Understanding Change in a Time of Change.

This paper presents an operational framework of change, derived from a synthesis of three change models. It is argued that to create a quality school, educators must use a model that helps participants internalize the components of the desired educational corporate culture. The organization must be examined in terms of the past, present, and future, and in terms of the following components of organizational culture: customs; collegial relationships; competence; and confidence. A systems approach is recommended to utilize the educational corporate .culture to achieve change. Three change models are described--the Concerns Based Adoption Model (CBAM), the Institute for the Development of Educational Activities (IDEA) study, and the Rand study. Findings from each study indicate that change strategies should include the following: active participation, face-to-face interactions, opportunities to learn new behaviors, local materials development, and leadership support. Some conclusions are that: (1) change is an uncomfortable process; (2) change is accomplished by individuals; (3) change is a highly personal experience; (4) change is best understood in operational terms; and (5) the focus of facilitation should be on individuals, innovations, and the organizational context. Finally, planning and an understanding of the organizational culture are crucial to successful, lasting change. (Contains 21 references.) (LM I) *********************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. ***********************************************************************