Southwind Elementary School Title One Program
Southwind Elementary School implements the Title One program to provide additional funds and resources to support socio-economically disadvantaged students, creating a positive and supportive learning environment for all students. Title One funds help in enhancing student achievement and access to necessary resources, such as desktop computers.
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Presentation Transcript
Building Team Science Initiatives: Becoming an Effective Change Agent Theresa Lant, PhD Professor of Management Academic Director, Arts & Entertainment Management Program LubinSchool of Business Pace University
Contextualizing Team Science Initiatives Institutional Context Organization Understand the multiple layers of context that influence the interest in and outcomes of team science training Department Team Individuals
Building Team Science Initiatives: Becoming an Effective Change Agent Participation in training Know your (organization s) aim Implement team science in your organization Develop curriculum for team science training Study team science process & outcomes Participate in team science Know your (organization s) context Place in hierarchy Role with respect to organization s strategy Know your (organization s) competencies Which individuals/departments/specialties would benefit most from team science training? What type of initiative has better odds of being successful (accepted, supported, institutionalized) Know your network Leverage connections of knowledge & influence Make a snowball Participation in science teams Institutionalize team science Grant submissions/success Successful science/practice outcomes Overall strategy Tactical strategy Operational strategy Core Resources Capabilities Competencies
Successful implementation (of any strategic initiative) depends on utilizing organizational resources and capabilities effectively, and identifying core competencies Resources Capabilities Outcomes Tangible Equipment Infrastructure Intangible Knowledge Reputation Ability to combine and leverage resources Core competency Increased resources Science & practice outcomes
Contextualizing Team Science Initiatives Understand how institutional context and team & instructional design influence outcomes Team & Instructional Design Strategy History Regulation Political/legal Goal achievement Team success Individual success Composition Structure Work practices Communication practices Organization & institutional context Outcomes
Building Team Science Initiatives: Becoming an Effective Change Agent Department A Department A Integrated knowledge resources & capabilities Department C Department C Department B Department B Refreeze normalize new structures & processes Unfreeze status quo Shift to new normal Restraining Forces Driving Forces Adapted from Lewin s 3-step change model
Understanding forces that facilitate or inhibit team science efforts Driving Forces Funding Institutional constraints Cutting-edge science Reward structures Restraining forces Professional development Lack of time
Identifying forces in your context Individual participants Departments/Divisions Organization/Profession Driving force Restraining force Driving force Restraining force Driving force Restraining force
Steps to Leading an Organizational Change Effort Step Description Example Unfreeze the status quo by creating a compelling reason why change is needed Others who compete for the same resources are implementing team science initiatives Establish sense of urgency Create a cross-functional, cross-level coalition that has sufficient influence to lead the change Find key individuals with legitimacy and influence to support the initiative Create the guiding coalition Create a compelling vision, and a specific strategic plan to guide the change Be clear about the overall aim. Develop plan of action with sub-goals. Develop a vision and strategy Create a communication plan that consistently reinforces the vision and strategy Use variety of means to communicate a clear and consistent vision Communicate the vision Eliminate barriers; establish interim targets; encourage problem solving Support must come from top, but involvement and initiative must be broad based Empower broad based action Generate small wins Create plan for short term wins that provide measurable progress. Reward individuals who obtain these wins. Focus on smaller, short term goals first. Small wins generate legitimacy and support. Consolidate progress, and create momentum Guiding coalition gains credibility from short term wins. Additional individuals join the change process, expanding change effort. Demonstrate benefits of joining change effort. Adapted from Kotter, Leading Change Anchor change through changing culture and institutionalizing process Establish connections between individual behavior and desired results. Establish clear processes that create new normal Reward structure and distribution of resources must reflect new priorities.
Summary: Becoming an Effective Change Agent Institutionalize team science Know your (organization s) aim Overall strategy Know your (organization s) context Tactical strategy Operational strategy Know your (organization s) competencies Core Resources Capabilities Competencies Know your network
