Summary Reflection: Part 10
In a recent discussion post, we were asked to reflect on our personal philosophy for leading change. I shared the following tenants of that philosophy:
Time for Reflection
Our work worlds are fast-paced and it seems we never have adequate time to get everything done we set out to do. Yet, change is about disrupting current patterns of doing and being and requires us to pull back, slow down, and broaden our view. Heifetz et al (2009) speak to this at length. First, they present the concept of getting on the balcony – broadening our view of the organization so that we can observe both as participants and as leaders. Second, they advise leaders to diagnose the system, specifically nuances of adaptive challenges, the political landscape, and sources of conflict and resistance.
Our work worlds are fast-paced and it seems we never have adequate time to get everything done we set out to do. Yet, change is about disrupting current patterns of doing and being and requires us to pull back, slow down, and broaden our view. Heifetz et al (2009) speak to this at length. First, they present the concept of getting on the balcony – broadening our view of the organization so that we can observe both as participants and as leaders. Second, they advise leaders to diagnose the system, specifically nuances of adaptive challenges, the political landscape, and sources of conflict and resistance.
My approach to creating time and space for reflection is through retreats, both personal and for my team. I exercised this same tool when we began the micro-change project with the CARE Team. This was the first time I led a retreat for a group that expanded well beyond my direct reports and I felt this could be risky. On the contrary, CARE Team members appreciated the opportunity to share their thoughts and experience, to build relationships with other team members, and to embark on meaningful work. They felt part of something bigger than themselves. Upon reflection, it is clear that I enjoy this part of the change process and have the skillset to lead reflection effectively.
Make Meaningful Connections
Many of the texts we’ve read highlight the importance of data gathering as we lead change. Improvement Science calls on us to begin by diagnosing the problem and Heifetz et al (2009) provide tools to do this work. Part of that diagnosis involves understanding culture and context and Schein (2017) emphasizes the value of qualitative assessment here. Both authors emphasize the need to understand human behavior and resistance for change as part of data gathering. Schein describes this as learning anxiety. Heifetz et al purport “Resistance to change stems from a fear of losing something important” (p. 96).
Many of the texts we’ve read highlight the importance of data gathering as we lead change. Improvement Science calls on us to begin by diagnosing the problem and Heifetz et al (2009) provide tools to do this work. Part of that diagnosis involves understanding culture and context and Schein (2017) emphasizes the value of qualitative assessment here. Both authors emphasize the need to understand human behavior and resistance for change as part of data gathering. Schein describes this as learning anxiety. Heifetz et al purport “Resistance to change stems from a fear of losing something important” (p. 96).
Perhaps my biggest win with the CARE Team project was convincing team members that using and knowing data is important in improving our work. Some members began this process intimidated by my emphasis on data. They were concerned I would forget about the people involved in CARE by focusing too much on the spreadsheet. What I modeled, however, was meaning making with that data. As the semester progressed, team members saw how I could tell a student’s story by looking at information gathered through our student information system, grade reports, activities and involvement, and team member updates. They saw how creating a fuller story about a student enhanced our ability to guide the student to appropriate resources. The team learned how to ask better questions.
I must admit that I can come on strong when thinking about data and I learned that walking team members through case studies, slowly and patiently, allowed them to learn the value as well. Attempting to convince others by talking about data was not effective and even frustrating for me and for them. Showing them made a much greater impact.
Building Capacity
The final piece of my current philosophy centers on people. Capacity building, as defined by Wilson et al (2020), is “strengthening and development of human and/or organizational resources” (p. 91). In the case of CARE, I have the ability to shape and reshape membership of this team over time. The responsibility does not sit in anyone’s job description. The SWOT analysis identified that current CARE Team members are committed to student success. When beginning the micro-change project, I knew I had motivated partners, but not always capable partners. Part of the process improvement journey was clarifying the roles and responsibilities of CARE Team members which served to build capacity of team members quickly. Additional capacity building is slated for the expansion plan as well.
The final piece of my current philosophy centers on people. Capacity building, as defined by Wilson et al (2020), is “strengthening and development of human and/or organizational resources” (p. 91). In the case of CARE, I have the ability to shape and reshape membership of this team over time. The responsibility does not sit in anyone’s job description. The SWOT analysis identified that current CARE Team members are committed to student success. When beginning the micro-change project, I knew I had motivated partners, but not always capable partners. Part of the process improvement journey was clarifying the roles and responsibilities of CARE Team members which served to build capacity of team members quickly. Additional capacity building is slated for the expansion plan as well.
What I learned here is that by making a personal commitment to build capacity, team members increased their commitment, confidence, and competence. Survey respondents did not say this in the post-survey, but I contend that confidence in CARE team work is growing because confidence of CARE Team members is growing as well. I submit internal and external confidence are deeply connected.
Where I felt most challenged in leading change is in building capacity of team members who did not come along quickly. While CARE Team members were committed, some really struggled to use the technology or take initiative with students who were difficult to reach. Given the scope of work and quick pace of the project, I grew frustrated having to revisit the intake process or hold team members accountable for missed deadlines. Here I had to exercise patience and empathy and examine how I might approach capacity building differently for particular team members.
Personal Improvements
What I’ve learned about myself is that I need to continue to work on letting go of control. The CARE Team project has been a wonderful example of collaborative work; nonetheless, I still found myself taking on more cases, or controlling the spreadsheet, or leading the communication. I witnessed a tendency to step into a communication chain between CARE contact and referring party. I believe this stems from a lack of trust in some team members. Retaining control does not benefit me or the team member and I need to challenge myself to be more direct with team members who are not pulling their weight.
What I’ve learned about myself is that I need to continue to work on letting go of control. The CARE Team project has been a wonderful example of collaborative work; nonetheless, I still found myself taking on more cases, or controlling the spreadsheet, or leading the communication. I witnessed a tendency to step into a communication chain between CARE contact and referring party. I believe this stems from a lack of trust in some team members. Retaining control does not benefit me or the team member and I need to challenge myself to be more direct with team members who are not pulling their weight.
For most of my career, I have thrived in change projects. They give me an opportunity to exercise my creativity which is an energizer for me personally and professionally. Reflecting, meaning making, and capacity building are additional skills I have honed over the years. Patience, empathy, and letting go of control are skills I have worked to develop and continue to bring to awareness when embarking on change. Leading change is a gift and opportunity and I am grateful for both.
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