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Oregon RTI Project. www.oregonrti.org 503.431.4005. Targets. Develop your awareness around the phases for systems change Build conceptual understanding of some strategies and ways of thinking that can create effective change. IMPLEMENTATION. CONSENSUS. INFRASTRUCTURE.
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Targets • Develop your awareness around the phases for systems change • Build conceptual understanding of some strategies and ways of thinking that can create effective change
IMPLEMENTATION CONSENSUS INFRASTRUCTURE Three Phases Needed for Systems Change
CONSENSUS INFRASTRUCTURE CONSENSUS IMPLEMENTATION CONSENSUS INFRASTRUCTURE Communication during implementation is MORE important than during consensus.
What is Consensus? Consensus IS… Consensus IS NOT… A unanimous vote A majority vote Result is everyone’s first choice Everyone agrees Conflict or resistance will be overcome immediately • “shared thought” • group decision-making • a gathering and synthesis of ideas • arriving at a final decision acceptable to all • achieving better solutions
Consensus to Infrastructure & Implementation • Consensus does not happen naturally, it is intentionally created • Consensus leads to ownership • Initial consensus is established when your staff moves from asking why questions to asking how and what questions?
Ready-Fire-Aim You will never be as “ready” as you would like to be “It is not rhetoric that persuades us, but evidence at a personal level.” - Doug Reeves Behavior Belief
Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + CHANGE
Creating Real Change • Direct the Rider: The rational side • Motivate the Elephant: The emotional side • Shape the Path: Show them the way Taken from Switch: How to change things when change is hard by Chip Heath & Stan Heath, 2010
Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + CONFUSION
Point to the Destination • What is the final goal? Where are you heading? • Create a destination postcard:
Point to the Destination • What is so crucial to your success that you are willing to work on it, possibly for years without seeing results? • A Vision is. . . • Visible • Vivid • Viable Water the Bamboo, Greg Bell, 2009
Vision = Change initiative VISION
Not another thing! PLC Interventions ELL Professional development Grade level meeting Behavior Core Program TAG Special Education Instruction Title I Assessment THE BUDGET
Find the feeling • Acknowledge that change is hard • Expect some difficult times • People want to hear the music
Find the feeling • School Culture can stop change in it’s tracks • People can be perceived as irrational • Decisions can be made poorly • Personalities can get in the way • Initiative fatigue
Climate = Relationship • People will work harder for people who they like and trust • People will perceive you as an object until you get to know them. • Real change does not happen on the macro level, it happens over and over at the personal, micro, level.
XYZ School District Vision Statement Our school district and community are committed to high expectations and high standards. We proactively work together to provide skills, knowledge, and resources thus ensuring a fully supportive environment for excellence in education for all students.
Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + ANXIETY
Find the Bright Spots • Much of the knowledge and skills you will need already exists within your district • Your job is to locate it and cultivate it
Grow your people Agree or Disagree? • You are a certain kind of person, and there is not much that can be done to really change that • No matter what kind of person you are, you can always change substantially • You can do things differently, but the important parts of who you are can’t really be changed • You can always change basic things about the kind of person you are Taken from Mindset: The New Psychology of Success by Carol Dweck, 2006
Grow your people • Your task is not to create an RTI system in your district • Your task is to create people in your district who understand how to develop and implement an RTI system
Build Habits • “Almost everyone wants schools to be better, but almost no one wants them to be different” • Raymond McNulty • We have to build routines for teachers to make the differenteasier
Building Habits in Schools • Regular meetings with an agenda • Consistent decision rules • Daily schedules with instructional blocks • Expectations for core instruction • Fidelity
Building Habits in Schools To make a change you must have. . . • Action • To have action you must develop skills. • Developing skills increases clarity • Increasing skills and clarity increases intrinsic motivation • Intrinsic motivation leads to ownership • Ownership leads to shared ownership • Shared ownership leads to. . . . . .persistence
Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + RESISTANCE
Incentives • Show change will make their job more effective and efficient • Work smarter not harder • Show staff the pay off for the students • Staff will not be “compliant” unless they believe it good for them and their students.
Doing good work “rallies” us “Everything we know about motivation tells us that deep excitement comes from doing something worthwhile, doing it well, and getting results.” ~Michael Fullan, Change Leader, 2011, p. 76
Tweak the Environment • Build systems that help us support each other • Time to collaborate • Curricula • Staffing supports • Professional development and ongoing coaching support Put your staff in situations where they can be successful together
Tweak the environment: Prep for Data Meetings Option #1 for teachers Option #2 for teachers Pick up your Class List Report PDF from your box Come to Grade level meeting (Wednesday, 2:30 – 3:30) • Go to DIBELS database homepage • Log in using username and password • Click on Reports • Click on Class Reports • Click on Class List Report • Under Report, select PDF • Under School, make sure your school is selected • Under Grade, make sure your grade is selected • Under Year, select the current school year • Click on Continue • Under Assessment Period, click on Beginning • Under Assessment, click on DIBELS Next • Under Need for Support, click on Former Goals • Click on Continue • Under Class, make sure your class is selected • Click on Download PDF file • Print out Class List ReportPDFfile. • Come to grade level meeting (Wednesday 2:30 – 3:30) with Class List Report PDF file.
Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + FRUSTRATION
Avoiding the Shiny Objects • Focus on what you have and be sure that it is working before you get more.
Avoiding the Shiny Objects • Are all core components in use as they were designed by all teachers? • Tell them WHY you are making the decisions.
Script the Critical Moves • Avoid Analysis Paralysis • The more choices we have, the less likely we are to act • Continuing with current practice is easier because there are no decisions to be made
Script the Critical Moves Interventions Progress Monitoring Decision rules and protocol Core Curriculum with strong instruction Universal screener Data based teaming Leadership Professional Development
Grow your people • Professional development should always be in place. • There is a difference between won’t and don’t know how.
Grow your people If top down management worked we could mandate people into change.
Have a Master Schedule • Give the “gift” of time • Giving a master schedule helps shrink the change and tweak the environment
Managing Complex Change Vision Skills + + Incentives Resources Action Plans + + FALSE STARTS
Point to the Destination What How Why Simon Sinek
