3d+Implementing+Change

toc =3d Implementing Change=

**Competency Definitions**

 * Leadership Definition: Leadership involves working with others in order to collaboratively shape the vision and strategy for change, as well as being capable of facilitating the change process.
 * Your adapted definition here

**Best Databases**
([|Andrews University Library Databases Start Page]: //Always start here so you have full access to the articles.//)
 * EBSCO, Link to change, implementation, education
 * Sage, Link to change, implementation, k12
 * AU Business Database page
 * HBR Business Change articles, case studies
 * SAGE Business/Org Change pages
 * Wilson Select Plus (via AU)

These references need to be formatted to APA standards
 * Dissertation Change Management by John Stark
 * Green, K.C., and Gilbert, Steven W. (1995) //Great Expectations: Content, Communications, Productivity, and the Role of Information Technology in Higher Education.// Change, Vol 27 (2) p. 8-18.
 * Astin, A.W., Astin, H.S. (2000) //Leadership Reconsidered: Engaging Higher Education in Social Change.// W.K. Kellog Foundation, Battle Creek MI
 * Bennet, W.J. (2004) //To Reclaim a Legacy; A report on Humanities in Higher Education.// Humanities in Higher Education. Washington DC.
 * Agarwal, P. (2006) //Higher// //Education in India: The need for change.// Working Papers. ESocial Sciences.com id.

**References**

 * Argyris, C. (1990). //Overcoming organizational defenses: Facilitating organizational learning//. Boston: Allyn and Bacon.
 * Belasen, A. T. (2000). //Leading the learning organization: communication and competencies for managing change// . New York: State University of New York.
 * Bell, M., & Bell, W. (2005). It's installed ... now get on with it! Looking beyond the software to the cultural change. //British Journal of Educational Technology, 36//(4), 643-656. doi:10.1111/j.1467-8535.2005.00541.x
 * Beer, M., & Nohria, N. (2000). //Breaking the code of change//. Boston, MA: Harvard Business School Press.
 * Bouckenooghe, D., Devos, G., & Van Den Broeck, H. (2009). //The Journal of Psychology//, //143//(6), 559-599.
 * Bryk, A., & Schneider, B. (2002). //Trust in schools: A core resources for improvement//. Chicago: Russell Saga Foundation
 * Clariana, R. (2000). Change in instruction-related web sites in an 18-month period. //British Journal of Educational Technology, 31//(3), 251-253.
 * Conlon, T. (2000). Visions of change: Information technology, education and postmodernism. //British Journal of Educational Technology, 31//(2), 109-117.
 * Conger, J. A., Spreitzer, G. M., & Lawler, E. E. (1999). //The leader''s change handbook: An essential guide to setting direction and taking action// (1st ed.). San Francisco: Jossey-Bass.
 * Constantinides, P., & Barrett, M. (2006). Large-scale ICT innovation, power, and organizational change: The case of a regional health information network. //Journal of Applied Behavioral Science, 42//(1), 76-90.
 * Cook, W. J. (2000). //Strategics the art and science of holistic strategy// . Westport: CT: Quorum.
 * Covey, S. R. (2008). //The leader in me//. New York, NY: Free Press.
 * Cuban, L. (November 2, 2009). //Which school is better? Traditional or progressive?// Retrieved from []
 * Cuban, L. (November 8, 2009). //Getting students to think requires more than a wash and wax job//. Retrieved from []
 * Dalton, D. (2006). //Educational research: The gold standard?// Retrieved from [].
 * Davidson, E. (2006). A technological frames perspective on information technology and organizational change. //Journal of Applied Behavioral Science, 42//(1), 23-39.
 * Dawson, K., & Dana, N. F. (2007). When curriculum-based, technology-enhanced field experiences and teacher inquiry coalesce: An opportunity for conceptual change? //British Journal of Educational Technology, 38//(4), 656-667. doi:10.1111/j.1467-8535.2006.00648.x
 * Durant, R. F. (2007). Toxic politics, organizational change, and the "greening" of the U.S. military: Toward a polity-centered perspective. //Administration Society, 39//(3), 409-446.
 * Ertmer, P. A. (1999). Development - addressing first- and second-order barriers to change: Strategies for technology integration. //Educational technology research and development, 47//(4), 47.
 * Fullan, M. (2001). //Leading in a culture of change//. San Francisco, CA: Jossey-Bass.
 * Fullan, M. (2002, May). The change leader. //Educational Leadership//, 59(8), 16-20.
 * Fullan, M. (2005). //Leadership and sustainability//. Thousand Oaks, CA: Corwin Press.
 * Fullan, M. (2007). //The new meaning of educational change// (Fourth ed.). New York, NY: Teachers College Press.
 * Fullan, M. (2008). //The six secrets of change: What the best leaders do to help their organizations survive and thrive//. San Francisco, CA: Jossey-Bass.Hargreaves, A., & Fullan, M. (1998). //What's worth fighting for out there?// New York, NY: Teachers College Press.
 * Hargreaves, A., & Goodson, I. (2006). Educational change over time? The sustainability and nonsustainability of three decades of secondary school change and continuity. //Educational Administration Quarterly, 42//(1), 3-41.
 * Heifetz, R. A., Grashow, A., & Linsky, M. (2009). //The practice of adaptive leadership: Tools and tactics for changing your organization and the world//. Boston, Mass.: Harvard Business Press.
 * Kerr, S. T. (2005). Why we all want it to work: towards a culturally based model for technology and educational change. //British Journal of Educational Technology, 36//(6), 1005-1016. doi:10.1111/j.1467-8535.2005.00570.x
 * Kanter, R. M. (1983). //The change masters: Innovations for productivity in the American corporation//. New York: Simon and Schuster.
 * Kanter, R. M., Stein, B., & Jick, T. (1992). //The challenge of organizational change: How companies experience it and leaders guide it//. New York, NY: NEED PUBLISHER
 * Kotter, J. P. (1996). //Leading change//. Boston, MA: Harvard Business School Press.
 * Kotter, J. P., & Rathgeber, H. (2005). //Our iceberg is melting: Changing and succeeding under any conditions//. New York, NY: St. Martin's Press.
 * Kotter, J. P. (2008). //A sense of urgency//. Boston, MA: Harvard Business Press.
 * Kowch, E. G. (2005). Do we plan the journey or read the compass? An argument for preparing educational technologists to lead organisational change. //British Journal of Educational Technology, 36//(6), 1067-1070. doi:10.1111/j.1467-8535.2005.00577.x
 * Lewin, K. (1951). //Field theory in social science//. New York: Harper & Row.
 * Lim, J. (2009). //The development of an instrument for K12 coordinators implementing curriculum videoconferencing and a model to predict utilization of videoconferencing.// Retrieved from ProQuest Digital Dissertations.
 * Lines, R. (2005). The structure and function of attitudes toward organizational change. //Human Resource Development Review, 4//(1), 8-32.
 * Moore, B. (2009). Emotional intelligence for school administrators: A priority for school reform?, //American Secondary Education//, //37//(3), 20-28.
 * Owston, R. (2007). Contextual factors that sustain innovative pedagogical practice using technology: an international study. //Journal of Educational Change, 8//(1), 61-77. doi:10.1007/s10833-006-9006-6
 * Pascale, R. T., Millemann, M., & Gioja, L. (2000). //Surfing the edge of chaos//. New York, NY: Three Rivers Press.
 * Patterson, J. (1995). //Upside down leadership: The rules have changed//. Menasha, WI: Transitions Press.
 * Porter, B. E. (2005). Time and implementing change. //British Journal of Educational Technology, 36//(6), 1063-1065.
 * Rath, T., & Conchie, B. (2008). //Strengths based leadership//. New York, NY: Gallup Press.
 * Reyna, V. (2006). //The logic of scientific research//. Retrieved from []
 * Senge, P. M. (1999). //The dance of change: The challenges of sustaining momentum in learning organizations// (1st ed.). New York, NY: Currency/Doubleday.
 * Sorge, A., & van Witteloostuijn, A. (2004). The (non)sense of organizational change: An essai about universal management hypes, sick consultancy metaphors, and healthy organization theories. //Organization Studies, 25//(7), 1205-1231.
 * Spillane, J. (2009). Managing to lead: Reframing school leadership and management, //Phi Delta Kappan//, 9(3), 70-73.
 * Sweeny, B. (2003). //The CBAM: A model of the people development process//. Retrieved from []
 * Vygotsky, A., Gindis, B., Ageyev, V. S., & Miller, S. M. (2003). //Vygotsky"s educational theory in cultural context learning in doing: social, cognitive and computational perspectives//. NY: Cambridge University Press.
 * Whitworth, A. (2005). Colloquium: The politics of virtual learning environments: environmental change, conflict, and e-learning. //British Journal of Educational Technology, 36//(4), 685-691. doi:10.1111/j.1467-8535.2005.00549.x

**Sample Artifacts**
ii. [|LLG Contribution: 3 Models of Change and Sustainability]. iii. Computerworld Honors Laureate: [|Case Study], [|Certificate], and [|Note from State Representative] || LEAD 756: Advanced Studies: Implementing Change || Janine Lim janine@janinelim.com [|Full portfolio online here]. || In this section, I share my learning with my Leadership and Learning Group. An international award is also included. i. These are book and article summaries shared with my LLG in Moodle. ii. This PowerPoint is the presentation that I shared with my LLG on Sept. 20, 2009. iii. Polycom, a manufacturer of videoconferencing equipment, nominated the Berrien RESA videoconferencing program for this award which was presented in Washington DC in May 2009. This is an expert evaluation. || These artifacts show my ability to connect change theory to my practice. ||
 * **Document** || **Title** || **Author** || **Description** || **Connection to Competency** ||
 * (click File to attach a file) || (write the title here) || (write the author's name and link to email (if desired) here) || (write a description of the file) || (describe how this file addresses this competency) ||
 * i. LLG Contribution: [|Book] and [|article summaries]

**Sample Reflection Papers**
janine@janinelim.com [|Full portfolio online here]. ||
 * **Document** || **Title** || **Author** ||
 * (click File to attach a file) || (write the title and add any other relevant info) || (write the author's name and link to email - if desired) ||
 * [|3d reflection paper] || In this [|reflection paper], I share how my understanding of change has broadened. I also reflect on several components of the change process that emerged from my reading: the wider context of educational change, the vision for change, planning and implementation, collaboration for change, barriers and resistance, and sustainability. These components comprise my own personal synthesized change theory. Finally I also consider the change and improvement to my own implementation of change and my goals for future learning. || Janine Lim
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