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Organisation Change Adaption Theories - Coggle Diagram
Organisation Change Adaption Theories
Innovation Theory
Create and share information
Mutual understanding
Communication channels
Localite channels
Interpersonal
Cosmopolite channels
Media
Diffusion
homophily
heterophily
Innovation
knowledge/persuasion/decision
uncertainty is an obstacle
idea perceived as new
Consequences create uncertainty
Individuals must be informed about advantages and disadvantages
Sahin, 2006, pg.14
Innovation-decision Process
Decision
Adoption
Continued or later discontinuance
Rejection
Later adoption or continued rejection
Implementation
Persuasion
relative advantage
compatibility
complexity
Trialability
Observability
Confirmation
Sahin, 2006, pg.15
Knowledge
Personality variables
Communication behaviour
Socio/economic characteristics
Social system
interrelated units engaged in joint problem
influenced by social structure
Change based on learning
Adopt new and more effective practices
Develop new understandings and acquire new skills
Professional learning
Hall and Hord, 2011, pg. 52
Adapter Categories
Early Majority
interpersonal networks
take more time
not leaders
Late Majority
1/3 of all members
Wait for peers to adapt
led by peer pressure
Early Adapters
limited within boundaries of social system
Hold leadership roles
role models
personal networks
Laggards
sceptics
wait for success for they adopt
Innovators
gatekeepers
Bring from outside in
Sahin, 2006, pg.20
Game Plan Components
Long-term strategic plans and concrete outcomes
Short-range plans and specific intervention
Individual and innovation in mind
Developing organisation arrangements
Providing space, materials and equipment
Training
on-going
Consultation and reinforcement
Personalised and intervention-based
Monitoring
Seeking objective data
External communication
Inform/gain support of individuals outside school
Dissemination
Broadcast info about success
Hord et al. 1987, pg.74
Hord et al., 1987, pg. 79-81
Innovation Configuration
Component
Teacher Behaviour
Student activities
Materials
Fidelity
Ideal practice
Variation from ideal
Hord et al., 1987, pg.13-14
Concerns-Based Adaption Model
Levels of use
L1: Orientation/questions
L3: Mechanical Use/disjointed implementation
L0: non-use
L4: Routine use/established routines and success
Innovation Configurations
describe and contrast different forms of the innovation
Increasing fidelity as progress occurs
What it looks like in practice
Hall and Hord, 2011, pg. 56
Stages of concern
Failing to address can lead to resitance
A set of categories/stages identified
Self-concern becomes more intense
more information provided
reassurance provided
Task concern
coaching
timeline projections
Impact concerns
See results
Hall and Hord, 2011, pg. 55
Begins with being unconcerned
general information provided
increase/decrease in intensity over time
Personal/affective aspects of change