Change
Change is one of the most difficult things to propose to an
establishment because we all get used to doing the same thing over and over
again. Self-evaluation is the key way to assess what an organization is doing
and its impact. The objective of rigorous self-evaluation is to reveal the effect
that the present system of operation is having on the attainment of an
institution’s goals. The more rigorous the evaluation is, the higher the
probability of its correctness and its ability to proffer more effective
strategies of achieving the organization’s set objectives. Self-evaluation
doesn’t only review systems; it reveals the capabilities of the human resource
personnel which will ultimately ensure that competent hands are put in places
where they are most effective in the system. Self-evaluation also reveals areas
of weaknesses which can become training opportunities.
Institutional improvement may be advanced in a school
through the proven and tested strategies outlined by John Kotter (1995) in his
book ‘Leading Change’. If a teacher sees
a need for a curriculum upgrade, she may need to first sell the idea to her
immediate supervisor by making her see the limitations of their current
curriculum. She can have a short presentation on the proposed curriculum,
outlining its benefits and its edge over what is currently being used in the
school. Similarly, an academic head of a school that sees the need for improved
classroom management can invite a professional to train the teachers on
effective classroom management strategies. Sometimes speaking as a group is
more effective than speaking alone; one can form a team with other colleagues
with like minds who share the same perceptions of the need for improvement. The
next step will be to coherently articulate the vision of the change and
improvement you want to see. A vision that is poorly articulated cannot be
bought by the management. In proposing a change to an educational setting, one
may face opposition from other colleagues or management board. This should be
expected from people who have stayed longer than you in the organization. A lot
of tact, one-one meetings and diplomacy is needed to douse the situation and
remove this barrier. Sometimes change takes place unnoticed, it is therefore
important to celebrate every milestone covered, compare new strategies with old
strategies and escalate areas that have improved. Employing these approaches
will consequently result in an improved institution.
Leaders of school programs
need speciļ¬c training and support in order to make their roles more rewarding
and fulfilling. The most important need
for leaders to succeed in an institution is to practice ‘a cultural shift’, a
method that empowers leaders to function
in their well-defined roles , encourages team work and ensures higher
productivity (Murphy & Curtis, 2013).
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