| Popis: |
Researchers within the field of organizational development have made a concerted effort to distinguish between two types of change organizations experience: first-order change, in which individual parameters shift but the system itself stays firmly in its place, and second-order change, in which the system itself undergoes meaningful transformation (Watzlawick, Weakland, & Fisch, 1974). The unconditional education (UE) approach shares the four common features of complex, or second-order, change: …change that involves multiple processes and tools being introduced to multifaceted human service systems, thereby requiring a certain level of trial and error to determine how the intervention best “fits” within each adoptive organization; change that involves a shift in stakeholders’ work roles and responsibilities, including how individuals coordinate and communicate; change that introduces new skills and knowledge; and change that requires a fundamental paradigm shift that may conflict with prevailing values and norms, including shifts in how participants are supposed understand and think about their work (Bryk, 2016; Waters & Grubb, 2004). … Acknowledging the complexity that exists in change initiatives is often the first step in understanding how to promote their successful implementation (Bryk, 2016; Waters & Grubb, 2004). Chapters 5, 6, and 7 have introduced the framework behind the UE model and its core principles of practice. This chapter will explore some of the essential strategies that promote successful implementation within a wide range of school and district settings, including (1) the role of leadership in initiating complex change, (2) the common developmental stages that begin UE transformation, and (3) the financial drivers capable of sustaining change over time. Initiating a complex change process requires an intentional approach. Successful implementation of UE hinges on the ability of leaders to inspire a unified vision across all stakeholders while simultaneously connecting this vision to concrete actions that create a clear path forward. Rather than assuming an overwhelmingly positive response, successful UE leaders anticipate skepticism and resistance. They celebrate early adopters, but also make plans to ensure the voices of dissenters are included in decision-making. |
