Change Management strategies and plans

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Change Management strategies and plans
Partnerships for Schools Change Management in BSF
Seminar Wednesday 1st October 2008 Institute of
Education, University of London
Michael Buchanan Education Director
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Why is a change management strategy needed?

• BSF involves radical solutions, innovation and
  paradigm shifts in terms of learning, teaching,
  curriculum and school organisation
• Significant change is an inevitable consequence
• Change is threatening
• A lot of stakeholders will be affected
• The change journey will have to be managed
  strategically
• We have to plan structural and cultural change

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Change triangle
A clear visualisation and articulation of the
desired outcomes for 21st century
learning FUTURE
Structural change School organisation Systems Pro
cesses Management structures Funding
Organisational culture Behaviours Values Working
practices Leadership Teamwork Confidence Expertise

NOW An honest and robust appraisal of the current
position strengths and weaknesses
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What should the change management strategy do ?
(1/2)

• Build leadership capacity for transformation
  within and across schools and within the LA
• Provide a clear framework to guide the work of
  schools, teams and individuals
• Seek not to improve but to transform learning and
  outcomes
• Energise, empower and give confidence to leaders
  of change (to be innovative, radical and take
  (managed) risks)

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What should the change management strategy do
? (2/2)

• Develop skills, knowledge, qualities and
  attitudes that support new work practices
• Identify innovative use of new technologies
• Ensure schools are intelligent / expert clients
  for services
• Encourage the LEP as a key partner in change
  management to achieve KPIs

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• Design
• Buildings, site, infrastructure

BSF Strategy for Change
Curriculum Learning opportunities Teaching
School organisation leadership ethos, culture
Schools, as organisations, are the result of
combined influences
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Target groups (stakeholders)

• Headteachers and leadership teams
• Middle leaders
• Teachers
• Teaching assistants
• Support staff
• Governors (and foundations/trusts)
• LA officers
• Parents
• Children
• Agencies and organisations working with the
  school
• Communities
• Elected members / politicians
• and
• Architects, designers, technical advisers,
  project managers, contractors..?

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• Remembering that none of these groups is
  homogeneous

Chasm theory Pioneers and settlers Energisers and
sappers
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Change is an emotional journey
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When to change?
Performance
Time
Sigmoid curve
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When to change?
Performance
Time
Sigmoid curve
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When to change?
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Change Management strategies and plans

• Strategies
• LA SfC1
• School SfC
• Scope of the challenge
• Target groups
• Principal needs
• Priorities
• Key approaches

Plans LA SfC2, OBC and beyond School internal
plans Delivery methods Partners /
deliverers Costs / resources Timeframes Responsibl
e owners Monitoring and evaluation
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Schools Strategy for Change process
Stimulus for innovation Ideas Visits
Evidence Thinking time
Reality checks Achievability Affordability
Leadership and capacity-building
Stakeholder voices
Vision 21st century learning Outcomes
Key Elements Priorities
Policy areas Detailed analysis of implications
and commitments (Vision to Reality)
Design implications and challenges
ICT implications and challenges
Output Specification
Implications for collaboration
LA-wide SfC
Implications for change management
Education Design Brief
Estate Strategy Design Options OBC
Local context Opportunities Challenges
Key Performance Indicators Strategies for
monitoring impact
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2,3
4
6
9
7
4
5
5,10,11
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Individual schools Strategy for Change
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10 change management key messages

• BSF is a change programme, not a building
  programme. Buildings do not bring about change.
  Change management is the key to transformation
• We need to recognise when it is appropriate to
  change. Change management begins now
• It needs to be long term and sustainable. We need
  to build capacity for the leadership of change
• Resources will be needed to support the change
  programme. Existing planning and delivery
  resources and partnerships need to be aligned
• Change management strategies and plans need to
  address behavioural/cultural change as well as
  organisational/structural change. schools, as
  organisations, are the result of combined
  influences

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10 change management key messages

• Change is an emotional journey. It is threatening
  and fundamentally disruptive. This needs to be
  planned for. All stakeholders need to be clear
  about why change is needed
• We need to plan for different target groups.
  Within each group there will be sub-groups, at
  different stages of readiness to change
• Change management is more than (but embraces)
  CPD, workforce reform, ITT, school improvement
  planning, leadership development
• The impact of the change programme will need to
  be monitored and evaluated. There is a
  relationship between change management plans,
  KPIs and performance management arrangements
• 10. LA and individual schools change strategies
  need to be aligned but they are not set in
  stone change management plans cannot be fixed
  they change!