POST-16 E-LEARNING PRACTITIONERS’ CONFERENCE 2004

1. POST-16 E-LEARNING PRACTITIONERS’ CONFERENCE 2004 PULLMAN 11.30am - Monday 29 November 2004 A5

2. MANAGING CHANGE: THE HOW’S, WHY’S AND WHEREFORE’S - DISCUSSION CLAIRE GILL Head of Institutional Support Services

3. SESSION AIMS Why is change management important Changing models One delivery approach Outcomes in ICT Test Bed Why it is being successful Managing change themes in ICT Test Bed

4. SUSTAINABLE, EMBEDDED USE OF ICT

5. All ICT RICH INSTITUTIONS ARE SPECIFICALLY FOCUSED ON • Motivating, stimulating, enthusiastic, exciting, innovative, and truly leading Teaching & Learning. • Efficient and effective leadership, government and workforce with clearly enabled ownership of actions • Rich collaboration and sharing of resources and information both internally and externally. • Focused communication and shared ownership with major stakeholders, such as pupils and the Community

6. ICT TEST BED: THE STORY 2002 - 04

7. CHANGE MANAGEMENT

8. THERE ARE SIGNIFICANT EXTERNAL PRESSURES Government initiatives Pupil assessment Raising standards Tackling workload Technological changes Social changes • Responding to curriculum changes • Increased need to cater for individual learning styles • Effective use of ICT • Reducing hours worked • Improving work/life balance • Freeing teachers to teach • Developing the role of • support staff Institution Employment legislation Budget constraints

9. INSTITUTIONS ALREADY CONSIDER CHANGE • Motivating, stimulating, enthusiastic, exciting, innovative, and truly leading Teaching & Learning. • Efficient and effective leadership, government and workforce with clearly enabled ownership of actions • Rich collaboration and sharing of resources and information both internally and externally. • Focused communication and shared ownership with major stakeholders, such as pupils and the Community Institutions are already managing change. Often this change is either externally cascaded down and/or is out of their control. They need facilitation skills, flexible support and an empowering set of tools to effectively implement and embed change.

10. CHANGE USED TO BE …. Current State Future State Change! Unfreeze Refreeze But today the world is a different place, we need a process which should respect diversity, recognise different departure points, allow for the implementation dip and incorporate rational, political and emotional dimensions Institutions need change management.

11. SUSTAINABLE CHANGE NEEDS • For a change (C) to be successful, there must be: • A compelling reason for change (R) • A clear vision of the future (V) • And a coherent plan for getting there (P) • R + V + P = C R + V + P = Sustainable Change

12. CHANGE IS NOW… Deepen Discover Develop Deliver Mobilise … and sustain!

13. VISION – Facilitate the emotional and political barriers • Active involvement • Groundswell of support • Senior management consensus • Personal staff commitment • Visible stakeholder support • Clear vision/understanding • Case for change • Plan of activities • Agreed way forward Rational Political Emotional These are the difficult bits • Enthusiasm • Appreciation of need • Clear role(s) • Engagement • Willingness to act

14. The facilitator’s role is to manage the PROCESS Setting scene Defining boundaries Remaining impartial Facilitation Moving group through conflict Establishing common purpose Clarifying objectives

15. Monopolising discussion Being the expert and NOT to add CONTENT or …. Getting side-tracked Providing answers NOT Facilitation Losing control of the process Making judgements Getting bogged down

16. VISION – Flexibly support the emotional rollercoaster Mobilise Discover Deepen Develop Deliver … and sustain! Confidence +ve • We have a plan to success • We have an answer Emotional State • Made the right decision • We have some news We have a solution • There is a solution • We have some options • It’s difficult • It is not the best news • Not sure how to solve • It looks like this…. -ve

17. DELIVER THE VISION AND CATER FOR EVERY ISSUE Buy-in Results Sustained ability in the organisations to respond to change and deliver high quality education “Commitment” “Flexible support” Increasing buy-in from all participants as they go through the process “Cater for local issues” “Facilitate their use” “Present toolset” Constant access to knowledgeable & supportive professionals at NRT “Add as needed” “Critically evaluate” Time R + V + P = Sustainable Change

18. OUTCOMES OF INPUT IN ICT TEST BED • Individual Institutions were able to effectively plan the large complex multi-faceted ICT based implementations required in the Project • Institution Representatives could meet and engage fully in a supportive forum to solve difficult cross cluster collective decision making • Institutions had been skilled in a proven process and toolset to take away and use in their own time on their own issues • Institutions had been skilled in a manageable process that allowed them to think more creatively “outside the box” • Institutions noticed increased emotional engagement including Enthusiasm, Appreciation of need, Clear role(s), Willingness to act, etc • Institutions noticed increased political buy-in such as Personal staff commitment, Senior management consensus, Active involvement, Groundswell of support, Visible stakeholder support, etc.

19. R + V + P = Sustainable Change WHY ARE THE ORGANISATIONS MAKING PROGRESS? • They all had multiple compelling reasons to effectively manage change and spread the ownership of ICT & the Project throughout the institution • They could discuss their initial visions of change with a local consultant team and actively contribute to the event agenda to meet their specified need • They accepted ground rules and worked supportively together in a non-threatening forum where every view was welcomed • They had time to work through the toolset in various different groups

20. R + V + P = Sustainable Change WHY ARE THE ORGANISATIONS BEING SUCCESSFUL? • They enjoyed problem solving and collaborating with colleagues • They were allowed time to start to implement the tools for their issues and therefore walked away with practical plans to implement in their environment • They received emotional support through the dips • Their planning was not allowed to falter at the “Yes, but …” stage • … we can’t afford it • … we can’t technically do it • … we don’t have time

21. ICT TEST BED PROJECT Mobilise Discover Deepen Develop Deliver … and sustain! +ve Confidence Emotional State We have a solution -ve

22. MANAGING CHANGE THEMES IN ICT TEST BED • Learning & teaching: • Effectively using an innovative Interactive Whole Class Teaching Classroom • Maximising Pupil Centred Personalised Learning Opportunities with laptops, software, cameras, video editing, multimedia, music studio, etc. • Leadership & Workforce: • Assessing and agreeing roles and job descriptions in cluster activities • Changing the entire Meeting Structure of the School around outcomes • Changing the entire School Week, Curriculum Delivery & Tutor Group Structure • Collaboration and sharing. • Whole cluster planning for large scale roll out of Home PCs • Delivering top end learning content using a Content Development Workshop • Sharing Secondary Pupils to “mentor-buddy” Primary Pupils

23. (Why) Is Change Management important?

24. POST-16 E-LEARNING PRACTITIONERS’ CONFERENCE 2004 PULLMAN 11.30am - Monday 29 November 2004 A5