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Concerns-Based Adoption Model

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Changing a Departments Perspective When a school has a low AYP (Adequate Yearly Progress) there has to be new programs implemented to help the school’s achievement. If the policies are being implemented by a new administrative figure the faculty is unsure of their intents and purpose. The faculty members will either embrace the new policies implemented by the administrator or completely go against them. Kurt Lewin wrote that "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)" (Connelly, 2016). For change to happen the status quo must be disrupted and the resisting forces must be reduced.…show more content…
Many of these new plans produce very low results when not properly implemented. A factor which is usually overlooked is the human element or the people doing the work. Each person will respond to a new program with unique attitudes and beliefs, and each person will use a new program differently. The Concerns-Based Adoption Model (CBAM) provides tools and techniques that allow leaders to understand staff concerns and program use in order to give each person the support needed to ensure success (AIR,2016).
The innovation configuration construct is one of the dimensions of the CABM. Administrators can use this part of the model to set up the actions and behaviors of every person involved in the new model. In regards to the scenario, the vice principal could implement components for the program. One component may be stated as the teachers will use manipulatives to help increase student achievement. This statement could help the match teachers better understand the program and why it is
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A theory of action is needed to explain the situations of success and when used properly should result in success in most cases. Hunt (2009) states, “Good leaders are thoughtful managers who use their theory of action (such as the six secrets) to govern what they do while being open to surprises or new data that direct further action”. The six secrets of change written by Fullan are; love your employees. connect peers with purpose, capacity building prevails, learning is the work, transparency rules, and systems learn. Fullan advises the best way to keep the secrets is to share them. If you practice these secrets, you are modeling them for others and developing more leaders who understand and use them (Hunt,
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