In the world of school business, we deal with this presumption every time a change occurs in the organization. Managing change is a complex process with many components. For our purposes, let’s boil it down to four basic principles.
1. Change Is Inevitable
Think about what has changed in public education and in your school district in the past five years: personnel, programs, products, boundaries, legislation, finances, technology. Change in the field of education comes from within (internally driven) and from without (externally imposed). We can control some changes, and others we can’t.
Accepting this first principle requires us not only to acknowledge that change happens, but to truly accept that change is an inescapable part of life. Inherent in this principle is the concept that we will need to adapt and adjust to these changes. As Alvin Toffler, the famed futurist, noted: “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
Change is not an item you can check of a to-do list. It occurs as a process.
This leads us to the second principle.
2. Change Is a Process
Change is not an item you can check off a to-do list. It occurs as a process, not as an event or special occasion. People and organizations don’t change because of a kickoff meeting or an announcement on Facebook.
Change takes time. When we experience change, we move from the known to the unknown—the new, the different. That doesn’t happen instantaneously; we must allow time for change to occur for several reasons:
- People start the change process at different times and at different places. People who are part of a test group for the new human resources finance system learn about the change and put it into action months before the rest of the staff. They will be further along in the process when full implementation occurs.
- People take different amounts of time to move through the process. Because of their backgrounds, beliefs, and level of comfort, people move at different speeds. Some people will take more time than others to get to the point where they can say, “I get it. I understand why this change is taking place. I can do this.”
- People will experience stages of change. A variety of models define and explain the various stages of change. If your school district has implemented boundary or attendance zone changes, you’ve probably seen parents in various stages. Parents who are unhappy with the change often dismiss information, express anger, complain, and seek alternatives before they accept the change and commit to their new school.
The change process can be a rocky road. It’s easy for people to become frustrated and lost, which is why the third principle is fundamental.
3. Change Requires Leadership
Effective change that results in desired outcomes, behaviors, or attitudes won’t happen without strong leadership.
We began with the principle that “change is inevitable.” That doesn’t mean all change is good or beneficial. Most of us have experienced change that didn’t work or that caused more problems than originally existed.
That is why change requires leadership. Strong leaders invest the necessary time and energy to ensure that there is a plan for effective implementation.
When school districts are considering a change, leaders must ensure that the change will improve student learning that is supported by policies, programs, or products and is directly tied to the district’s strategic plan. This responsibility should be evident when the change is from “within” and is a deliberate choice by the district. (It doesn’t mean the change will be easy; it can still be difficult and must be carefully considered and supported.)
When an outside source (a new law or mandate or shift in student demographics) is driving the change, a strong leader looks for alignment between external changes and the district’s mission and strategic plan.
The “Education Change Management PPTA Toolkit” from the New Zealand Post Primary Teachers Association (www.ppta.org.nz/dmsdocument/68) lists critical questions leaders should ask before starting down the road of change:
- What are the objectives of this change?
- What evidence suggests it will lead to improvement?
- Is this change a high priority for the school?
- What are the risks from this change to things that we already do well?
- Is an inquiry cycle planned to determine whether the objectives are achieved?
- What resources are needed to successfully implement the change?
- Who would be affected by the change process?
- What professional learning and development are needed?
- What employment provisions do we need to consider?
- What is the time frame for the change?
School business officials play a key leadership role in the change process. Whether the point person for the project or a member of the leadership team, they can affect the process by ensuring that those questions are answered and by determining that the stress on the organization is being monitored. That is especially important if multiple changes are occurring simultaneously.
The role of a leader is not limited to setting change in motion. Strong leadership involves educating people on the rationale for the change and how it relates to the strategic plan; outlining the plan for implementing the change; and demonstrating how the change will affect them. All of that requires adherence to the fourth principle.
4. Change Requires Communication
Too often we assume that because we’re speaking or posting about an initiative, program, or event, we are communicating effectively. Effective communication is the process of sending and receiving information to achieve understanding.
A strategic communication plan will ensure that the following information is understood:
- Why the change is occurring: rationale and link to the strategic plan
- When it will occur: the timeline
- How it will happen: implementation plan
- What it means for me: how it affects my life and my world
A communication plan has five components:
- Identification of audiences (internal and external)
- Development of key messages
- Identification of effective communication channels for all audiences based on research
- Tactics
- An evaluation of communication
The plan must have a timeline, and it must designate the individuals responsible for each aspect of the plan.
Being OK with Change
Change will always be with us in education and in our work. Implementing change requires leadership, communication, and courage. With research, thought, and planning, we can help our staffs and communities be “good” with change . . . especially when we are doing something different!
Example Communication Plan
Audience: Parents/community members
Key message: The XYZ School District relies on funds from bond issues to finance capital improvements.
- Capital improvements are school renovations, new classrooms or buildings, and major technology costs.
- Bond issue funds cannot be used for salaries and benefits, transportation costs, utilities, textbooks, or other supplies.
- A bond issue is a way to borrow money to fund capital projects. It requires voter approval. Capital projects include building new schools, school renovations, and certain technology costs.
- When the voters pass or approve the bond issue, the money to pay for the capital projects comes from selling bonds. (The school district obtains bids and sells bonds to the purchaser who offers the lowest interest cost.)
The district pays back the debt over several years, typically about 14 years. Current tax dollars are used to pay off bond debts. In XYZ, that debt service comes from a dedicated 75-cent property tax levy.
This process is similar to a home loan. When you purchase a home, you borrow money at a specific interest rate. You make payments on that loan, which includes principal and interest, over a delineated period. To make those payments, you dedicate a certain amount of your income to retiring that debt.
Communication channels: Print, web, social media, meetings, and events
Tactics for delivering these key messages: a video, a flyer, a PowerPoint presentation for meetings, tweets and posts on social media, FAQs on the website
Creating a communication plan takes thought and time; however, this upfront investment will save money in the long run and help move the change process forward.