To Main Proceedings Document
Systems Thinking/Systems Changing ©,
A Computer based
Simaulation for Leaders
of Leaming
Prepared for
The Fighteenth Intemational
Conference of the
Systems Dynamics Society
Bergen, Norway
by
Dr. David P. Crandall
Note to Viewers
The slides in this presentation are intended to be viewed in.
conjunction with the Demonstration version of The
NETWORK’s Systems Thinking/Systems Changing”
simulation that accompanies them on the Conference CD.
Por further infonnation, please contact:
Dr. David P. Crandall
The NETWORK Inc.
136 Fenno Drive
Rowley Massachusetts 01969-1004 USA
978-948-7764 [voice] 978-948-7836 [fax] davidc@netwrk org
Copyright 2000, The NETWORK Inc.
Assessing your success:
Levels of Change Leadership
The simulation provides
participating teams with feedback
and an evolving picture of their
team’s relative proficiency/success.
Based on:
total number of ultimate benefits
(Bennies) and
client systeny s player progress
to mastery and renewal stages.
The six levels of proficiency that
can be attained are listed to the
night.
Today’s situation:
Schools have made large
investments in technology
» Schools investment in
professional development is
increasing,
> ‘Technology use by adults is
minimal
Where are we heading? :
Investment in technology will
continue
Pace of change will increase
Standards movement
High stakes testing
New cumicula
Fallout from charters, teacher
retirements, legislative intrusion
Copyright 2000, The NETWORK Inc.
New Demands on School
Leaders
ON
Leading/Meanaging,
Cuniculum
Instruction.
Assessment
Learning
LESS ON
Administration
Copyright 2000, The NETWORK Inc.
A learming organization can...
Change how it thinks and acts.
Adapt to changing conditions.
Do what it was never able to
do before. BRERBE
Continually expand its
Capacity to create its future. KH a BE
Create an environment where n- :
people are continually leaming
how to lear together.
Senge? ( 4990); The fith disapline New York Doubleday. Copyright 2000, The NETWORK Inc.
People change, not organizations:
Planning for Change
Adapted from Rogers, E. (1971) Diffusion of Innovations. New York, NY. The FramPresst 2000, The NETWORK Inc.
Stages of Change
Awareness: I am not concemed about the change and am not taking action.
I need information to develop my interest.
Preparation: I’ve information about the change and how I’d use it, but am
worried about how it will affect me. I need help getting organized and
developing new skills.
Practice: I amspending all my time leaming how to think and do things
differently. I’m concemed about doing a good job. I need support to take risks
and feedback (data) to help me solve problems and master the new approaches.
Mastery/Integration: I’m comfortable with the new practices and
integrated them into my daily activities. I’m looking for ways to increase my
knowledge and skills. I need leadership and feedback to encourage this. I’d
like to coordinate more with my colleagues to make things work best.
Renewal: I have new plans I want to injplement that will improve outcomes.
T need current data and help planning and building support for my new ideas.
Change Types:
Innovators - Trailblazers
Change Charactenstics:
Like change, any change
Small % of people
Outside the mainstream
Provide energy for change
Change Strategies:
Involve them early
Share your vision of change
Include them in activities
Use their energy
Talk to them
In your school?
Adapted from Rogers, E. (1971) Diffusion of Innovations. New York, NY. The Frea@Ps5i 2000, The NETWORK Inc
Adopter Types:
Leaders - Pioneers
Change Characteristics:
Open to change, but they
consider the effects first
Small % of people In your school?
Not necessarily administrators
Provide direction for change
Change Strategies:
Talk to them early
Seek input/opinions
Give them responsibility
Adopter Types:
The Majonity - Stay-at-Homes
Change Characteristics:
Cautious about change
Large % of people
Look to their leaders first In your school?
Will move with the group
Concemed about their ability
Change Strategies:
Get leaders’ support first
Involve in group activities
Support their efforts to change
Confirm change as policy
Use pressure as needed.
‘Adapted from Rogers, E. (1971) Diffusion of Innovations New York, NY. The FRsePraisi 2000, The NETWORK Inc. 12
Adopter Types:
Resistors
Change Characteristics:
Resist almost any change
Small % of people
Are not leaders
Others do not follow them
Change Strategies:
Resistance is natural
Talk to them; assess response
But don’t waste energy
Involve selectively in groups
Don’t confuse with other types
In your school?
w York, NY.
1s}
Building the Leaming
Organization
Systems thinking
Personal mastery Q
Mental models
Team leaming a r HH
Building a shared vision
Senge, P. (1990). ‘The fifth discipline, New York Doubleday. Copyright 2000, The NETWORK Inc. 14
Personal Mastery
Leaming to expand our
personal capacity to create
the results we most desire,
Creating an organizational
environment which
encourages all members to
develop themselves toward.
the goals and purposes they
choose.
Senge? ( 4990); The fith disapline New York Doubleday. Copyright 2000, The NETWORK Inc.
Mental Models
Deeply rooted assunyptions,
generalizations or images that
influence how we understand and
interact with the world.
Must first make our mental
models apparent, then question
their validity.
Mental models are surfaced by
team leaming
Shared vision can challenge our
mental models
al
Senge, P. (1990). Ihe fifthdiscipline New York Doubleday. copyright 2000, The NETWORK Inc.
Team Leaming
Think insightfully about
complex issues and engage
in innovative, coordinated
action.
Begins with dialogue, the
capacity of members to
suspend assumptions and.
Develops skills of groups
to look for the larger
picture that lies beyond
individual perspectives.
Senge, P. (1990). The fifth discipline New York Doubleday. copyright 2000 The NETWORK Inc
Shared Vision
» Creating shared pictures
of the future that foster
genuine commitment and
enrollment among school
community members,
rather than compliance.
> Think big, start small.
Ambitious, challenging,
shared quest -- “mission”
Fullan, M. (1993). Change forces. London: Falmer Press. _ Copyright 2000, The NETWORK Ine.
Systems Thinking
A discipline for seeing
wholes,
A framework for seeing
pattems and inter
relationships among parts
Helps us see pattems and
leam to reinforce or
change them effectively.
Senge, P. (1990). The fifthdiscipline New York Doubleday. copyright 2000, The NETWORK Inc
Components of Successful
Change
> Effective Leadership
> Role of People in the
Change Process
Systems Perspective
Understanding and
using the Process of
Change
Leaders of Learming
Organizations
> Designers of the
leaming process
Stewards of the
shared vision
Teachers of systems
thinking ‘NY ~¥
Senge, P. (1990). Ihe fifthdiscipline New York Doubleday. copyright 2000, The NETWORK Inc.
Y ou Nave to beat the path by
walking It.
“There is no ready answer to the
“how” question. Singular recipes. .
. oversimplify what it will take to
bring about change in your own
situation. Even when you know
What research and published
advice tell you, no one can
prescribe exactly how to apply [it]
to your particular workplace and
all the unique problems,
opportunities and peculiarities it
contains.”
From Fullan & Hangreaves, What's Worth Fighting for Outcshenex 1998)79N1060RK Inc. 22
