Leading Change

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Leading Change
Asst Prof David Ng National Institute of
Education, Singapore
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Overview Of The Singapore Economy
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Strong growth in per-capita income...
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Singapores economic growth slower and more
volatile
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Develop Human Capital

• Equip Singaporeans with Skills and Know-How
• Develop Global Outlook
• Welcome Global Talent
• Flexible and diverse education system
• Broad-based, holistic education

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Develop Human Capital

• New Buzzwords
• creativity, intellectual curiosity and risk
  taking, entrepreneurial, broad-based education,
  passion, RD, global mindset, rootedness,
  continual learning

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• The key focus for MOE in the coming years is
  therefore to nurture a spirit of Innovation and
  Enterprise among our students and teachers in our
  schools. We will focus on a few key initiatives.
  First, we will diversify our education structures
  and create more space for students to pursue
  their passions and develop special talents.
  Second, we will do more to help our schools
  broaden the educational experiences of their
  students.

SPEECH BY MR THARMAN SHANMUGARATNAM, ACTING
MINISTER FOR EDUCATION, AT THE MOE WORK PLAN
SEMINAR AT NGEE ANN POLYTECHNIC ON THURSDAY, 2
OCTOBER 2003
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• At its core, innovation and enterprise is about
  being willing to test convention and think in new
  ways.  It is about taking initiative, and being
  willing to do something differently, even if
  there is a risk of failure.  And perhaps most
  important, it is about developing a strong and
  resilient character the willingness to take to
  difficulty, persevere, and stand with your team. 

SPEECH BY GUEST-OF-HONOUR, MR THARMAN
SHANMUGARATNAM, ACTING MINISTER FOR EDUCATION, AT
THE OPENING OF THE GLOBAL CONFERENCE ON
EXCELLENCE IN EDUCATION AND TRAINING HELD IN
CELEBRATION OF SINGAPORE POLYTECHNICS 50TH
ANNIVERSARY ON THURSDAY, 20 MAY 2004 AT 9.00 AM
AT THE SINGAPORE POLYTECHNIC CONVENTION CENTRE
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Leading Change/Innovationin Your
Institution/School
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Forces of Change
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1. Resistance Past Success
Whom the gods want to destroy, they will send 40
years of success. (Peter Drucker)
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1. Resistance Past Success
The journey to the future is guarded by a
thousand people appointed to protect the past.
(Gregory Smith)
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1. Resistance Anxiety, Incompetence

• Unlearn
• Relearn
• Anxiety on productivity

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1. Resistance Learning from simulation

• In periods where there is no leadership, society
  stands still
• Political support is crucial.
• Change takes time and persistence

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1. Resistance Learning from simulation

• Widely communicate the potential need for change
• - Exposure (staff off the game board
  unaware)
• - Attention
• - Comprehension
• - Acceptance
• - Retention

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2. Change Evolutionary Process
Recreating a Living System growing - not
assembling
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Implementation Dip
2. Change Evolutionary Process
Rumors and Speculation
Change
Adjust Policy
Beginning
Later
Celebration
Uncertainty
Support
Shock/Numbness
Seek Solutions
Pressure
Coaching
Training
Practice
Michael Fullan The implementation dip
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Change is notentirely under your control.
2. Change Evolutionary Process
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3. Change People and not Organization

• Concerns-based Adoption Model (CBAM)

• Adopter Types
• Innovators
• Leaders
• The Majority
• Resistors

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3. Stages of Concern (CBAM)

• Refocusing
• Collaboration
• Consequence
• Management
• Personal
• Informational
• Awareness

IMPACT TASK SELF UNRELATED
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3. Stages of Concern (CBAM)

• Classroom Implementation
• Support Group/Teams
• Software Revisions
• Workshops
• Talking to
• Information gathering

IMPACT TASK SELF
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3. Awareness and Adoption
80 - 50 - 30 -
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Charting a workable Course for Change

• Change takes time and persistence
• Widely communicate the potential need for change

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Charting a workable Course for Change

• Individuals go through stages in the change
  process.
• Individuals have different needs at different
  stages.

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Charting a workable Course for Change

• Change strategies are most effective when they
  are chosen to meet people's needs.
• Administrative support and approval is crucial.

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Charting a workable Course for Change

• Impact on productivity
• Requires planning, organizationresources and
  action

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Charting a workable Course for Change

• Teams and team-work
• Fostering cultural change

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The moment one gets into the expertstate of
mind a great number of thingsbecome impossible.
(Henry Ford)