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This video explains how to use the padlet and the instructions for entering your great thoughts and ideas.

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Center for Leadership and Achievement Switch

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The Path:  Think back over your day. In how many ways did yourenvironment shape your behavior? 

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The Path:  Think back over your day. In how many ways did yourenvironment shape your behavior? 

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Each of us will have a chapter to be the expert for.  To the right, the columns have your name attached to questions.   After reading your section, please respond with a single post that articulates your reflection.

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Each of us will have a chapter to be the expert for.  To the right, the columns have your name attached to questions.   After reading your section, please respond with a single post that articulates your reflection.

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There is no stopping you if you want to read all of the chapters!  You can also add comments to other people's posts by clicking on the "add comment" associated with each post.  

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There is no stopping you if you want to read all of the chapters!  You can also add comments to other people's posts by clicking on the "add comment" associated with each post.  

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What are the three surprises about change from Chapter 1?

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What are the three surprises about change from Chapter 1?

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What has to happen for anything to change?

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What has to happen for anything to change?

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How do the emotional and rational sides to the brain impact change?  What does the author call them?

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How do the emotional and rational sides to the brain impact change?  What does the author call them?

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The Rider:  Chapter 2 covers finding the “bright spots.” What are the bright spots in your role as a leader? 

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The Rider:  Chapter 2 covers finding the “bright spots.” What are the bright spots in your role as a leader? 

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Can you create more of those bright spots? 

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Can you create more of those bright spots? 

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Think about a time when you  moved to mastery of something important to a school. What are the bright spots—what can you learn from them? 

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Think about a time when you  moved to mastery of something important to a school. What are the bright spots—what can you learn from them? 

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The Rider:  In what situations do you experience decision paralysis(Chapter 2) as you've led for instructional or systemic improvement.

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The Rider:  In what situations do you experience decision paralysis(Chapter 2) as you've led for instructional or systemic improvement.

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The Elephant:  Part of the challenge of change is that we may intellectually decide to change (telling ourselves that eating more healthy foods is a good thing) but we don’t connect that change with a feeling that engages the Elephant. Can you think of a way to connect a change you would like to make for the Center for Leadership with with a feeling that can help to motivate the Elephant side of the brain? 

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The Elephant:  Part of the challenge of change is that we may intellectually decide to change (telling ourselves that eating more healthy foods is a good thing) but we don’t connect that change with a feeling that engages the Elephant. Can you think of a way to connect a change you would like to make for the Center for Leadership with with a feeling that can help to motivate the Elephant side of the brain? 

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How does ambiguity become exhausting to the Rider?  

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How does ambiguity become exhausting to the Rider?  

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When the road is uncertain, the Elephant will insist on taking the default path, the most familiar path, just as the doctors did. Why? 

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When the road is uncertain, the Elephant will insist on taking the default path, the most familiar path, just as the doctors did. Why? 

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If a successful change requires a translation of ambiguous goals into concrete behaviors, how might we need to script the critical moves for our client districts?

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If a successful change requires a translation of ambiguous goals into concrete behaviors, how might we need to script the critical moves for our client districts?

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What are the attributes of someone who is ready to lead a "Switch"?

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What are the attributes of someone who is ready to lead a "Switch"?

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Can you think of situations where we try to get people to change with information, rather than with feeling?

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Can you think of situations where we try to get people to change with information, rather than with feeling?

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When describing a compelling destination, we help to correct one of the Rider's great weaknesses - the tendency to get lost in analysis.  What are some examples of how this  has been desplayed in the ESC and/or Center for Leadership?

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When describing a compelling destination, we help to correct one of the Rider's great weaknesses - the tendency to get lost in analysis.  What are some examples of how this  has been desplayed in the ESC and/or Center for Leadership?

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Why did the author indicate that you can't bank on SMART goals when trying to reach the "Elephant"?

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Why did the author indicate that you can't bank on SMART goals when trying to reach the "Elephant"?

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The Rider’s strengths are substantial, and his/her flaws can be mitigated. How can we appeal to the Rider inside yourself or inside others you are trying to influence?   

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The Rider’s strengths are substantial, and his/her flaws can be mitigated. How can we appeal to the Rider inside yourself or inside others you are trying to influence?   

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How do we prepare the Rider to lead a switch with sometimes formidable partners, the Elephants?

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How do we prepare the Rider to lead a switch with sometimes formidable partners, the Elephants?

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In one study, John Kotter and Dan Cohen observed that, in almost all successful change efforts, the sequence of change is not ANALYZE-THINK-CHANGE, but rather SEE-FEEL-CHANGE.  Give an example that you have experienced for each sequence.

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In one study, John Kotter and Dan Cohen observed that, in almost all successful change efforts, the sequence of change is not ANALYZE-THINK-CHANGE, but rather SEE-FEEL-CHANGE.  Give an example that you have experienced for each sequence.

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The author suggests that to solve bigger, more ambiguous problems, we need to encourage open minds, creativity, and hope.  In what ways do we do this in the Center for Leadership?  In what ways do we need to redefine our work?

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The author suggests that to solve bigger, more ambiguous problems, we need to encourage open minds, creativity, and hope.  In what ways do we do this in the Center for Leadership?  In what ways do we need to redefine our work?

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How might we motivate action to accomplish a SWITCH at the ESC?

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How might we motivate action to accomplish a SWITCH at the ESC?

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The Elephant:  One suggestion for overcoming our natural inertia is to shrink the change. If you want to start an exercise program, you might start by simply getting yourself to the gym and stretching or working out for 5 to 10 minutes.Can you think of a way to shrink the change for something that we need to SWITCH in the Center for Leadership and/or ESC?

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The Elephant:  One suggestion for overcoming our natural inertia is to shrink the change. If you want to start an exercise program, you might start by simply getting yourself to the gym and stretching or working out for 5 to 10 minutes.Can you think of a way to shrink the change for something that we need to SWITCH in the Center for Leadership and/or ESC?

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What does the author mean when he talks about "engineering hope"?  

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What does the author mean when he talks about "engineering hope"?  

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The value of the "miracle scale" is that it focuses attention on small milestones that are attainable and visible rather than on the eventual destination, which may seem very remote. What do we have to do to set small, visible goals so that people start to believe start to get it into their heads that they can succeed?

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The value of the "miracle scale" is that it focuses attention on small milestones that are attainable and visible rather than on the eventual destination, which may seem very remote. What do we have to do to set small, visible goals so that people start to believe start to get it into their heads that they can succeed?

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Psychologist Karl Weick, in a paper called “Small Wins: Redefining the Scale of Social Problems,” said, “A small win reduces importance (‘this is no big deal’), reduces demands (‘that’s all that needs to be done’), and raises perceived skill levels (‘I can do at least that’).”  What do we need to keep doing in the Center for Leadership?  What do we need to stop doing?

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Psychologist Karl Weick, in a paper called “Small Wins: Redefining the Scale of Social Problems,” said, “A small win reduces importance (‘this is no big deal’), reduces demands (‘that’s all that needs to be done’), and raises perceived skill levels (‘I can do at least that’).”  What do we need to keep doing in the Center for Leadership?  What do we need to stop doing?

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What is the selection criteria for "small wins"?

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What is the selection criteria for "small wins"?

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James March, a professor of political science at Stanford University, says that when people make choices, they tend to rely on one of two basic models of decision making.  What are the two models?  Give an example of each from the Center for Leadership and/or the ESC.

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James March, a professor of political science at Stanford University, says that when people make choices, they tend to rely on one of two basic models of decision making.  What are the two models?  Give an example of each from the Center for Leadership and/or the ESC.

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The Elephant:  Think about the idea of “identity” from Chapter 7. How would you describe the identity of the Center for Leadership?  How would you describe the identity of the ESC?

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The Elephant:  Think about the idea of “identity” from Chapter 7. How would you describe the identity of the Center for Leadership?  How would you describe the identity of the ESC?

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Imagine that you had to convince one of these groups to recycle more, or to volunteer more time, or to tutor elementary-school kids. How might you appeal to their identity as a way of motivating their Elephants? 

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Imagine that you had to convince one of these groups to recycle more, or to volunteer more time, or to tutor elementary-school kids. How might you appeal to their identity as a way of motivating their Elephants? 

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Rosabeth Moss Kanter said that "Everything can look like a failure in the middle."  What does this mean?  How do you keep the Elephant motivated when it faces a long, treacerous road?

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Rosabeth Moss Kanter said that "Everything can look like a failure in the middle."  What does this mean?  How do you keep the Elephant motivated when it faces a long, treacerous road?

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What is the relationship between a person's self image and their willingness to change behavior?

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What is the relationship between a person's self image and their willingness to change behavior?

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When looking at the "identity model" what are the three questions that we essentially ask ourselves and why are they important?

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When looking at the "identity model" what are the three questions that we essentially ask ourselves and why are they important?

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How is the concept of "rapid fail" integrated into "growth mindest"?

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How is the concept of "rapid fail" integrated into "growth mindest"?

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The author indicated that if you want people to change, you can provide clear direction (Rider) or boost their motivation and determination (Elephant). Alternatively, you can simply make the journey easier. Create a steep downhill slope and give them a push. Remove some friction from the trail. Scatter around lots of signs to tell them they’re getting close. In short, you can shape the path.  How might we "shape the path" for the Center for Achievement even if the rest of the  organization isn't quite ready for the SWITCH?

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The author indicated that if you want people to change, you can provide clear direction (Rider) or boost their motivation and determination (Elephant). Alternatively, you can simply make the journey easier. Create a steep downhill slope and give them a push. Remove some friction from the trail. Scatter around lots of signs to tell them they’re getting close. In short, you can shape the path.  How might we "shape the path" for the Center for Achievement even if the rest of the  organization isn't quite ready for the SWITCH?

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Knowing that the environment shapes our behavior, how can you consciously shape your school's environment so that it’s easier tomake the changes you desire? What Amazon 1-click-style tweaks can you create to make your goals just a little bit easier to carry out?

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Knowing that the environment shapes our behavior, how can you consciously shape your school's environment so that it’s easier tomake the changes you desire? What Amazon 1-click-style tweaks can you create to make your goals just a little bit easier to carry out?

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Tweaking the environment is about making the right behaviors a little bit easier and the wrong behaviors a little bit harder. This seams pretty straightforward, but hard to implement.  Describe a situation where you "tweaked the environment."

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Tweaking the environment is about making the right behaviors a little bit easier and the wrong behaviors a little bit harder. This seams pretty straightforward, but hard to implement.  Describe a situation where you "tweaked the environment."

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The Path:  Look at the examples of the Rackspace customer servicedepartment (In Chapter 8), or how Bart Millar changed the high school student’s behavior. Was there ever asituation where you attributed some problem to someone’s “character” when you found out later it was a problem with the environment? 

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The Path:  Look at the examples of the Rackspace customer servicedepartment (In Chapter 8), or how Bart Millar changed the high school student’s behavior. Was there ever asituation where you attributed some problem to someone’s “character” when you found out later it was a problem with the environment? 

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What kind of environment might have eliminated the person’s “character problem”?

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A good change leader never thinks, “Why are these people acting so badly? They must be bad people.” A change leader thinks, “How can I set up a situation that brings out the good in these people?”  Describe a situation where you experienced one or both scenarios.

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A good change leader never thinks, “Why are these people acting so badly? They must be bad people.” A change leader thinks, “How can I set up a situation that brings out the good in these people?”  Describe a situation where you experienced one or both scenarios.

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There’s a tool that perfectly combines tweaking the environment and building habits. It’s something that can be added to the environment in order to make the behavior more consistent and habitual. That tool is the "humble checklist."  What are the advantages of having a checklist like what was described?

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There’s a tool that perfectly combines tweaking the environment and building habits. It’s something that can be added to the environment in order to make the behavior more consistent and habitual. That tool is the "humble checklist."  What are the advantages of having a checklist like what was described?

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What is an "implementation intention"?  What happens when people have them versus those who do not?  

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What is an "implementation intention"?  What happens when people have them versus those who do not?  

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What is the relationship between the "implementation intentions" mentioned by the author and "learning intentions" from our work with Teacher Clarity?

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What is the relationship between the "implementation intentions" mentioned by the author and "learning intentions" from our work with Teacher Clarity?

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Have you experienced times when a seemingly small act led to big change? How should we think about habits and the "snowball effect" in the Center for Leadership?

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Have you experienced times when a seemingly small act led to big change? How should we think about habits and the "snowball effect" in the Center for Leadership?

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A good change leader never thinks, “Why are these people acting so badly? They must be bad people.” What does a change leader think in the same situation?

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A good change leader never thinks, “Why are these people acting so badly? They must be bad people.” What does a change leader think in the same situation?

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The Path:  Do you have a “herd” at the ESC or in our member districts that you have to rally? Is there a “free space” that you can create to bring together the people who want to change? 

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The Path:  Do you have a “herd” at the ESC or in our member districts that you have to rally? Is there a “free space” that you can create to bring together the people who want to change? 

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The author indicates that if  you want to change things, you have to pay close attention to social signals, because they can either guarantee a change effort or doom it.  How have social signals impacted our work at the ESC?  In the Center for Leadership?

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The author indicates that if  you want to change things, you have to pay close attention to social signals, because they can either guarantee a change effort or doom it.  How have social signals impacted our work at the ESC?  In the Center for Leadership?

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A long journey starts with a single step, but a single step doesn’t guarantee the long journey. How do you keep those steps coming?

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A long journey starts with a single step, but a single step doesn’t guarantee the long journey. How do you keep those steps coming?

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What is the sectet to getting past the first step of a long journey and on to the second, third, and hundreth steps?

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What is the sectet to getting past the first step of a long journey and on to the second, third, and hundreth steps?

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The author indicates that "Change isn't an event, it is a process."  What does this mean?  What are some examples that you've experienced while working at the ESC?

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The author indicates that "Change isn't an event, it is a process."  What does this mean?  What are some examples that you've experienced while working at the ESC?

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People don’t like to act in one way and think in another. So once a small step has been taken, and people have begun to act in a new way, it will be increasingly difficult for them to dislike the way they’re acting.  How does that impact our work with the Center for Achievement?

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People don’t like to act in one way and think in another. So once a small step has been taken, and people have begun to act in a new way, it will be increasingly difficult for them to dislike the way they’re acting.  How does that impact our work with the Center for Achievement?

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We've all had it happen... All of the sudden, people were moving and student benefits were gained as a result of structures and strategies implemented in our school.   What were the actions that led to the "snowball effect"?  Was it really all of a sudden?

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We've all had it happen... All of the sudden, people were moving and student benefits were gained as a result of structures and strategies implemented in our school.   What were the actions that led to the "snowball effect"?  Was it really all of a sudden?

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If you want different outcomes, change the system...

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If you want different outcomes, change the system...

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Dan Heath says If You Want Different Outcomes, Change the System

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Dan Heath: Want Your Organization to Change? Put Feelings First

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Dan Heath: Build Peaks, Don't Fix Potholes

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Switch By Chip & Dan Heath | Animated Book Review | Between The Lines Book Summaries