Change... the Only Constant

It hardly seems like yesterday when I finished a p.d. course at the Canadian Accredited Independent Schools (CAIS) Leadership Institute. It was hosted at a fine Canadian boarding school (Trinity College School) whose origins in 1865 pre-date the birth of Canada as a nation (1867 for the trivia hounds). It was the first week of July and the air was heavy with humidity and the heat of an Ontario summer. Not even the proximity of Lake Ontario- one of the Great Lakes- could provide relief from the sweltering heat. Thank goodness for air conditioning and the pleasant company of colleagues who made the experience not only bearable, but entirely enjoyable.

As July marches on, I find myself again situated at another distinguished Canadian boarding school, this time in Nova Scotia at Canada's first independent boarding school on the beautiful grounds of King's-Edgehill School (founded 1788) in Windsor, Nova Scotia. The summer weather remains hot during the day, but without the stultifying humidity that is found in southern Ontario. I am relieved to be able to gather my thoughts and write in this setting. A cool evening breeze lightens the mood.

These two historical schools may seem odd to have prompted me to write about the topic of change. In reality, they are two schools that have adapted well to changes over time and have continued to provide a high-quality educational experience. That each school started out for boys only (TCS and at least the King's College School part of KES), and now are proudly co-educational is but one example of the many positive changes that have occurred on these fine campuses. However, my point is not to focus on the schools, but rather the concept of change.

A module at the CAIS LI was entitled Change Management. It was a thought-provoking and well-taught module that examined the notion that change is inevitable and that schools had better manage change or else be prepared to be managed by change. We can all think of the many changes that take place in our schools and places of work, from the minor (moving nutrition break ahead or behind 5 minutes) to the major (adopting the International Baccalaureate program). Indeed, change is always occurring in subtle and not-so-subtle ways. The key is to manage, regulate, and otherwise control the change process in order for it to be successful.

While not new, one of the articles studied as part of the reading material focussed on the steps necessary to affect successful change. John Kotter's, "Leading Change: Why Transformation Efforts Fail", Harvard Business Review, 1995, provided an eight-step process that he claimed must be followed in order for change to be successful in any organization. He claimed that his research in the field revealed that each of these steps must be followed in sequence in order for change to take hold.

Without going into great detail, and in an effort to summarize, the steps are as follows:

1. Establish a sense of urgency.
2. Form a powerful guiding coalition.
3. Create a vision.
4. Communicate the vision.
5. Empower others to act the vision.
6. Plan for and create short-term wins.
7. Consolidate improvements and produce still more change.
8. Institutionalize new approaches.

No doubt each person can mull over the individual circumstances of the changes that occur in their institutions and determine the veracity of this process, but from my experience there is wisdom to be gained from this article. It also points out that change is the only constant.