Leadership: What leaders can (and cannot) learn from scientists

2019 ◽  
Vol 100 (5) ◽  
pp. 70-71
Author(s):  
Joshua P. Starr
Keyword(s):  
District Improvement ◽  
Change Leaders

School and district improvement efforts often take a rushed approach to their work. Joshua Starr suggests that leaders would do well to learn from the more systematic, deliberate approach of scientists. But whatever approach to change leaders pursue, they must also learn to communicate their plans clearly.

On Leadership: What stories are we telling about our changing society?

2021 ◽  
Vol 103 (2) ◽  
pp. 60-61
Author(s):  
Joshua P. Starr
Keyword(s):  
Census Data ◽  
Demographic Changes ◽  
The Future ◽  
Change Leaders ◽  
Changing Society

The release of new U.S. census data led many pundits to opine about what demographic changes mean for the future of the country. But, as Joshua P. Starr explains, educators have been watching their classrooms and schools become less white for many years. What’s important now is not the change itself but how we interpret the change. The stories people tell about past and present changes can affect their response to that change. Leaders who encounter resistance as they propose new equity initiatives can benefit from listening to the stories of those who are wary to try to understand the reason for their resistance.

Assessing individual readiness for change in healthcare: a review of measurement scales

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lisa Beasley ◽  
Sandra Grace ◽  
Louise Horstmanshof
Keyword(s):  
Scoping Review ◽  
Literature Search ◽  
Readiness For Change ◽  
Secondary Outcome ◽  
Individual Response ◽  
Content Type ◽  
Healthcare Environment ◽  
Scoping Reviews ◽  
Change Leaders ◽  
Response To Change

PurposeUnderstanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are characterised by frequent and rapid change, often with unrealistic and challenging timeframes. Researchers have employed a range of assessment scales to assess individual readiness for change. Hence, to select the appropriate scale, it is critical to compare the properties of these instruments. A scoping review will be conducted to identify scales that measure an individual's response to change in the healthcare environment.Design/methodology/approachIn this article the authors used the PIC (Population or Problem, Interest, and Context) design and undertook a comprehensive literature search conducted in Eric, MEDLINE, EmCare, CINAHL, PsychINFO and PubMed. Management databases were also searched including Business Source Premium (Ebesco) and Business Collection (InfoRMIT). Reference lists were scrutinized, and citation searches were performed of the included studies. The primary outcome was the quality of the literature searches and the secondary outcome was time spent on the literature search when the PIC model was used as a search strategy tool, compared to the use of another conceptualizing tool or unguided searching.FindingsThis scoping review identified eight scales used to measure an individual's response to change. This scoping review did not identify any individual change readiness scales specifically designed for use in the healthcare environment. However, two scales (the Acceptance of Change Scale and the Resistance to Change Scale) had applicability across a wide variety of organisational settings.Research limitations/implicationsScoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers.Practical implicationsThis scoping review will assist change leaders to gain a better understanding of the different scales used to measure individual response to change.Originality/valueTo manage change effectively, change leaders first need to develop an understanding of how individuals respond and adapt to change. Change leaders require the necessary scales to assist them to understand change processes, providing an understanding of where individuals are placed on the change continuum. To the best of the authors' knowledge, this scoping review is the first of its kind to identify and review scales to measure individual response to change.

scholarly journals A University as the Center of Change: Preparing Educational Activists and Change Leaders

2021 ◽  
Vol 6 (1) ◽  
pp. 22-32
Author(s):  
Matthew Militello ◽  
Lynda Tredway ◽  
Lihi Rosenthal ◽  
James Ronald Welch
Keyword(s):  
United States ◽  
Doctoral Students ◽  
Educational Equity ◽  
School Leaders ◽  
The United States ◽  
Educational Community ◽  
Participatory Action ◽  
District Leaders ◽  
Change Leaders ◽  
East Carolina University

The East Carolina University International EdD supports school leaders in the United States and across the globe to address local educational equity challenges. To achieve this, we prepare and support school and district leaders to use evidence as practitioner-researchers together with members of their educational community. As a result, the reimagined EdD harnesses the power and utility of participatory action and activist research to address a contextualized, equity-focused dissertation in practice. We explore how two doctoral students have transformed their practices during and after their EdD experience.

Responding and adapting to change: an allied health perspective

2020 ◽  
Vol 33 (4) ◽  
pp. 339-349
Author(s):  
Lisa Beasley ◽  
Sandra Grace ◽  
Louise Horstmanshof
Keyword(s):  
Health Care ◽  
Change Management ◽  
Scoping Review ◽  
Health Professionals ◽  
Allied Health ◽  
Change Processes ◽  
Allied Health Professionals ◽  
Content Type ◽  
Scoping Reviews ◽  
Change Leaders

Purpose The purpose of this paper is to review the literature on the response and adaption to change of allied health professionals. Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health-care environments are characterised by frequent and rapid change, often with unrealistic and challenging time frames. Individuals operate independently, but also as members of teams, professions and organisations. Therefore, having a sound understanding of individual response to change is important for change leaders. In the Australian context, allied health professionals represent a quarter of the health-care workforce. There is a significant gap in understanding how allied health professionals respond and adapt to change. Design/methodology/approach A scoping review was designed to report on the nature and extent of the literature on the response and adaption to change in the context of allied health professionals. Change leaders in the health-care environment face a number of complex challenges when attempting to facilitate change. While this scoping review did not identify any specific literature on the response and adaption to change of allied health professionals, it did however provide information on change models and factors to take into consideration when implementing a change process. Findings The results of this scoping review identified findings in two main areas with regard to response and adaptation of allied health to change: a review of change management literature at the organisation level and change management for allied health. Most of the literature described organisational level change management without providing a structural framework for change. At the professional individual level, the literature focused on specific clinical interventions, rather than on the response and adaption to change for allied health. Minimal literature was identified in regard to the response and adaption to change of allied health professionals. In an environment characterised by continuous change and policy reform, a greater understanding of the response and adaption to change by allied health is a priority for research, policy and practice. Research limitations/implications This scoping review was undertaken to explore the response and adaption to change of allied health. It sought to identify the factors that may explain why certain disciplines within the allied health professional group responded to change differently. Scoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers. However, this scoping review provides a clear indication of the nature and extent of the literature in allied health. Practical implications Social implications This scoping review will assist change leaders to gain a better understanding of theoretical frameworks of individual, team and organisational change processes and the impacts these have individually and collectively on change processes. Originality/value To the best of the authors’ knowledge, this scoping review is the first of its kind to identify the minimal literature available on the way allied health professionals respond and adapt to change.

scholarly journals The future trip: a story of transformational change

2019 ◽  
Vol 32 (7) ◽  
pp. 669-686 ◽  
Author(s):  
Eva Norrman Brandt ◽  
Ann-Christine Andersson ◽  
Sofia Kjellstrom
Keyword(s):  
Organizational Design ◽  
Transformational Change ◽  
External Pressure ◽  
Cultural Transformation ◽  
Structured Interviews ◽  
Content Type ◽  
Organizational Competencies ◽  
Change Leaders ◽  
Systemic Understanding ◽  
Key Events

Purpose The study of successful transformational change processes in organizations has been limited. The purpose of this paper is to understand a change process and the type of change that occurred in a pharmaceutical company in Sweden 2005–2014. Design/methodology/approach An interactive research design was used, and semi-structured interviews were conducted with 19 individuals, asking about their views on the change journey. Meetings and dialogue with leaders from the organization also took place. Observations from feedback meetings with leaders were included in the analysis. The results were analysed using a time-ordered display identifying key events, interpreted by a theoretical lens determining the type of change over a period of 10 years. Findings This was a transformational change caused by external pressure, supported by visionary and transparent leadership, collaborative methods aiming at broad involvement and systemic understanding. The results indicated a 40 per cent increase in productivity and altered organizational design and culture. Sense-making activities, persistent adoption of quality improvement tools, dispersed power and sequential change activities underpinned the success. Practical implications The results provide insight into the processes of transformational change. Change leaders were provided with knowledge, inspiration and insight when facing transformations. Social implications Increased prevalence of transformational change calls for new organizational competencies and altered roles for leaders and employees. There is a need for new ways of developing competence and new recruitment policies for leaders. Originality/value This case presents unique empirical evidence of a successful cultural transformation led by a leader using post-conventional principles.

scholarly journals Designing in Context: Reaching Beyond Usability in Learning Analytics Dashboard Design

2019 ◽  
Vol 6 (2) ◽  
Author(s):  
June Ahn ◽  
Fabio Campos ◽  
Maria Hays ◽  
Daniela Digiacomo
Keyword(s):  
Visual Analytics ◽  
Learning Analytics ◽  
The United States ◽  
Pedagogical Practices ◽  
Research Practice ◽  
Design Practice ◽  
Improvement Science ◽  
District Improvement ◽  
Contextual Design ◽  
Science And Research

Researchers and developers of learning analytics (LA) systems are increasingly adopting human-centred design (HCD) approaches, with growing need to understand how to apply design practice in different educational settings. In this paper, we present a design narrative of our experience developing dashboards to support middle school mathematics teachers’ pedagogical practices, in a multi-university, multi-school district, improvement science initiative in the United States. Through documentation of our design experience, we offer ways to adapt common HCD methods — contextual design and design tensions — when developing visual analytics systems for educators. We also illuminate how adopting these design methods within the context of improvement science and research–practice partnerships fundamentally influences the design choices we make and the focal questions we undertake. The results of this design process flow naturally from the appropriation and repurposing of tools by district partners and directly inform improvement goals.

Marching at the Pace of the Slowest: A Model of International Climate-Change Negotiations

2001 ◽  
Vol 49 (3) ◽  
pp. 438-461 ◽  
Author(s):  
Hugh Ward ◽  
Frank Grundig ◽  
Ethan R. Zorick
Keyword(s):  
Climate Change ◽  
International Negotiations ◽  
Veto Players ◽  
The European Union ◽  
Climate Change Negotiations ◽  
Issue Area ◽  
Bargaining Position ◽  
The Us ◽  
Change Leaders ◽  
International Climate

We model international negotiations on climate change. Leaders such as the European Union and the US can make proposals and influence veto players, including other countries and domestic lobbies, who must choose whether to accept or reject proposals. We explain why policy change has been minimal in this issue area, which veto-players receive the greatest and least attention and why leader actors wishing to see less progress are in such a strong bargaining position.

scholarly journals The Comparative Politics of Climate Change

2007 ◽  
Vol 7 (4) ◽  
pp. 1-18 ◽  
Author(s):  
Kathryn Harrison ◽  
Lisa McIntosh Sundstrom
Keyword(s):  
Climate Change ◽  
Comparative Politics ◽  
Political Institutions ◽  
Economic Costs ◽  
Policy Makers ◽  
Government Action ◽  
Institutional Conditions ◽  
Change Leaders ◽  
Abatement Policies ◽  
Mitigate Climate Change

The authors use a comparative politics framework, examining electoral interests, policy-maker's own normative commitments, and domestic political institutions as factors influencing Annex 1 countries' decisions on Kyoto Protocol ratification and adoption of national policies to mitigate climate change. Economic costs and electoral interests matter a great deal, even when policy-makers are morally motivated to take action on climate change. Leaders' normative commitments may carry the day under centralized institutional conditions, but these commitments can be reversed when leaders change. Electoral systems, federalism, and executive-legislative institutional configurations all influence ratification decisions and subsequent policy adoption. Although institutional configurations may facilitate or hinder government action, high levels of voter concern can trump institutional obstacles. Governments' decisions to ratify, and the reduction targets they face upon ratification, do not necessarily determine their approach to carbon emissions abatement policies: for example, ratifying countries that accept demanding targets may fail to take significant action.

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