| FOREWORD |
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v | (2) |
| PREFACE |
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vii | (2) |
| ABOUT THE AUTHOR |
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ix | (1) |
| ACKNOWLEDGMENTS |
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x | |
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1 AN INTRODUCTION TO IMPLEMENTATION |
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1 | (8) |
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3 | (1) |
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An Overview of This Volume on Implementation |
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3 | (2) |
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Implementation: One of Twenty-one |
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5 | (1) |
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5 | (4) |
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9 | (18) |
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An Overview of What Principals Have to Make Happen |
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9 | (1) |
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Types of Implementation and Levels of Responsibility for Implementing |
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10 | (14) |
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Implementation Type: Routine |
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11 | (2) |
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Common Characteristics of Successful Routine Implementation |
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13 | (3) |
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Implementation Type: New (Nonroutine) |
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16 | (1) |
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Common Characteristics of Successful New Implementation |
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16 | (6) |
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Implementation Type: Unique |
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22 | (2) |
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24 | (1) |
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25 | (2) |
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3 PUTTING PROGRAMS AND CHANGE EFFORTS INTO ACTION |
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27 | (38) |
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Prerequisites for Successful Implementation |
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29 | (33) |
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The Vision: Where Are We Going? |
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29 | (2) |
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Assessing the Current Status: Where Are We Now? |
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31 | (3) |
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Commitment to the Long-term: Is This Really What We Want to Do? |
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34 | (1) |
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The Relationship Between Initiation and Implementation in Change Efforts |
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35 | (1) |
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Elements of Initiation: Creating a Context for Implementation |
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36 | (6) |
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Tools to Assist Implementation Efforts |
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42 | (1) |
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42 | (3) |
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Change Potential Analysis Chart |
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45 | (1) |
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45 | (4) |
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49 | (3) |
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52 | (2) |
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Stages of Concern Questionnaire |
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54 | (2) |
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Implementation Configuration Matrix |
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56 | (4) |
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Project Planning or Project Management Planning |
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60 | (1) |
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Performance Problems Flowchart |
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61 | (1) |
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62 | (1) |
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62 | (3) |
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4 FACILITATING COORDINATION AND COLLABORATION OF TASKS |
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65 | (36) |
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The People Component of Implementation |
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65 | (1) |
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What Does It Mean to Facilitate? |
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66 | (5) |
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67 | (1) |
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68 | (1) |
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Get the Right People Together |
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68 | (1) |
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Provide the Time for People to Get Together |
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69 | (1) |
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Create Timelines and "Big Picture" Maps |
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69 | (1) |
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Identify Overlaps and Redundancies |
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70 | (1) |
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70 | (1) |
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What Knowledge and Skills Do Principals Need to be Facilitators and Help Others be Facilitators? |
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71 | (22) |
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72 | (1) |
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73 | (2) |
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Anticipating and Predicting |
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75 | (2) |
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77 | (2) |
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Identifying and Reducing Resistance |
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79 | (4) |
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83 | (3) |
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86 | (7) |
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What are Some Ways to Encourage Quality Involvement? |
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93 | (4) |
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97 | (1) |
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98 | (3) |
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5 MONITORING IMPLEMENTATION |
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101 | (26) |
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Why Is Monitoring Implementation Important? |
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102 | (5) |
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107 | (2) |
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When and How Should Monitoring Be Done? |
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109 | (7) |
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Scanning: Monitoring Routine Implementation |
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110 | (1) |
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Focused: Monitoring Something New or Different |
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111 | (2) |
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113 | (1) |
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As Needed: Monitoring Unique Situations |
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114 | (1) |
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Always Paying Attention: Whenever and Whatever It Takes |
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115 | (1) |
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What Means Exist for Monitoring Implementation? |
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116 | (3) |
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Using the Information from Monitoring to Maintain, Correct, or Improve What is Happening |
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119 | (2) |
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Guidelines for Monitoring Progress and Initiating Corrective Action for Successful Implementation |
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121 | (4) |
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125 | (1) |
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125 | (2) |
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6 SUPPORTING THOSE RESPONSIBLE FOR IMPLEMENTATION |
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127 | (26) |
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Effective Staff Development |
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129 | (5) |
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134 | (4) |
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Reducing or Removing Organizational Barriers |
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138 | (7) |
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Modeling Ongoing Professional Growth |
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145 | (6) |
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151 | (1) |
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152 | (1) |
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7 CLOSING WITH A FEW BRIEF REFLECTIONS |
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153 | (4) |
| REFERENCES |
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157 | |
