I invite you to read my book on crucial conversations which I created to share what I've learned from the book Crucial Conversations: Tools for Talking When Stakes are High written by K. Patterson, J. Grenny, R. McMillan, and A. Switzler. Within my book below, I've also explained how I will implement the 7 principles: Start with Heart, Learn to Look, Make it Safe, Master My Stories, State My Path, Explore Others' Paths, and Move to Action as I initiate change in my organization as I introduce my innovation plan, flipped classrooms. I've broken down each of the 7 principles and explained what it is and how I will use this knowledge if and when these crucial conversations are had within my school. References:
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As I sit here and put this piece together I realize that change is bound to happen whether we are for it or against it. Most times we are against it as it affects our whirlwind, our day-to-day operations – our “norm”. Change doesn’t happen overnight, it takes work and it is NOT easy. However, after creating my innovation plan, flipped learning, I thought this was MY innovation to act upon and maybe partner teacher. Boy, was I wrong! Actually, throughout this course it has opened my eyes to the idea of sharing my plan with the entire campus. Recently, I've had a few different co-teachers in and out of my room helping out with my special education inclusion classes and each of them were in awe of the flipped classroom model. They asked lots of questions and are wanting to implement it in their classrooms and wish more teachers did this. They have been able to see the benefits of flipped learning first hand and the engaging classroom activities that we are able to do because of it. So why not, make my innovation plan go campus wide. I'm so excited to start this transformation on my campus! Throughout this class and the help of this book: The 4 Disciplines of Execution: Achieving Your Wildly Important Goals by Chris McChesney, Sean Covey, and Jim Huling I've created my wildly important goal (WIG) to share with my campus and I now feel that my change initiative is possible. Implementing change within an organization or in my case a school is not as easy as one would think. Change doesn't happen just because you or the principal want it to happen... the key is to influence the change using the six sources of influence.
I'm sure we all have an experience/story where someone at your school, probably administrators, wanted to make a change in how things are done at school and whomp whomp whomp - it didn't happen. It was a big failure or the change was short lived. I've experienced this at my school about three years ago when our principal wanted our campus to adopt restorative practice starting with the sixth grade teachers the first year and then seventh grade the second year and then finally eighth grade the third year. Well, this concept only lasted the first year, barely, as there was not much buy in from the teachers and by the time the second year came around when the seventh grade teachers were expected to join in. They were just expected to do circles with their first periods without any training or modeling as was provided to the sixth grade teachers the first year. Well with the sixth grade teachers moving away from the concept and lack of training to the seventh grade teachers the concept dissapated within the first few weeks. Now that I have learned to provoke change with an organization one must use at least four of the six sources of influence to increase the chances for change tenfold (Grenny, Maxfield, and Shimberg, 2013). Unfortunately, with our restorative practice concept only a couple influencers were apparent resulting in the change being unsuccessful. |
Jill HobbsMatthew 6:34 'Therefore do not worry about tomorrow, for tomorrow will worry about itself. Each day has enough trouble of its own.' Archives
February 2020
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