Concerns-Based Adoption Model

* Provides a strategic view of the school by establishing a vision and setting the purpose and aims of the school within an agreed policy framework. It appoints and performance manages the head teacher, agreeing the school improvement strategy which includes setting statutory targets with supporting budgets and staffing structures.

In Leverage Leadership, Paul Bambrick-Santoyo presents seven principles or levers that great principles and other school leaders take to effectively transform their schools into greatness. These seven principles, or levers, enables continuous, about-face, and duplicable growth for schools and their leaders. More than half of a principle time is spent on things that does not transfer into student achievement and/or success. However, with purposeful emphasis on these seven levers, the exact time investment leverages more learning. School leaders plus the seven levers equal more student achieve, thus setting the school on the path for greatness.

In the fourth leadership strategy, Create Magic Through Training, Cockerell explains that the more an employee understands and appreciates his or her own mission and vision in the company, they will focus on their own individual development.

A large majority of educators are subject to severe punishments in the even that their students do not perform at or above the “adequate yearly progress” standard. If their students consistently underperform, the teachers are often severely and swiftly punished. If a teacher is presented with a

E. Thesis: We can improve students’ performance by first, knowing what AYP is, how it affects education, and what we can do to help lower the achievement gap and get every school to the AYP requirements.

There are five stages to help implement a school-wide change. The first is “becoming informed” and this is the stage that centers on research and information gathering. The goal of the principal is to educate him/herself as much as possible so that he/she can better understand the benefits, concerns, and effectiveness of trying a new program in the building. This is also when any testing or screening would need to happen so that the principal can get a clearer picture of the needs within the school based on the current student population. The second stage is “building support” which is just as the name suggests. The goal of the administrator is to build support for the new changes and to have faculty buy-in so that teachers and staff members are motivated to make the change. Furthermore, this is a key time for the administrator to act as a leader and model so that he/she may inspire others to act and make positive choices in regards to the program. The next phase is “creating an action plan” which is usually with a small group of people hand selected by the administration. This group figures out the nuts and bolts of bringing the change into the school by looking at the schools readiness for such a program, funding, and gaining commitment from the staff. Also during this time, the administrator is setting goals, problem-solving, and finding ways to delegate and support those working on the plan. The fourth phase is “implementing the plan” and may seem like a time

Organizations must respond to their internal and external environment. Therefore, organizational success heavily relies on leaderships ability to manage change. Unfortunately, many leaders struggle to effectively lead change initiatives. In fact, Ashkenas (2013, para. 1) reported 60 – 70% of organizational change initiatives fail to meet their objectives.

In the Public Field, we are constantly applying theories in order to better understand how the public works and to better assist the communities in different aspects of health. According to Glanz, Rimer, and Viswanath (2008), theories in which focus on beliefs and actions of individuals are the first theories of health behavior that are still being practiced around the world today. The individual theories either known as intrapersonal theories that are still being used today are the following: Health Belief Model (HBM), Theory of Planned Behavior (TPB), Transtheoretical Model (TTM), and the Precaution Adoption Process Model (PAPM) (Glanz, Rimer, Viswanath, 2008). Each one of these individual theories can be applied to different scenarios and

The leading cause of death among women is heart disease. Even though there have been increased awareness over the last ten years, only 54% of women acknowledge that heart disease is their number 1 killer (WISEWOMAN, 2015). Almost two-thirds of the women who die suddenly of heart disease have no previous symptoms, even if a woman shows no signs or symptoms, they may still be at risk (Nichols, H., 2015). Woman can reduce the risk of heart attacks and strokes by educating themselves on the knowledge, skills and opportunities that are available. The WISEWOMAN (Well-Integrated Screening and Evaluation for WOMen Across the Nation) program is a program funded by the government to certain states to provide low-income, underinsured, or uninsured 40-65 year-old women with the information, and services and to improve their diet, physical activity, and other life habits to prevent, or control

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

TRA posits that individual behaviour is driven by behavioural intentions where behavioural intentions are a function of an individual's attitude toward the behaviour and subjective norms surrounding the performance of the behaviour. Attitude toward the behaviour is defined as the individual's positive or negative feelings about performing a behaviour. It is determined through an assessment of

Social psychologists Godfrey Hochbaum, Irwin Rosenstock, and Stephen Kegels, developed The Health Belief Model (HBM) to explain lack of motivation and action to protect from health threats. It is a behavior social sciences model. Here, it will be the framework for exploring reasons 15-24 year olds do not consistently use condoms.

I appreciate your discussion post and the interesting article you selected. I agree with you regarding the theoretical application of Precaution Adoption Process Model (PAPM) ability to get people moving from one stage to another (Glanz, Rimer, & Viswanath, 2015). PAPM adoptability to address chronic diseases is a shift to focus on the precaution to prevent or reduce illnesses. The PAPM stages are a model to help figure out what message is appropriate to meet an individual at a particular state (Glanz, Rimer, & Viswanath, 2008). As the message in PAPM has strength to cease a risky behavior by allowing the people to reconsider the importance of adopting the precaution intervention to improve their quality of life (Weinstein, Sandman, & Blalock, n.d.)

Tobacco use may be defined as any habitual use of the tobacco plant leaf and its products. The predominant use of tobacco is by smoke inhalation of cigarettes, pipes, and cigars. Smokeless tobacco refers to a variety of tobacco products that are either sniffed, sucked, or chewed. A tobacco user is one who uses tobacco products four or more times per week in the past six months. If you are unsure whether you fit the definition, reflect on your tobacco usage during the past week. If you used tobacco four times this week, and if you’ve kept this habit for more than six months, then the insurance companies will label you a tobacco user.

I have observed first hand the fight/flight responses when a long-standing principal retired and the new leader began a program of change. Many staff became aggressively resistant to the change agenda, while others simply found positions at other schools.