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  5. Implementing Change: Patterns, Principles, and Potholes

Implementing Change: Patterns, Principles, and Potholes, 5th edition

  • Gene E. Hall
  • Shirley M. Hord

Published by Pearson (March 15th 2019) - Copyright © 2020

5th edition

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Overview

A research-based, practical guide helps educators understand, evaluate, and facilitate the change process
Implementing Change continues to examine on-the-ground change processes and practical strategies while adding new features, new material and the most current research. Based primarily on the Concerns Based Adoption Model (CBAM), this user-friendly text focuses on introducing constructs that can be used by those engaged in creating, implementing, and sustaining change processes as well as those who are evaluating and studying change. Rather than maintaining a bird’s eye view of change processes, each chapter introduces a research-based, research-verified construct about change that captures the complexity of implementing change and the diversity of reactions to it. With a stress on pedagogical aids, each chapter incorporates practical examples, sample research, case studies, reflection questions, and examples of common roadblocks to change.

Table of contents

Part I: Two Basics of Implementing Change: Assumptions & Interventions

1. What Key Patterns and Lessons Have We Learned About Implementing Change: Change Principles

2. What Actions and Events Are Key to Facilitating Change Processes: Interventions

 

Part II: The Three Diagnostic Dimensions for Assessing Change: Concerns, Using, and Fidelity

3. What is "It?": Innovation Configurations

4. How Can the Different Feelings and Perceptions About Change Be Understood and Addressed: Stages of Concern

5. How Do Behavioral Profiles  Evolve as Implementers Progress from Not Using to Expert: Levels of Use

 

Part III: Leading Change Across the Organization

6. How Do Leaders Make a Difference in Implementing Changes: Change Facilitator Style

7. How Can the Organization's Culture Support Implementing Changes: A Culture of Continuous Improvement

8. What is a Part of the Change Process That Is Not Controlled by the Leaders or the Followers: Intervention Mushrooms

 

Part IV: Different Perspectives for Understanding the Big Picture of Change: Systems, Diffusion, and Organization Development

9. How Can Understanding the Interconnections of Parts that Make a Whole Affect the Success of Change Efforts: Systems Thinking

10. How Do Communication Activities and Change Agents Affect the Change Process: The Diffusion Perspective

11.  In What Ways Can Team Member Skills and Process Consultants Affect Implementation: Organization Development (OD)

 

Part V: Combining Views: Perspectives, Constructs, Tools, Applications, and Implications

12. How Can Change Science Constructs Be Combined to Understand, Assess, and Lead Efforts to Implement Change: Data-Based and Conceptual Examples

 

Appendix A: Example Interventions for Each Stage of Concern

Appendix B: The One-Legged Interview (OLI)

Appendix C:  Stages of Concern Questionnaire (SoCQ) (Form 075)

Appendix D: Stages of Concern Questionnaire (SoCQ)Scoring Device

Appendix E: Levels of Use of the Innovation (Operational Definitions)

Appendix F: Six Dimensions of Change Facilitator Style

Appendix G: Change Facilitator Style Questionnaire (CFSQ)

Appendix H: Change Facilitator Style Questionnaire (CFSQ) Scoring Device

Appendix I: Poisonous Mushroom: The Poltergeist and the Missing Tables

 

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