Chapter 8 - Organizational Change




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INTRODUCTION

Schools as Open Systems

http://www.dr-rauscher.de/what_is_a_system.html

A system is a set of elements that function as a whole to achieve a common purpose. A subsystem is a component of a larger system; for example, the circulatory system is a subsystem of a human system. Occasionally, the larger system is referred to as a supra-system when it is talked about in relation to its subsystems. An element is a necessary but not self-sufficient component of a system. That is, the system cannot achieve its purpose without the element, and the element by itself cannot replicate the system's functions. Systems are characterized by synergy—the whole (system) is greater than the sum of its parts (elements), because the relationship among the elements adds value to the system.

Katz and Kahn (1966) have defined the attributes of an open system. In essence, energy is transformed, and something new is produced. A product is exported into the environment. The pattern of energy exchange is cyclical; the product that is exported into the environment is the source of energy for repetition of the cycle of activities. The system aims to "maximize its ratio of imported to expended energy." The system exhibits differentiation, a tendency toward increased complexity through specialization.

Pressures for Organizational Change

Fullan and Stieglbauer (1991) provide some considerations for organizational change that educational leaders need to review. Fullan's assumptions about change, often known as the "Fullan 10" are noted below :

  • 1.Our version of change may not be the one most acceptable to those involved.
  • 2.The participants must implement the change.
  • 3.Conflict and disagreement are inevitable, and both are fundamental to the process.
  • 4.People need pressure to change.
  • 5.Effective change takes time.
  • 6.There are many reasons why a specific change might fail.
  • 7.Not all or even most of the groups involved will change.
  • 8.A technology plan is needed.
  • 9.No amount of knowledge will ever make a plan totally clear.
  • 10.The change process can be frustrating and discouraging. (p. x)

Resistance to Change