Advertisement

A Change Model Mashup to Guide Educational System Change Participants

  • Kyle L. PeckEmail author
Living reference work entry

Abstract

This chapter describes an emerging process that can be employed to identify forces at work within systemic change movements, and to identify and prioritize actions likely to promote the desired changes. The process is a “mashup” (combination) of three classic models by Dannemiller and Jacobs (J Appl Behav Sci 28:480–498, 1992), Lewin (Psychol Rev 50:292–310, 1943), and Benjamin Franklin (To Joseph Priestley. In Willcox WB (ed) The papers of Benjamin Franklin: January 1 through December 31, 1772. 19. Yale University Press, New Haven, pp 299–300. ISBN 0300018657. OCLC 310601, 1772), informed by the “unifying theory of systems thinking” proposed by Cabrera, Cabrera, and Powers (Syst Res Behav Sci 32:534–545, 2015) and Michael Fullan’s (Leading in a culture of change. Jossey-Bass, San Francisco, 2001) framework for leadership in a culture of change. Advice is offered on how, by incorporating systems thinking principles while using the process, the activity can result in actionable strategies that support a desired change. A group using the process to develop strategies to hasten the adoption of digital micro-credentials is cited as an example throughout the chapter. This example also illustrates how technologies can support the process during online collaboration by a distributed team of participants, increasing the efficiency of idea generation and review. The chapter ends with a call for reform-minded leaders to consider this and other innovative approaches that may better fit the dynamic change contexts in which they are “leading in a culture of change” (Fullan, Leading in a culture of change. Jossey-Bass, San Francisco, 2001).

Keywords

Change models Educational reform Systemic change strategies Leadership strategies 

References

  1. Cabrera, D., Cabrera, L., & Powers, E. (2015). A unifying theory of Systems thinking with psychosocial applications. Systems Research and Behavioral Science, 32, 534–545.  https://doi.org/10.1002/sres.2351.CrossRefGoogle Scholar
  2. Dannemiller, K. D., & Jacobs, R. W. (1992). Changing the way organizations change: A revolution of common sense. The Journal of Applied Behavioral Science, 28(4), 480–498.CrossRefGoogle Scholar
  3. ELGL. (2014, November 14). Guidepost #16 – Ed Zuerch. Retrieved May 12, 2017, from http://elgl.org/2014/11/14/guidepost-16-ed-zuercher/
  4. Force-Field Analysis. (December 30, 2016). In Wikipedia. Retrieved May 13, 2017, from https://en.wikipedia.org/wiki/Force-field_analysis
  5. Formula for Change. (April 02, 2017). In Wikipedia. Retrieved May 13, 2017, from https://en.wikipedia.org/wiki/Formula_for_change
  6. Fullan, M. (1993). Change forces: Probing the depths of educational reform (Vol. 10). The Falmer Press, Taylor & Francis, Inc. Levittown, PA.Google Scholar
  7. Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass.Google Scholar
  8. Fullan, M. (2007). The new meaning of educational change (4th ed.). New York: Teachers College Press.Google Scholar
  9. Kaput, J., Bar-Yam, Y., Jacobson, M., Jakobsson, E., Lemke, J., & Wilensky, U. (n.d.). Two roles for complex systems in education: Mainstream content and means for understanding the education system itself. Retrieved May 13, 2017, from http://www.necsi.edu/events/cxedk16/cxedk16_0.html
  10. Peck, K. L., & Carr, A. A. (1997). Restoring public confidence in schools through systems thinking. International Journal of Educational Reform, 6(3), 316–323.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.The Pennsylvania State UniversityUniversity ParkUSA

Section editors and affiliations

  • Eugene Kowch
    • 1
  1. 1.Werklund School of EducationUniversity of CalgaryCalgaryCanada

Personalised recommendations