{"content":{"sharePage":{"page":0,"digests":[{"id":"64358122","dateCreated":"1381857418","smartDate":"Oct 15, 2013","userCreated":{"username":"MartineSiravo","url":"https:\/\/www.wikispaces.com\/user\/view\/MartineSiravo","imageUrl":"https:\/\/www.wikispaces.com\/i\/user_none_lg.jpg"},"monitored":false,"locked":false,"links":{"self":"https:\/\/cabriniaspiringleaders.wikispaces.com\/share\/view\/64358122"},"dateDigested":1532253147,"startDate":null,"sharedType":"discussion","title":"Martine","description":"I think the first important aspect of the change process that administrators need to be aware of is that people are inherently against change. The "Toxic 2%" that the article talked about are those people who are blatantly against the change initiative in a school. Even though this seems like such a small percentage of the population, we all know that the "squeaky wheel gets the grease". These people are often the most vocal and resistant. I think it's important to be aware of this group as an administrator so they can be prepared for how to handle their negativity and resistance.
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\nThe second important aspect of the change process is building capacity. I was talking to my advisor recently about if the district was considering beginning full-day kindergarten programs. He informed me that it wouldn't be possible without opening a new building because of building capacity. He also talked about how the public is usually against any type of initiative when it involves a new building (because of the sheer cost). Building capacity affects a lot of day-to-day decisions as an administrator, and I think it can be one of the most frustrating aspects of the job.","replyPages":[{"page":0,"digests":[{"id":"66582220","body":"What ideas do you have for addressing the Toxic 2%?
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\nRegarding your other point - this is an example of how sometime decisions that are made have absolutely nothing to do with programming or what makes sense educationally. There are some things that are out of our control, but that dictate our plans.","dateCreated":"1382931651","smartDate":"Oct 27, 2013","userCreated":{"username":"DrSal","url":"https:\/\/www.wikispaces.com\/user\/view\/DrSal","imageUrl":"https:\/\/www.wikispaces.com\/user\/pic\/1289772999\/DrSal-lg.jpg"}}],"more":0}]},{"id":"64347100","dateCreated":"1381804093","smartDate":"Oct 14, 2013","userCreated":{"username":"sblowe","url":"https:\/\/www.wikispaces.com\/user\/view\/sblowe","imageUrl":"https:\/\/www.wikispaces.com\/i\/user_none_lg.jpg"},"monitored":false,"locked":false,"links":{"self":"https:\/\/cabriniaspiringleaders.wikispaces.com\/share\/view\/64347100"},"dateDigested":1532253147,"startDate":null,"sharedType":"discussion","title":"Susan","description":"Two important aspects of the change process that would be essential for a school leader are getting the right people on the bus and pulling the weeds before planting the flowers.
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\nFirst, as Collins writes in "Good to Great," it is necessary to choose teachers who are "compulsively driven" to be the best, who are the teachers with the "neurotic need to improve." A great principal does everything within their power to get the right people on the bus, the wrong people off the bus, and the right people into the right seats. School leaders must focus on getting and hanging on to the right people in the first place - "those who are productively neurotic, those who are self-motivated and self-disciplined" those "compulsively driven to do the best they can because it is part of their DNA." Finally, a principal must make the selection process very attractive, ignite passion and commitment for the mission, and have enough of the right people willing to commit themselves to the mission to cause change to happen.
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\nSecond, in "Leading Change in Your School," the author states that, "educators are drowning under the weight of initiative fatigue." Faculties are spread thinly as they attempt to tackle more and more. When this happens eventually nothing gets done effectively. Great principals will not introduce new programs without removing at least one or two existing time consuming plans. They use the teachers' advice to identify the essentials of the curriculum, share time-saving tips, and respect the teachers' time at meetings. This so important when maintaining the momentum of change.","replyPages":[{"page":0,"digests":[{"id":"66582396","body":"I'm glad that you referenced the text in your response - this is important. I would also like to know what you think and your own personal connection to the ideas.","dateCreated":"1382932251","smartDate":"Oct 27, 2013","userCreated":{"username":"DrSal","url":"https:\/\/www.wikispaces.com\/user\/view\/DrSal","imageUrl":"https:\/\/www.wikispaces.com\/user\/pic\/1289772999\/DrSal-lg.jpg"}}],"more":0}]},{"id":"64342104","dateCreated":"1381782726","smartDate":"Oct 14, 2013","userCreated":{"username":"kmw007","url":"https:\/\/www.wikispaces.com\/user\/view\/kmw007","imageUrl":"https:\/\/www.wikispaces.com\/i\/user_none_lg.jpg"},"monitored":false,"locked":false,"links":{"self":"https:\/\/cabriniaspiringleaders.wikispaces.com\/share\/view\/64342104"},"dateDigested":1532253147,"startDate":null,"sharedType":"discussion","title":"Karen","description":"Building capacity is one aspect of the change process that would be essential for a school leader. This aspect involves increasing people\u2019s collective power to move the system forward. It is essential for a school leader because if you have more support from your staff the change will be much easier to implement. Also, it helps to keep the change to be ongoing. Improvements must be made constantly for change to be effective.
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\nAnother aspect of the change process that would be essential for a school leader is change must be understood. Change is difficult for anyone and everyone. It is hard for people to accept that something new is happening when it has been the same for so long. The leaders need to make all workers understand how the change is going to help the school improve and how it will make everything easier in the long run.","replyPages":[{"page":0,"digests":[{"id":"66582330","body":"How do you build support for an initiative so that you can get everyone onboard?","dateCreated":"1382932084","smartDate":"Oct 27, 2013","userCreated":{"username":"DrSal","url":"https:\/\/www.wikispaces.com\/user\/view\/DrSal","imageUrl":"https:\/\/www.wikispaces.com\/user\/pic\/1289772999\/DrSal-lg.jpg"}}],"more":0}]}],"more":false},"comments":[]},"http":{"code":200,"status":"OK"},"redirectUrl":null,"javascript":null,"notices":{"warning":[],"error":[],"info":[],"success":[]}}