When implementing change in this case, the directive is received from the ministry, the district seeks feedback from its stakeholders and local staff are able to volunteer to design what the change looks like for their school community. On the reporting committee, there is a volunteer leader, and a discussion of options with a final vote to the staff on large-scale changes. From a human resource point of view, employees are supported in their roles through the levels of structure, knowing who to ask for clarification if necessary.
While there is a clear structure in this case by opening the process to staff committee and feedback, it did not yield the intended results on the frontline. This failure of structure can be attributed to two key elements: timelines and committee member development. Eighteen months were given to design and develop this new reporting program. This means that realistically, the school had one full calendar year to pilot and test their new program before full implementation. By taking on more than they could str...
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...ncy in Communication: The vote results should have been made public before moving forward.
Support: release time available in September (as opposed to mandatory meetings)
If theses issues were addressed at the beginning of the process, many of the later issues and confrontations could have been deescalated or avoided. In this case, further time should have been allotted to the planning process, with the assurance that all voices are valued in the reporting program design process. Building initial coalitions, as well as a supporting structure would impact how the change is communicated and interpreted. Organizational leaders would be advised to monitor the flow of organizational information with the goal of transparency. If there is room for misinterpretation, then the environment is consumed with internal politics not delivering on its organizational objectives.
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