L. I. T

There is a host of different material describing processes or models to facilitate change. I have chosen three to share that I have found particularly thought-provoking during my time as a leader. Fullan’s Model: In Fullan’s book,  The Six Secrets of Change – What the Best Leaders Do to Help Their Organisations Survive and Thrive , he identifies what he believes are the necessary elements for growth and improvement to occur and be sustained within an organisation. The six secrets are:  love your employees, connect peers with purpose, capacity building prevails, learning is the work, transparency rules  and  systems learn . Although each secret is explained separately, there is a clear association between the secrets, demonstrating that collectively they are much more effective. (Fullan, 2008.) Love your employees Fullan begins with secret one,  love your employees . He suggests that if you invest in your employees in the right way, it can be of an e...

Knoster’s Model: Knoster has identified several conditions for the successful implementation of change. He looked at existing change models and developed them to create a straightforward tool to enable change in schools. Knoster’s model, Managing Complex Change ,  involves six key components:  vision, consensus, skills, incentives, resources  and  action plan.  When these components are built into the change process, you are more likely to be successful, according to Knoster. However, if one or more of these components are missing, then the change may stall or not take place at all. Knoster’s model identifies the undesired consequence for each of the components if not followed properly. (Knoster in Mallon, 2010.) Vision          The first component,  vision , is where the big picture is created so that everyone in the organisation has a sense of where the change is leading. Without this key compon...

Kotter’s Model: Kotter, a well renowned Professor of Leadership, has developed an eight step method to follow in order to successfully implement change:  increase urgency, build the guiding coalition, get the vision right, communicate for buy-in, empower action, create short-term wins, keep at it  and make change stick.  (Kotter and Whitehead, 2010.)The University of Queensland Australia (2016), have further developed Kotter’s model to provide an extremely useful e-Resource to help facilitate growth and change within the organisation, and I have referred to this in the following description of the steps.  Step 1: Increase urgency  Kotter explains that you need to take advantage of an opportunity and use it to get people excited about change, or address an issue that is preventing the organisation from moving forward. Without this urgency, it is likely people will remain complacent. A leader needs to convince people that is worth investing their t...