“Change isn’t always easy and it isn’t always hard. In some ways, change is ubiquitous; in others it’s unlikely” (Heath & Heath, in SWITCH, page 255). Though we often intellectually acknowledge that change is ever present, we are nevertheless adverse to the reality that, well, it happens whether we are willing participants or not.
Heath and Heath state, “When change works it follows a pattern – clear direction, ample motivation, and a supportive environment”. However, most of us don’t necessarily think in terms of patterns when it comes to change. Most, if not all of us, think of change as episodic triggered more often or not by an event. Organizationally as well as from systems thinking, this is problematic.
Consider these two mindsets - one where change is constant and the other as sporadic.
In both we control our reaction or response to change. However, there is a huge difference as to whether we perceive or believe that we have a degree of control not just in our response or reaction but also in the change itself.
The first mindset is predicated on a reality that change is constant. As such we can actually plan, monitor, and measure change. We don’t need to “ramp up” or get ready for change – it just is. What is different, however, is that we don’t have to be a victim. We can be proactive. Thus, we can have clear direction – what do we envision as the outcome or output of this change? What are our expectations for the change?
We can also determine our motivation differently. Rather than believe and behave as if change is happening to me we can within this mindset embrace that change happens for me. This influences greatly our motivation – a want to versus a have to. Even if it is a have to – we can take the reins, if you will, and direct or influence the direction.
Lastly, this mindset of change as a constant impacts our environment differently. Rather than expending effort, energy, and expense to insulate the environment from change, we can build the environment or culture for change. That is, we can as Heath and Heath suggest, develop a pattern of clear direction, ample motivation, and a supportive environment irrespective of the impetus of the change.
The sporadic or episodic change mindset more often or not fixates on who is imposing change. It evokes a defensive response. In fact the emotions generated from episodic change create such animosity, resentment, and divisiveness that in many cases individuals, groups, and organizations never recover. Even if the change results in improvement, the enduring change never takes deep root. It can’t. Episodic change yields episodic results. It is as simple as that.
These two mindsets impact our thinking about Race to the Top (RttT). On one hand, it is happening for us. On the other hand, it is happening to us. The to us mindset will cause great harm. I want to believe that we have build enough capacity in the past three years to shift from the to us to the for us mindset.
Our RttT plan reflects a mindset influenced by the happening for us – given we’ve been in change for several years, we are taking RttT in stride without any thought or concern that it will cause disruptions. In fact, we are convinced that it will not require us to add any new initiatives or programs.
I would be remiss if I didn’t acknowledge that the change for us mindset underpins the administrative changes approved by the Board of Education this week.
I want to underscore one very important fact about the timing of these changes. That is, we have a clear direction (Strategic Commitments) for the change we desire. The course is set. Thus, shifting leadership is all about placing individuals and their skills sets in positions to accelerate, intensify our course of action. If our community including the learning community will embrace the for us rather than the to us mindset, they too, will see these changes as 1) natural, 2) timely, and 3 of great importance for each learner in the Anson County Schools.
Isn’t that what this is all about – the learners?