We like change … sometimes! When there’s the chance to upgrade a cellphone, we often grab the opportunity. When the latest model cars are screened on TV, we might even fantasise for a moment. Such changes are seen as improving the quality of our lives.
We also dislike change … sometimes! Think of certain changes in recent years in education. One example is outcomes-based education (OBE), aspects of which were severely criticised by the profession.
Each quality classroom, school, teacher and team (academic, cultural and sporting) has no choice about change. It should always be in a state of betterment, of continuous improvement. Why are changes made at one school accepted positively but, at another, those same ideas receive an angry and resentful response?
One critical factor is staff. There are those staff members willing to try out new ideas. Then there are the vehement opponents of change. In the middle are the “go with the flow” types. These staff members might also be a little cynical. They’ve seen so many changes in the past and wonder whether the new one will be binned in a few years’ time.
A second critical factor accounting for the success or failure of change is leadership. Change agents need to use certain leadership styles to ensure that the change is successful and happily accepted.
Four familiar leadership styles found in change projects are:
The change agent needs to be a good listener. Note, though, that folk won’t always tell you the true reason for their opposition to a new idea. You have to be intuitive. Try to find out the true reasons for their opposition. Also, try to find out what really motivates them.
If the heart can be won over, the enthusiasm often follows. Most change processes have “black dog” moments. People get depressed. They don’t believe that the change is worth the hard work. There are those who believe that there are too many obstacles in the way. Listen to their concerns. Encourage and motivate them to persevere to the end.
It’s one team working together. Nobody’s marginalised. Input is welcome from everyone, including the severest critics. Invite critics to suggest better solutions. Convince them that you want their help to make the change successful.
Those starting the change should display servant leadership. It means serving others, taking on tasks that others shy away from. If others see your commitment to be of service, you become a role model. People like to follow and become part of a team that adds quality to their own and others’ lives. Remember that most change has a fluctuating rise-and-fall factor. At times, the change process progresses smoothly. Suddenly, huge boulders appear to block the path. Change management needs the wise use of a number of leadership styles to stay on course. Accept the challenge of change. In so doing, you will give even more quality to every child and colleague whom you are privileged to lead.
Richard Hayward, a former principal, is attached to the Quality in Education unit of the South African Quality Institute (SAQI). A range of leadership and management courses are offered to schools across the country. Contact Vanessa du Toit (012 349 5006; vanessa@saqi.co.za) or Richard Hayward (011 888 3262; rpdhayward@yahoo.com) for more details