarian challenges • Terrorism (incl. cyber and bio) • Changing balance of power and alliances • Pandemics / global health POLITICAL • Changing world of work • Economic inequity • Innovation economy • International marketplace • Loss of the ‘middle’ income earners • “Green jobs” for the future ECONOMIC • New occupations • Changes in skill sets • Gig / portfolio Workers • Zero-hour contracts • Tech skills challenge • Multi-disciplinary teams • Talent war • Outsourcing EMPLOYMENT • Ubiquitous, high speed internet • Cloud-based technologies • Big data /analytics • Artificial Intelligence • Gaming, gamification • Robotics • Renewable energy sources TECHNOLOGICAL • Jurisdiction and sovereignty of nation states • Global corporates - Tax avoidance • Intellectual Property rights • Privacy • Cyber security • Digital inclusion LEGAL • Climate change • Degradation of natural environments • Impact of extractive industries • Bio-diversity loss • Access to potable water • Natural disasters ENVIRONMENTAL • Gender and race challenges • Changing demographics • Refugee and migrant growth • Human rights abuses • Growing wealth gaps • Increasing poverty SOCIAL • Redefining ‘success’ • New models of assessment • Emphasis on competencies and capabilities • Global competence • Digital fluency • Learner agency & personalisation • Wellbeing EDUCATION Current Initiatives: Intended to address the Issues in our system Truancy Teacher workload Workforce capability Facilities management Inequity Student engagement Wellbeing IT management Declining literacy/numeracy Transition to work NCEA Review Equity focus Te Mahau N4L internet & filtering Online content hub Hangarau Matahiko/ Digital Technologies Personalisation Curriculum Refresh NELP Learning support action plan School redevelopment programme Virtual Learning Network NZ Histories Curriculum Māori and Pacific Underachievement Leadership Centre https://futuremakers.nz/education-environment-scan/ Our “pain points”: Signs and symptoms of areas of system stress and weakness School closures Cyber-security Our “burning platforms”: Requiring urgent attention, Consequences if not addressed Hybrid Learning Digital Strategy
- 14. Building buy-in • Mappingthe landscape • Deciding who’s in the team
- 15. Find your trustedallies Neophobic afraid of the new Neophilic attracted to the new Supporters of status-quo Hostile to change Change advocates The quickest way to make fast progress is to identify trusted allies. Requires understanding of roles and resources
- 16. Building buy-in • Mappingthe landscape • Deciding who’s in the team • It’s all about negotiation
- 17. What would youdo? • Two girls fighting over a single orange • How would you resolve this? It’s mine! But I want it!
- 18. Here’s how itwent down... • Halving the orange was fair, but not optimal • Leading change always involves negotiation
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- 20. FRICTION FREE TRANSFORMATION Phase2: Remove Roadblocks Overcome Inertia Frame your novel ideas as familiar and friendly Generate Confidence Build self-belief Remove Sludge Make it easy to do what matters most Making it easier for people to make the changes Involves: • Identifying roadblocks • Identify the drivers of intertia • Taking action to remove what is inhibiting change
- 21. Why is changedifficult? DRIVERS 1. Politics/policy (mandated change) 2. Addressing existing issues 3. Future focus/building agility 4. Responsive practice 5. Individual qualities and attitudes 6. Collaboration. ROADBLOCKS 1. Fear/uncertainty 2. Inertia 3. Resourcing 4. Overwhelm 5. Disconnect 6. Inconsistency 7. External influences 8. Leadership 9. Teachers https://futuremakers.nz/roadblocks-and-drivers/
- 22. Answer this.... If youwere to do everything required of you by the federal legislation, by the state requirements and by your school – attending to every request and every detail – how much time would you have left for teaching?
- 23. Remove roadblocks Friction FuelledChange Friction Free Change Hard Slow Exhausting Easy Fast Effortless Making it easy to say ‘yes’
- 24. FRICTION FREE TRANSFORMATION Phase3: Embrace Experimentation Scale,share and Sustain Multiply your impact. Leave a legacy. Test and Learn Make experimentation a core capability Subtract Remove, reduce, recycle Experimentation is the only way to adapt faster than the rate of change. Traditional change processes become too slow to fail!
- 25. Imagine... If schools wereplaces where every learner arrived curious and left inspired! If we could turn schools into laboratories where ordinary kids to extraordinary things!
- 26. Embrace Experimentation • Createa culture of experimentation where you can ‘test and learn’ • Get rid of the unnecessary stuff • Share your successes
- 27. 7 Embrace Experimentation Makeexperimentation a core capability Awareness Understand that experimentation matters Belief Adopt rigorous framework and tools Commitment Allocate resources and change organisation Diffusion Widen scope and access to tools Embeddedness Democratize experimentation ORGANISATIONAL MATURITY EXPERIMENTS “Only a relentless pace of experimentation can build the resilience of an organization that needs to protect itself from the relentless pace of change.” Gary Hamel|Michele Zini Source: Stefan H. Thomke Experimentation Works , HBR Press, 2020
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- 29. Embrace Experimentation The paceat which any organization evolves is determined in large part by the number of experiments it runs. - Gary Hamel, Michele Zanini Humanocracy 2020
- 30. Example of farnorth project • sdfgasdfg The ability to reflect on one’s practice when confronted by a novel, unusual, or complex situation distinguishes expert practitioners from novices. (Schön, 1983) https://sites.google.com/breambaycollege.school.nz/hybridlearningtaitokerau/home
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- 32. The Experiment Planner •Serves as a guide to the planning conversation • Not to be used for compliance • Identifies the key decision points in the experimental process • Provides a point of reflection at regular points through the process – for review and adjustment https://sites.google.com/breambaycollege.school.nz/hybridlearningtaitokerau/home
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- 34. What did younotice? Students not attending class or not engaging online. Students will become more engaged if parents are supporting them at home. Consider parents as partners in this process – part of their learning team in support of their child. Build relationships with parents in order to gain their support of learners in the home environment. Regular one-on-one phone calls to parents Provision of learning tasks and resources for use at home. Students still need reminders and routines – relying on the teacher for direction. Parents empowered to support learners once they understand the purpose. Making access to online environment a natural part of every day experience to empower them to work independently. Use multiple ways of connecting with parents. Changes not yet embedded fully – need to continue for another year. https://sites.google.com/breambaycollege.school.nz/hybridlearningtaitokerau/projects/tracey
- 35. Build buy-in Removeroadblocks Embrace Experimentation Friction-free transformation = Build buy-in Remove roadblocks Embrace Experimentation Frustration, lack of traction = Build buy-in Remove roadblocks Embrace Experimentation Alienation, resistance, sabotage = + Build buy-in Remove roadblocks Embrace Experimentation Failure to transform Legacy of failure = + + +
- 36. Scale,Share and Sustain Multiplyyour impact. Leave a legacy. Engage Others Determine who you need to collaborate with Overcome Inertia Frame your novel ideas as familiar and friendly Generate Confidence Build Self-belief. Eliminate Resistance Help people convince themselves Test and Learn Make experimentation a core capability Remove Sludge Make it easy to do what matters most Map Landscape Pinpoint the problems and bright spots Subtract Remove, reduce, recycle FRICTION FREE TRANSFORMATION Simple, Fast and Frugal: 3 Stages, 9 Modules https://futuremakers.nz/friction-free-platform-for-change/
- 37. Benefits of this approach Success becomesmore likely when you include those involved in the idea generation process and planning Helping others convince themselves is the only influencing strategy that delivers lasting belief and behaviour changes Impossible challenges become possible when you master how to build trust and measure confidence and resolve Removing sludge is one of the best predictors of fast change Framing novel ideas as familiar and friendly eliminates the status quo bias The speed at which an organisation can adapt and motivate is determined by the number of experiments it can run Change can become contagious (viral) when you master how to scale behavioural change 1 5 2 3 4 6 7
- 38. What if everyschool was to become an innovation engine? “Only a relentless pace of experimentation can build the resilience an organization needs to protect itself from the relentless pace of change.” Gary Hamel, Michele Zanini (2020) Humanocracy: Creating Organizations as Amazing as the People Inside Them Photo by Kevin Jarrett on Unsplash
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