16 Sep Leading Shifts in Your Institution
response posts (approximately 125-150 words each
Leaders who possess this competency are able to help to shift organizational energy. In order to do this, as a leader you need to encourage dialog among your stakeholders.
As a leader, you also need to make sure that your organization is ready for change. Using the following scale of 1 for not ready for change and 5 for ready for any change, assess your institution’s readiness for change in relation to your focal topic.
Share what the biggest obstacle regarding change and how you would prepare your institution for change. Consider the following in your assessment:
· Institutional forces
· External forces
· Adaptive vs. Technical challenges
· Your assessment of stakeholders’ stages of concern
1ST PEER IS RAQUEL
In assessing National Louis University’s readiness for change I discovered that out of the five factors needed to implement change (Vision, skills, incentive, resources, and action plan), the action plan is a critical missing factor (Ambrose, 1987). According to Ambrose (1987), implementing change without an action plan could lead to a false start delaying results or cause the initiative to be abandoned. Administrative leaders who are committed to the vision of equity in learning would support the implementation of trauma-informed strategies that address the learning needs of students with Adverse Childhood Experiences (ACEs). Another internal force is the level of expertise on the impact that ACEs have on learning. Faculty members who have pioneered research around ACEs would be a critical resource for transitioning into a trauma-informed institution. The biggest obstacle for NLU to change into a trauma-informed organization would be a turnover of leadership. According to Jones, “elements encourage, motivate, and reward high-achieving team members who are positive and self-motivated” make up for lack of funding or other resources. When implementing change, an action plan is necessary, but when leadership is continuously turning over, the action plan can be pushed to the side while onboarding takes place. Because priorities often shift when leadership turns over, it is vital to have consistent leaders in critical roles (Jones, 2014).
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