Knoster’s Model for Managing Complex Change: Creating a Vision

In our first blog, “Knoster’s Model for Managing Complex Change: An Introduction,” we unpacked the critical elements of effectively leading change. In this second blog of the series, we’ll explore the first element, vision, and how you can lead change with clarity and purpose.

Clear Vision for the Future

When an organization is experiencing change, it’s crucial that the leader has a clear vision for its future. To that end, they must be able to articulate the positive impact of the change on various stakeholders. At the same time, this is not to oversimplify the hard work of all those affected by the change. Rather, it helps create a shared vision of success.

Without that vision, however, organizations can quickly descend into confusion and resistance. Countless times, we’ve all asked why we’re suddenly changing direction without knowing the end goal or context. If you’ve asked the question, “Why are we doing this?”, it’s likely that the vision has not been made clear.

We recommend that teams connect around their collective beliefs and values that drive shared commitments:

• Beliefs are ideas that are accepted as true without the need for facts. 
• Values are what we deem to be important and outline how we must behave to achieve our vision.

“Our values stem from our beliefs and ultimately will result in our shared commitments.”

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How Shared Beliefs and Values Become Commitments

Let’s take a look at an example of how an instructional leadership team used their shared beliefs and values to develop shared commitments:

Beliefs:

• I believe that teachers deserve feedback.
• I believe that administrators being present in the classroom is essential to teacher growth.
• I believe that growth is important for both teachers and students.

Values:

• Honest feedback.
• Consistent feedback.
• Growth for all (leaders, teachers, and students).

Commitments:

• I will complete observation and feedback cycles consistently.
• I will ensure that I close the feedback loop with teachers.

“Collective commitments…do not ask, ‘Why do we exist?’ or ‘What do we hope to become?’ Rather, they ask, ‘How must we behave to create the school that will achieve our purpose?'”

Learning by Doing, Page 41

Steps in Consideration

Often, we stop at the first consideration, but fail to paint the picture of the positive impact of the change. As a result, those around us struggle to understand the benefits or reasoning. We assume that our stakeholders aren’t buying in or are disengaged, but in reality, they’re confused. With all the initiatives that come educators’ way, they might just see this as “just another initiative” and try to wait to see if it goes away.

As leaders share the vision, they should use asset-based language that highlights what success looks like. They should also use clear and concise language to explain where the organization is headed and how they, or other stakeholders, will prioritize and achieve outcomes. As Brene Brown advises, you’ll want to “paint it done” so stakeholders clearly understand the desired future state.

The final part of any strong vision is to include the mission statement, which is how you will accomplish your vision. When we consider vision, we are thinking about the desired future state. Mission statements refer to the daily actions organizations take to reach their vision of success. This is not to be confused with the Mission and Vision statements of the overall organization, but it is important to consider how the vision and mission of the change fit into the broader vision.

“Clarity dissolves resistance.”

Chip Heath, Switch: How to Change Things When Change Is Hard

Sample Vision and Mission: Observation and Feedback

Sample #1

Vision: All teachers have the skills to provide effective instruction.

Mission:

• Leaders are present in all classrooms.
• Leaders provide clear and timely feedback to celebrate progress and build skills.
• Leaders provide ongoing professional development that prioritizes best pedagogical practices (management and rigor).

Sample #2

Vision: Safe and effective classrooms for all students

Mission:

• Leaders will prioritize campus-wide practices to implement in all classrooms.
• Leaders will support teachers in learning and implementing best practices for classroom management and instruction using the Get Better Faster Framework.
• Leaders will coach teachers, so they have the knowledge and tools to incorporate new learning.

Conclusion

By establishing a clear, shared vision and anchoring it in your team’s values, beliefs, and daily mission, you lay the foundation for sustainable change. Start by painting a picture of success that everyone can see, believe in, and work toward together.

Follow our blog series, The Constant, as we continue to break down each component of change.