Guiding Change in Special Education : How to Help Schools with New Ideas and Practices

by Ronald G. Havelock

• ISBN13: 9780761939641
• ISBN10: 0761939644
• Format: Hardcover
• Copyright: 2003-11-20
• Publisher: Corwin Pr

Summary

This practical, step-by-step guide illustrates and describes the seven stages of school change and provides explanations and advice for incorporating each stage into your change process.

Table of Contents

Foreword	xiii
Maurice McInerney
Acknowledgments	xvii
About the Authors	xix
Introduction	xxi
Case Study CS	1	(1)
Stage 1. Care: Establishing the Need for Action	1	(18)
Someone Must Care Enough to Make It All Worthwhile	2	(1)
A Three-Step Model of Change: Unfreeze-Move-Refreeze	3	(2)
Unfreezing: Often the First Task of a Linking Agent	4	(1)
Moving: Only Possible if There Is Openness to Change	4	(1)
Refreezing: Making Sure That What Comes In Stays In	4	(1)
How School Systems Show (and Don't Show) That They Are in Trouble	5	(5)
When Everything Seems Fine	6	(1)
When Concerns Are All Over the Lot	7	(1)
When Concerns Are Not What They Seem	7	(1)
When Concerns Are Very Intense	8	(2)
Inside Versus Outside Forces	10	(5)
Inside Forces	10	(1)
Unforeseen Inside Events	11	(1)
Outside Forces	12	(3)
Linking Agent as Connector and Orchestrator of Forces	15	(1)
Whose Responsibility? The Value Issues in Helping	15	(2)
Care: Summary	17	(2)
Stage 2. Relate: Building a Relationship	19	(30)
Build a Good Relationship With the People You Are Trying to Help	20	(3)
Relating to the Primary Group	21	(2)
Diagram Your School or School District as a Social Network	23	(3)
Linker Configurations	26	(21)
The General Education Teacher as Linker	26	(1)
The Special Education Teacher as Linker	27	(1)
School Counselor as Linker	28	(1)
The School Principal as Linker	29	(1)
Special Linker Role at the District Level	29	(1)
Linkers at Other Levels, Other Places	30	(1)
University-Based Linkers	31	(3)
With Whom Should the Linker Work?	34	(1)
Relating to the Larger Social Environment	34	(2)
What Is Your Relationship at the Very Beginning?	36	(3)
Inside or Outside?	39	(2)
Managing Initial Encounters	41	(2)
The Ideal Relationship	43	(2)
Danger Signals	45	(2)
How to Size Up Your Relationship	47	(1)
Final Word on Relationship Building	47	(1)
Relate: Summary	48	(1)
Stage 3. Examine: Understanding the Problem	49	(28)
Turn Cares Into Problems You Can Solve	50	(2)
Making a Good Diagnosis	52	(1)
The Entry Phase	52	(1)
Do a Quick Take	52	(1)
Reach an Initial Conclusion	52	(1)
Perform a Quick Fix	53	(1)
Separate the Problem From the Solution	53	(1)
The Data Collection Phase	53	(1)
Lay Out Your Taxonomy	53	(1)
Think System	54	(1)
Assemble the Data	54	(1)
The Analytic Phase	54	(4)
Rate the Data and Prioritize the Real Problems	55	(1)
Respect the Obvious	55	(1)
Beware of the Obvious	55	(1)
Identify the Opportunities	56	(1)
Collaborate on the Diagnostic Process	56	(1)
Adopt a Linking Posture	56	(1)
Search for Underlying Causes	57	(1)
Rethink and Rework the Diagnosis as You Go Forward	57	(1)
Making a Diagnostic Inventory	58	(5)
A Definition of the Domain	58	(2)
Classification and Identification of Students for Special Education Services	60	(1)
Case Management	60	(1)
Equalization of Opportunity	61	(1)
Access to the General Education Curriculum	62	(1)
Special Education Infrastructure	63	(1)
Systemic Analysis: Understanding the System	63	(3)
Exercise in System Analysis	64	(2)
A Data Collection Process	66	(5)
Low-Profile Approaches to Collecting Diagnostic Data	66	(3)
High-Profile Approaches: Acquiring Systematic Diagnostic Information	69	(2)
A Set of Rating Dimensions	71	(1)
Rating Dimensions (for Any Area)	71	(1)
Creating a Diagnostic Matrix/Checklist That Points to Solutions	72	(1)
Integrating Diagnosis With the Other Stages	72	(2)
Some Pitfalls in Diagnostic Analysis	72	(2)
Examine: Summary	74	(3)
Stage 4. Acquire: Seeking and Finding Relevant Resources	77	(38)
The Money Theory of Change	78	(8)
Educational Systems as Economic Entities	79	(1)
What Is Wrong With the Money Theory?	80	(1)
Hard Money, Soft Money	80	(1)
Innovating on Hard Money	81	(1)
Innovating on Soft Money: How New Money Is Supposed to Change Things	81	(1)
Pump Priming: How Soft Money Is Supposed to Work	82	(3)
The Linker's Role With Respect to Money	85	(1)
The People Theory of Change	86	(11)
Good People to Run the Project	87	(5)
Modelers of the Change and the Process of Change	92	(1)
People as Experts and Expert Information Services	92	(3)
Acquiring and Using Experts Wisely	95	(1)
What's Wrong With the People Theory?	95	(1)
Search the Internet for People Resources	96	(1)
The Knowledge Theory of Change	97	(7)
A Knowledge Acquisition Strategy	98	(2)
How to Build a Better Awareness of the Resource Universe	100	(1)
Homing In on a Specific Problem and Solution	101	(3)
Acquiring Materials (= Packaged Knowledge)	104	(8)
Comparing Alternative Materials	105	(1)
Using Electronic Resources	106	(5)
Building a Permanent Capacity for Resource Acquisition	111	(1)
Helping a System Learn More About Resources and Resource Retrieval	111	(1)
Acquire: Summary	112	(3)
Stage 5. Try: Moving From Knowledge to Action	115	(28)
Giving a Fair Trial to a Well-Considered Solution	116	(7)
Choose	118	(1)
Assemble and Order the Relevant Findings	119	(1)
Derive Implications From the Research Knowledge Base	120	(1)
Generate a Range of Solution Ideas	120	(3)
Pretrial Feasibility Testing: Comparing and Selecting the Best	123	(5)
Degree of Benefit Promised	123	(1)
Validity and Reliability of the Promise	124	(1)
Comparability of Need	124	(1)
Comparability of Setting	124	(1)
Resources Required	124	(1)
Resistance Factors	124	(1)
Compatibility With Past and Present Innovations	124	(1)
Diffusibility	125	(1)
Doability	126	(1)
Showability	126	(1)
Adapt	126	(1)
Respect the Developers and Minimize Redevelopment	127	(1)
Repackage and Relabel	128	(1)
Plan the Implementation	128	(6)
Importance of a Written Plan	128	(1)
Importance of a Shared Plan	129	(1)
Importance of a Flexible Plan	129	(1)
Components of a Good Plan	129	(2)
Accepting Risk	131	(1)
Overcoming Inertia	132	(1)
Training	132	(1)
Timing	132	(1)
Accepting Stumbles	133	(1)
Recognizing and Managing Resistance	133	(1)
Protecting the Trial and the Integrity of the Test	133	(1)
Connecting the Trial to the Outside: Publicity	133	(1)
Evaluate	134	(1)
What Is the Process?	134	(1)
How Can You Evaluate Process?	135	(1)
Preserve Documentation	135	(1)
Keep a Diary	135	(1)
Use the Written Plan	136	(1)
What Are the Outcomes?	136	(2)
Program-Specific Outcomes	136	(1)
General Outcomes-Positive	137	(1)
General Outcomes-Null	137	(1)
General Outcomes-Negative	137	(1)
Can You Measure Outcomes?	138	(1)
Standardized Tests of Knowledge, Reasoning, and Performance	138	(1)
Ad Hoc Tests	138	(1)
Assumptive Outcome Assessment	138	(1)
Extension, Copying, and Diffusion as Inferred Positive Outcomes	139	(1)
Cautions on Evaluation	139	(1)
Using the Results	139	(1)
Sharing With Your Team	140	(1)
Package the Findings	140	(1)
Share Results With a Larger Sphere of System Stakeholders	140	(1)
Try: Summary	140	(3)
Stage 6. Extend: Gaining Deeper and Wider Acceptance	143	(30)
Issues About Adoption and Diffusion	144	(1)
Solidifying Adoption at the Trial Site (Keeping Going)	144	(1)
Expanding Change at the Trial Site (Going Deeper)	144	(1)
Extending the Trial to Proximate Sites (Follow-On Adoption)	145	(1)
Extending Adoption to the Larger System (Diffusion I)	145	(1)
Going Wider: Strategies and Tactics (Diffusion II)	145	(1)
Solidifying Adoption at the Trial Site (Keeping Going)	145	(5)
Learning From the First Trial	147	(1)
Committing to a Second Round	147	(1)
Staying Flexible	148	(1)
Recycling the Major Steps of the Trial Stage as the Linker Backs Off	148	(1)
Internalizing	148	(1)
Improving Chances for Continuation	148	(2)
Expanding Change at the Trial Site	150	(3)
Readapt the Innovation	150	(1)
Shift Gears	151	(1)
Change Your Implementation Strategy	152	(1)
Adding More Innovative Features to the Core	152	(1)
Adding More Adopters at the Trial Site	152	(1)
Moving Toward More Systemic and Fundamental Improvements	152	(1)
Extending the Trial to Proximate Sites (Follow-On Adoption)	153	(6)
How Individuals Accept Change and Adopt Innovations	154	(2)
Matching Change Agent Activities to Adoption Steps	156	(2)
Using the First Trial to Launch Wider Diffusion and Greater Impact	158	(1)
Extending Adoption to the Larger System	159	(5)
How Groups Accept Change and Innovation	160	(1)
How the Linker Can Gain Group Acceptance	161	(3)
Variations of the Adoption Curve	164	(3)
Competition, Coexistence, and Market Dominance	165	(1)
Characteristics of Winners in the Innovation Marketplace	166	(1)
Adopters Who Do Not Fit the Pattern	166	(1)
The Interaction of Development and Diffusion	167	(1)
Going Wider: Strategies and Tactics (The Second Stage of Diffusion)	167	(4)
Written and Oral Presentations	168	(1)
Video and Film	168	(1)
Demonstrations	168	(1)
Person-to-Person Contacts	168	(1)
Group Discussion	169	(1)
Conferences, Workshops, and Training Events	169	(2)
The New World of Electronic Media	171	(1)
Orchestrating a Multimedia Program	171	(1)
Extend: Summary	171	(2)
Stage 7. Renew: Encouraging Ongoing Change	173	(22)
How Do Systems Absorb Changes?	175	(1)
Improve the Process	176	(2)
Retrospection	176	(1)
Redesign of the Process	176	(1)
More Inclusive Outreach	177	(1)
Keep the Change Fresh	178	(2)
Bring In New Blood	178	(1)
Respond to Changes in the Local Environment	179	(1)
Be Open to Redefining the Social Unit to Whom You Are Linking	179	(1)
Be Open to Redefining the Nature of the Concern	179	(1)
Be on the Alert for New Resources and Knowledge Sources	179	(1)
Be Ready to Reshape and Repackage the Innovation	180	(1)
Create a Self-Renewal Capacity	180	(2)
A Positive Attitude Toward Innovation	181	(1)
A Change Function Internal to the Host System	181	(1)
Inclination to Seek External Resources	181	(1)
A Positive View of the Future	182	(1)
From Item Change to System Change	182	(5)
What Are System Changes?	182	(2)
Taking On the Most Fundamental Concerns of a System	184	(1)
Redoing the Organizational Chart	184	(1)
Redoing Budgets	185	(1)
Changing the Rules	186	(1)
Installing the Change Function	187	(5)
Regenerating the Authority and Acquiring Long-Term Legitimacy	187	(1)
Recommitting the Resources	188	(1)
Solidifying New Roles	189	(1)
Reconfiguring and Integrating	190	(1)
Orchestrating the Process	191	(1)
Terminating and Moving On	192	(1)
When Do You Begin to Disengage?	192	(1)
How Do You Disengage?	192	(1)
Renew: Summary	193	(2)
Summary and Synthesis	195	(16)
References	211	(6)
Index	217