Summarizing and Synthesizing Change Theories

Summarizing and Synthesizing Change Theories

Outcome 7
EDLP 60-50
William Paterson University
Dr. Coviello
Vanessa Vitiello
April 10, 2015

Summarizing and Synthesizing Change Theories

According to Michael Fullan the six secrets of change are to love your employees,
connect your peers with a purpose, prevail with capacity building exercises, learn while you
work, transparency will rule, and systems learn. He explains how employees and students must
be equally valued in order for everyone to feel vested in change. It is important to focus on what
is required but not to be too pushy because it can lead to rebellion. A good leader will empower
stakeholders by providing direction while at the same time interacting and helping change
progress. A significant step is investing in competency by spending time explaining the need for
change, collaborating about ideas and motivating others, this will help everyone to feel like their
opinion and hard work really matter. When transparency is used in combination with peer
interaction it will be easy to identify what is effective and ineffective while being supportive and
encouraging rather than bullying others into submission. A little known secret that is usually
ignored, is on the job training. Implementation of the change provides better results than
workshop instruction alone. Since change is a continuous learning process, modifications are
necessary as you learn what works and what doesnt. Using Fullans six secrets will help
stakeholders to learn about the necessary change and ensure change is achieved.
Rick Maurer has what he calls an Introduction to Change Without Migraines. He says
change fails because leaders tell people what to do without involving them in the decision
process. Maurers six stages are in the dark, see the challenge, get started, keep change alive,
results and move on. One mistake many people make according to Maurer is that they skip steps
and get started before everyone is ready. This is usually like dropping a bomb on everyone and
will likely ends in failure. The first stage is to explain why change is necessary. Then it is
important to have all stakeholders see the opportunity that this change will provide. After most
are on board everyone can get started creating a vision and planning a strategy together. When

Summarizing and Synthesizing Change Theories

you have the plan in place you must implement it and keep it alive by supervising and delegating
responsibility to stakeholders. After a while it will become the new way of life and the change
will be successful. It is very important to remember that in order to progress things are
continually changing and prepare everyone for more change.
The main focus of William Bridges model is transition. Unlike some other change
theorists his three phases of transition focus less on change and more transition. The three phases
are Ending, Losing, Letting Go, The Neutral Zone and The New Beginning. Bridges explains
how the transition to a new beginning is internal and a person must be comfortable with the
prospect before moving ahead to stage three. All will go through each stage at their own pace.
Some may remain at stage one or two so it is extremely important that the initiator of change be
supportive and accommodating to all stakeholders. People are usually confused and uncertain
during the Neutral Zone of change. Bridges says that when people feel a vested interest in the
outcome they are likely to convert to your side and spearhead the change. Give stakeholders a
solid sense of direction and remind them of the goals regularly. In the end, The New Beginning is
also a part of the transition. Stakeholders are continuously building skills that they will need to
be successful. As people adopt change it is important to help everyone sustain it because it is
possible to slip back to previous stages. The most important thing for a leader to do is ensure that
everyone feels appreciated and productive.
As an instructional leader there are several insights from these authors that I will never
forget. In the future it will be important for me to ensure that I address why something such as
change is necessary before I explain how it will be implemented (Maurer, 2009). It is necessary
to invest time into motivating others while encouraging everyone to share ideas that will lead to
success (Fullan, 2008). These strategies will allow everyone to find a vested interest in the

Summarizing and Synthesizing Change Theories

change. Fullans description of transparency is motivating and clearly explained. The most likely
result of my utilizing this strategy is that clearly demonstrating what is taking place would be
educational to stakeholders as well as motivating. The model Bridges uses to facilitate creating a
sense of unity and purpose takes into account all possible obstacles and will be useful to any
leader who is initiating a change. Change is non-stop and frustrating for everyone involved. An
imperative goal for myself would be to remember how important it is to continue to build trust
with those for who I am responsible (Bridges, 2009).

Bridges
Focus on Transition
It is Internal
Pace Varies by Individual
Allow them to Take Their Time

Summarizing and Synthesizing Change Theories

Repeat as Necessary
References

Bridges, W., & Bridges, S. (2009). Managing Transitions: Making the Most of Change. 3rd
Edition. Philadelphia, PA: DeCapo Press.
Fullan, M. (2008). The Six Secrets of Change: What the best leaders do to help their
Organizations strive and thrive. San Francisco, CA: Jossey-Bass.
Maurer, R. (2009). Introduction to Change Without Migraines. Maurer and Associates.