Change Leadership : A Practical Guide to

The Change Leadership Group at the Harvard School of Education has, through its work with educators, developed a thoughtful approach to the transformation of schools in the face of increasing demands for accountability. This book brings the work of the Change Leadership Group to a broader audience, providing a framework to analyze the work of school change and exercises that guide educators through the development of their practice as agents of change. It exemplifies a new and powerful approach to leadership in schools.

Tony Wagner is co-director of the Change Leadership Group (CLG) at the Harvard Graduate School of Education. He is also Education Chair of the Harvard Seminar on Redesigning American High Schools. He consults widely with schools, districts, and foundations around the country and internationally and is Senior Advisor to the Bill & Melinda Gates Foundation. Wagner is the author of Making the Grade and How Schools Change.

Robert Kegan is co-director of the Change Leadership Group (CLG), and Meehan Professor of Adult Learning and Professional Development at the Harvard Graduate School of Education. His work focuses on the importance of continued psychological development in adulthood. Kegan is the recipient of numerous awards and honors, including four honorary doctorates and the Massachusetts Psychological Association's Techer of the Year award. He is author of The Evolving Self and (with Lisa Laskow Lahey) How the Way We Talk Can Change the Way We Work.

Lisa Laskow Lahey is associate director of the Change Leadership Group at the Harvard Graduate School of Education. For over 20 years she has been a consultant to schools and businesses helping to turn workplace problems and issues into opportunities for transformational learning. A former principal and high school teacher, Lahey is co-founder and senior consultant at Minds at Work, a consulting firm specializing in school and workplace learning in the U.S. and Europe. She is co-author (with Robert Kegan) of How the Way We Talk Can Change the Way We Work.

Foreword

xi

Preface

xv

Acknowledgments

xxiii

About the Authors

xxvii

Introduction: Reframing the Problem

1

(20)

A Knowledge Economy Requires New Skills for All Students

3

(3)

Greater Supports for Learning in a Changing Society

6

(2)

Reform or Reinvention? Technical Challenges Versus Adaptive Challenges

8

(4)

Organizational Beliefs and Behaviors

12

(2)

Individual Beliefs and Behaviors

14

(2)

Accepting the Challenge and the Risks: Moving Toward Communities of Practice via Collaborative Learning

16

(5)

PART ONE Improving Instruction

21

(40)

Creating a Vision of Success

23

(28)

Challenges to Improving Instruction

24

(3)

Seven Disciplines for Strengthening Instruction

27

(5)

Using the Seven Disciplines

32

(2)

Launching an Instructional Improvement System: The Critical First Conversations

34

(1)

Developing a Shared Vision

35

(3)

Defining a New Framework for Effective Instruction

38

(5)

Linking the New 3 R's of Instruction

43

(8)

Committing Ourselves to the Challenge

51

(10)

Identifying Your Commitment

51

(3)

Spotting Your Obstacles Through Self-Reflection

54

(7)

Reflections

59

(2)

PART TWO Why Is This So Hard?

61

(34)

Generating Momentum for Change

63

(20)

Obstacles to Improvement Versus Momentum for Improvement

64

(10)

Generating the Momentum for Systemic Change

74

(1)

Communities of Practice as a Strategy

74

(9)

Exploring Individual Immunities to Change

83

(12)

Attending to Countering Behaviors

83

(2)

A Deeper Look

85

(2)

Finding the Competing Commitment

87

(3)

Taking the Next Step

90

(5)

Reflections

93

(2)

PART THREE Thinking Systemically

95

(36)

Relating the Parts to the Whole

97

(26)

Arenas of Change

98

(12)

Toward Transformation: Using the 4 C's

110

(10)

Another Use for the 4 C's

120

(3)

The Individual as a Complex System

123

(8)

Hidden Commitments and Personal Immunities

124

(3)

Big Assumptions and Immunities

127

(4)

Reflections

130

(1)

PART FOUR Working Strategically

131

(126)

The Ecology of Change

133

(34)

Phases of Whole-System Change

133

(1)

Change Levers: Data, Accountability, and Relationships

134

(3)

Strategic Change in Action

137

(25)

Putting the Pieces Together: The Ecology of Educational Transformation

162

(1)

Measuring Success and the Challenge of High-Stakes Test Scores

163

(4)

Overturning Your Immunities to Change

167

(26)

Steps Toward Individual Change

168

(16)

Considering Steps for the Most Powerful Learning

184

(1)

Phases in Overturning Your Immunities

185

(2)

Becoming Fully Released from Immunities to Change

187

(6)

Reflections

191

(2)

Conclusion: Bringing the Outward and Inward Focus Together

193

(64)

Hold High Expectations for All Our Students

196

(2)

Involve Building and Central Office Administrators in Instruction

198

(4)

Choose a Priority and Stay Relentlessly Focused on It

202

(5)

Foster a Widespread Feeling of Urgency for Change

207

(2)

Encourage a New Kind of Leader

209

(5)

Develop a New Kind of Administrative Team

214

(4)

Shining a Broader Light on Change

218

(3)

Implications for the Change Leader: Toward Adaptive Work

221

(6)

Concluding...or Commencing?

227

(4)

APPENDIXES

A. Team Exercises

231

(24)

B. Recommended Reading

255

(2)

Index

257

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Change Leadership : A Practical Guide to Transforming Our Schools

Summary

Author Biography

Table of Contents

Supplemental Materials