Week Three - Andy

Develop and articulate ideas for describing leading change in an organisation of your choice

The framework for leadership which is raised by Fullan (2001) that consists of five core components of leadership: moral purpose, understanding change, relationship building, knowledge creation and sharing and coherence making. Each of these components is critical to the leading change of organization. Now I will apply the framework to my organization.

Moral purpose

A moral purpose contributes to staffs morale, fosters innovation, counters risk-aversion and it provides a unifying strategic theme. School leaders must manage and align the moral purpose with the school development strategy. In my organization (my university), the school has several teams which designs the courses and teaching programme. In sometimes they decide how to make the courses useful to students and how to use the ICT into daily teaching. It can be inferred that this 'moral purpose' passes from the team into their separate teaching environments. However these other ideas do not in themselves inspire staffs in ways that would make these concepts useful as moral purposes for most organization if the school leaders have incomplete understand the idea of moral purpose.

Understanding change

The school leaders know that if the school want to have a further develop, they should clearly understand of why they need change, what change they want, and how to adapt the change. The first important thing is that how to introduce ICT into my organization, because of the in most mainland school, traditional pedagogy take the main role of daily teaching, if the change happen, the leader will worry about the adaption of the teachers, while some of the teacher may confuse about the change, as the “Diffusion of innovation” module shows about 16% people are laggard. Most of such people are not old teachers, to the contrary main of such people are young who has less confidence in accept change.

Relationship building

Relationships are built where there is mutual understanding between or among individuals. However, this is not built overnight. Establishing a relationship has certain requirements for it to develop. This concept is especially true if the individuals have just initiated a mutual connection. The relationship in my organization is quite well. The leader knows that a good relationship between staffs can not only foster the change, but also make the organization stronger. So the school leaders will hold some party or activities to promote the relationship.

Knowledge creation and sharing

The knowledge that is created in such environment is specific to the problem and has just been developed for that particular situation. We need to develop an understanding of these complex processes of sensemaking by different participants in the process and also identify and articulate the knowledge creation process and knowledge sharing and use process. Knowledge is the power of everything, new knowledge come out to adapt the new environment, or we can call it change. In my organization, the department of each faculty will hold a symposium in where teachers can put forward their new find or new theory about pedagogy, sharing with their colleague. If the idea is good for boost the ICT, the innovation will be popularize.

Coherence making

What Fullan calls “coherence making” involves seeking a balance between letting go and even encouraging “disturbance” on the one hand and building coherence, sense and direction on the other. This is the main challenge, as Fullan puts it quoting Pascale, Millemann and Gioja: disturbing the system in such a way "that approximates to the desired outcome". [pg. 108] Organisations, as we are used to them, are designed to foster stability and coherence with specific goals in mind. As such, change is always a threat.


References: 
5 Models for Leading Change | Leading Project Teams
http://martinwebster.eu/2011/10/03/5-models-for-leading-change-leading-project-teams/