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Understanding and Embracing the “ Ripple Effects ” of Change

Understanding and Embracing the “ Ripple Effects ” of Change. Dr. Rob Weinberg Director, Experiment in Congregational Education, HUC-JIR B ’ nai Mitzvah Revolution November 12, 2012/27 Cheshvan 5773. The Next 1½ Hours. Purpose Prepare to expect ripples and engage them productively.

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Understanding and Embracing the “ Ripple Effects ” of Change

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  1. Understanding and Embracing the “Ripple Effects” of Change Dr. Rob Weinberg Director, Experiment in Congregational Education, HUC-JIR B’nai Mitzvah Revolution November 12, 2012/27 Cheshvan 5773

  2. The Next 1½ Hours Purpose Prepare to expect ripples and engage them productively. Process • Reflect on ripple effects we’ve seen • Anticipate “voices” we will hear in relation to our experiments • Re-orient ourselves to “resistance” • Consider strategies for Community Engagement Outcomes • Have tools to analyze “ripple effects” and change forces • Have ideas, +/- for engaging your community

  3. What Ripples Have You Seen? Think of a Past Change Experience • What was the “pebble” in the pond? • What did the ripple effects touch? • Programs and practices? • Leadership or governance? • Decision-making processes? • Communication? • Administrative procedures? • Organizational structure, roles/tasks/jobs? • Staff and needed skills? • Technology? • Values, vision, self-image? Photo credit: Flickr user red twolip http://www.flickr.com/photos/25182350@N03/

  4. Chart the Ripple Effects Describe the change here. Record early effects here. Later effects here

  5. Meaningful Change is Messy, Emergent • Challenges the regularities of congregational life • Rarely follows a straight line • Makes problems as valuable as plans

  6. “Voice”-Field Analysis • Briefly describe the desired state if your experiment “works” • Brainstorm list of stakeholders • Place them on chart as “driving” or “restraining” voices • Draw an arrow: • Loud=long • Moderated=medium • Quiet=short

  7. Resistance is Legitimate “…it is usually unproductive to label an attitude or action “resistance.” It diverts attention from real problems of implementation…In effect, the label also individualizes issues of change and converts everything into a matter of “attitude.” Because such labeling places the blame (and the responsibility for the solution) on others, it immobilizes people and leads to “if only” thinking.” -Fullan and Miles

  8. Change and Transition: Not the Same Change is situational and is typically an event. A transition is a psychological process people go through to come to terms with a new situation.

  9. Transition Is Fluid The New Beginning Neutral Zone Ending, Losing,Letting Go

  10. Community Engagement Choices • Task Force or no Task Force? • Fly under the radar or parade down Main Street? • Broadcast or network? • Rely more on programs or relationships? • Plow the field for a “spiraling series of innovations in the direction of your vision.”

  11. Your Questions

  12. The Last 1½ Hours Purpose Prepare to expect ripples and engage them productively. Process • Reflect on ripple effects we’ve seen • Anticipate “voices” we will hear in relation to our experiments • Re-orient ourselves to “resistance” • Consider strategies for Community Engagement Outcomes • Have tools to analyze “ripple effects” and change forces • Have ideas, +/- for engaging your community

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