Educational Leadership - Essay Example

Initiate Change Details Introduction Change can be defined as the alteration of procedure, behavior, purpose, structure or output of a given unit within an organization (Razik, 2010). It involves working with a diversified population and striving hard to motivate and encourage others to adapt through change as it is required. Even in situations where change is efficiently planned and structured, unintended outcomes and consequences still occur. In schools and other academic institutions, it is difficult to implement systematic type of change because the institutions are comprised of many interacting and diverse facets in which each of the facets should be considered. Therefore leaders must work together with the community to implement desirable and required changes. An education leader that approaches change from a system view will put into considerations specific variables that are impacted by change (Razik, 2010). Systemic Change Systemic change is the type of change that occurs in all levels and aspects of the process of education which affects all the individuals that are involved in this process such as the teachers, students, parents, community members and administrators (Razik, 2010). It is a dynamic process that often requires constant evaluation and communication and has significant implication for professional development, curriculum, instruction and assessment. Change is more of gradual process than just a single adjustment. Organizations can be viewed as fluid particles or entities that are constantly in motion where by managing change in this perspective is just a matter of getting hold of some aspect of the motion and steering it in a more defined direction (Razik, 2010). Systemic Change Impacting education Academic institutions or schools have the responsibility to prepare and mold the youths to effectively compete in the adult world. To accomplish this, these institutions must at all-time be aware of the requirements and nature of that environment. Academic and school system should always be prepared to adjust their instructions and curriculum in order to accommodate environmental change, new social structures, technology changes and new values.Many of the individual activities have been used for years to develop knowledge and skills related to particular aspects of a professional developers role. What is new today, however, is the idea of systemic thinking--the imperative that what we do in one aspect of education be integrally related to what we do in all others, and that the sum of those actions be centered on a shared vision of learning and how to reach all learners (Reasons, 2011). Educational improvement should involve the whole range of issues that affect schools, from the finances of the schools to the boards of educations to assessment of students. Culture and climate combine to provide a very powerful matrix in which people function within an organization. Because culture and climate are the memory of an organization or academic institution, they are also the most powerful conservative force within an organization and therefore it is mandatory for schools or academic institution that are undergoing systematic change to address the issue of culture and climate. Cohesiveness or luck of it is a key issue that is affecting the change in our schools today. Most teachers or instructors have become relatively autonomous, with very little to do with each other during the usual school days (Reasons, 2011). The instructors or teachers may identify with their colleagues in terms of place of work or their role and most often they would have a feeling of loyalty to the school and amongst themselves, but it is not common that teachers feel as if they are part of a working group that formulate or discuss plans and assist in making educational decisions (Michael, 1993). Characteristic of effective change agents The change agentsare expected to have prior knowledge about the task that is to be handled. They are expected to vividly understand how the proposed systematic change is supposed to take place and come up with the necessary requirement to implement the change. Secondly the change agent need to clearly understand the cultural context in which the systematic change should be carried out or performed. As we saw earlier culture preserves or conserves the memory of an organizations and therefore the change agent need to ensure that he puts significant consideration to the organizational culture during the implementation of the systematic change. In addition to, the change agent needs to clearly understandthemselves and those who follow them (their followers). This will help them to determine exactly what type of change they can implement. Change Agents or effective leaders, are expected to have a vision of what is to be done, see the need for a particular change and come up with the necessary strategy that is required to implement that change. They should possess high intellectual capacity, a strong initiative, a vivid vision of what the organization is supposed or can be and a very good orientation to both goal accomplishment and the people that are involved(Razik, 2010). Actions of Effective Change Agents There are three major actions that change agents should take in order to implement systematic change. This actions or functions include control, recruitment and development. A single change agent cannot work alone, he or she need to recruit other like-minded individuals or subsystem to assist with the implementation systematic change (Andy, 2010). Research has pointed out that the more complex and large the system is, the more likely it is that there will exist other people who are either seeking the change actively or predisposed towards the change. To develop a system that induces change, the change agents will be required to create a coalition or mobilize the change minded individuals that already exist to control some of the assets that they did not control during their previous operation. The change agents needs to carry out three major actions. First is to balance the amount of inclusion with coherence such the more people included the better. Next is to balance the initial goals with position and interest of new members and lastly they must ensure that the change inducing system does not exist on for its own sake but to meet the intended goals (Reason, 2009). How Effective Leaders Rally Support There are multiple ways in which change agents or effective leaders can mobilize or rally support from teachers, staff, community members and other individuals to ensure the promotion and implementation of systemic change. First they ensure there is participation or complete involvement of the individuals and parties that will be affected by the change to take part in the implementation process. Secondly they communicate with the employees or stake holders and inform them of the need of change and how it might affect their operation. Thirdly the change agents ensure that they efficiently support this individuals to boost their commitment. Most importantly the change agents ensure that they reward the involved parties appropriately as there will be minimal resistance to the change if these individuals realize some benefits whether intangible or tangible (Razik, 2010). Conclusion In conclusion, we have observed that effective leaders must work together with the community to realize desirable systematic changes and that all change agents should always put into great consideration the multiple variable that are impacted upon by change. Academic institution or schools should ensure that that they put together systematic changes in the curriculum and structure of education that will adapt to the changes in the environment or technology. The change agents should vividly understand the systemic change they are supposed to implement and are expected to have the vision for the change. They are expected have high intellect and a vivid vision of what the academic institution or organization should be. References Andy Hargreaves, (2010). System Thinking in Action Conference Preview. http:// www.youtube.com/watch?v= Michael Holzman, (1993). “Educational Leadership”. What is system change? 51, 18-18. Reason, C, (2009). Leading a Learning Organization: The Science of Working with Others. New York. Regent Reasons, C. (2011). Mirror Image: New Reflection on Teacher Leadership. New York Corwin Press Razik, T. A. & Swanson A. D., (2010). Fundamental concept of educational leadership and management. New York. Cambridge University Press. Read More