EDUCATIONAL CHANGE

Prepared by: Monina David Imperial

PLANNED CHANGE
Is

often seen as a tool for adopting an exciting new innovation, resolving conflict, clearing communication channels, upgrading instructional quality. These are all important targets of change, but taken as singular efforts they are limited in scope.

THREE STRATEGIES OF PLANNED CHANGE BY LEAVITT

1. 2. 3.

Organizational Structure Change Organizational Technology Change the Employees Themselves

BASIC LESSON OF THE PROCESS OF CHANGE BY MICHAEL FULLAN

1. 2. 3. 4.

5.
6. 7. 8.

You cant mandate what matters. Change is a journey not a blue print. Problems are our friends. Vision and strategic planning come later. Individualism and collectiveness must have equal power. Neither centralization nor decentralization works. Connection with the wider environment is critical for success. Every person is a change agent.

THE CHANGE AGENT

Is a professional whose role it is to influence his clients behavior in a desired direction. roles and responsibilities of the change agent vary from complex to simplistic and tough and permissive, depending on the demands of the situation and the orientation of the individuals involved.

The

THE FUNCTIONS OF CHANGE AGENT

Catalyst Solution

Giver Process Helper Resource Linker

3 TYPES OF CHANGE AGENT

1.
2. 3.

White- Hat Change Agent

The Machiavellian Change Agent Hatcher Men Change Agents

WHITE- HAT CHANGE AGENT

1.

2.

3.

4.

5.

The change agent must enjoy high professional esteem. The change agent must be a stimulator, an inspiring person. The change agent must be capable of working with others. The change agent must have leadership qualities and must be influential. The change agent must be open to changing his point of view, well aware of social implications.

MICHIAVELLIAN CHANGE AGENT

1.

2.
3. 4. 5. 6. 7. 8. 9.

Concentrate your efforts Know when to fight Learn the history Build a coalition Join external constituencies Use committees effectively Use the formal system Follow through to push the decision flow Glance backward when the change is completed

HATCHET MEN CHANGE AGENT

1.

2.
3. 4. 5. 6. 7. 8. 9. 10. 11.

Needs of the organization Power base Loyalty Program first Divide and Conquer Meetings Trust Friendship Timing Controversy Departure

ORGANIZATIONAL DEVELOPMENT
Like

human beings, educational organizations get sick, suffer from paralysis, under nourishment, fatigue, growing pains, and from time to time die. In many instances organizational doctors must be called in to put these systems back into shape. These doctors are called organizational development specialists.

TYPICAL OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT (BY FRENCH)

To increase the level of trust and support among organizational members. To increase the incidence of confrontation of organizational problems, both with in groups and among groups, in contrast to sweeping problems under the rug. To create an environment in which authority of assigned role is augmented by authority based on knowledge and skill. To increase the level of personal enthusiasm and satisfaction in the organization. To increase the level of self and group responsibility in planning and implementation.

CHARACTERISTICS OF ORGANIZATION DEVELOPMENT

Humanistic

values System orientation Use of Change Agent Problem solving Experiential Learning Contingency orientation Levels of intervention