Second, it is important to inspire a shared vision, seeking broad input, and encouraging everyone to think of a new and better future. This needs to be cast in ideological rather than just economic terms. This might be achieved by involving all staff in the shaping and reshaping of the school/department’s strategic plan on a regular basis. Staff might be surveyed to establish their wants and needs. For example, in an educational context, a school principal or department head could also visit classrooms regularly (and encourage others to do the same) to better gauge collective requirements (ERIC, 1992). Inspiring a shared vision will also be achieved through coaching and conscious role modeling strategies.
Third, change needs to be led. A sense of urgency must be instilled. Collaboration has to be encouraged and the self-confidence of followers’ must be increased. In effect, it is vital to create an environment conducive to the creation and sharing of knowledge (Bryant, 2003, p. 37). Public recognition of achievements and successful (shared) initiatives might help serve these ends. Private notes of congratulation to successful followers can also help foster self-confidence (ERIC, 1992). It is also necessary at... [continues]
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