The Development Of A New Instruction

The complex adaptive system is a comprehensive system that is complicated in nature and often can cause chaos and the failure of an organization when change is not properly managed. During my professional career, I have observed many styles of management skills and found this to work both against an organization and as well as, prove beneficial when handling change. The overall success of any organization is dependent upon the quality attributes of its leaders. I believe the complex adaptive method is a control method that forces the good employees away. A prime example of this style of management was observed with the launching of computerizing charting.

In Chapter Eight the authors confer that there are several precepts that every organization and its leadership must adhere to and practice in order to effectively move their organization forward towards improvement and optimal success. Likewise, organizations and their leadership must always consider the implementation of adaptive techniques and problems solving skills with the understanding that no two situations are alike; and errors are not considered set-backs, but more so progress. Again, this adaptive approach requires all organizations to look at situations from an adaptive interpretive perspective and not the technical aspect . The specific goal of Adaptive Leadership in mobilizing systems is to help the organization shift their thinking from the mindset that all organizational challenges or problems are technical, benign, and individually caused ; thus moving the group to a point where problems are defined as adaptive, conflictual and systematic.

Adjusting proactively to rapidly changing requirements and environments will ensure as an organization, we recognize the dynamic and fluid challenges of uncertainty. By being thought leaders, we foster a “growth mindset,’ Dweck (2015), and accept turbulence as an integral part of the process, which creates opportunities for learning and growth. Doing so, we become one step closer to becoming a learning

Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce the core messages through regular, timely advice that is both inspirational and practical. Communications flow in from the bottom and out through the top, and is targeted to provide employees the right information at the right time and to solicit their input and feedback. This paper will discuss change management techniques that Kornfield should have used to manage the morale of his team members. We will analyze steps Kornfield used to make sure that all team members are learning about proposed changes. We will venture on to discuss the critical

It has come to our attention that you have shown a degree of communication that is concerning for the success of Norman Ride’s Team Projects. Many times, members of the Team have reached out to you and you refused to reply back. Your lack of communication has reflected on Norman Ride’s Team Projects. The Projects have not been meeting the standard Norman Ride strives for. As you know, not only is communication key in producing top notch projects, it is also a Team Policy that

Raymond, I appreciate your perspective on our week one reading assignment. I agree with your opening point, no one is exempt from change. Tom Peters stated, we either “change or die” (Jick, T. & Peiperl, M., 2011, p. xix). This point is further exacerbated by the concept that in order to change, each person likely needs to reassess their view of the world and be open to a new perspective. As you noted, one challenge that exists is that an organization has to overcome each employee’s mindset of the situation at hand. “The mindset represents a shared way of thinking and behaving within an organization” (Jick, T. & Peiperl, M., 2011, p. 39). This then begs the question, if you can implement the changes, why do some changes stick and others

Unexpected changes may be disruptive, and leadership may encounter resistance. To manage technology changes the first step is to understand technology dynamics, and resistance it generates. According to Regan and O’Conner (2002), managing organizational changes requires understanding the variables and their interdependencies; creating a climate for learning; recognizing new power distributions and handling complexity, ambiguity, and uncertainty. Of course, technology changes take a toll on the employee’s morale and managerial time and emotion. Sometimes plans are abandoned because of strong employee resistance or because the managers feel unprepared or unable to implement the changes successfully. (Chapter 11.2.2 Technology Brings Change).

Differentiated instruction is the way the teacher techniques to learn. Every child learns differently and will not learn on the same pace this is when differentiated instruction takes place. Teachers should enhance their materials and lesson plans so that all children are able to learn successfully. By teachers using differentiated instruction with her students when they are tested it will show rather or not the student comprehended the lesson. It shows if the teacher accommodate her students the proper way.

The highest level of employees’ satisfaction concern the leading change proficiency (23.95%), enhancing a competitive advantage ability (22.98%) and enhancing technical savvy efficacy (22.78%). Let’s evaluate the design of these proficiency. The table 1 explains all mentorship styles, mode of thinking and attitudes related to the leading change competency. 28.93% of employees think their superiors see a change as an favorable occasion, not an issue. Such an attitude is often rooted in unfavorable experiences, which has a person trying to introduce radical changes. According to the surveyed employees only 25.22% of their superiors emphasize their open attitude towards change, questioning the prevailing system when change is needed. Whereas

I will learn about and apply instructional strategies designed to deepen student understanding of new content. As a result, students will incorporate this deeper understanding into problem-solving strategies resulting in improved ability to solve multistep, open-ended problems.

Hollingsworth and Ybarra (2009) discussed the importance of objective in chapter four in Explicit Direct Instruction: The power of the well-crafted, well-taught lesson. The purpose of the objective is that what students learn should not be a secret and needs to be clearly communicated to the students in order to avoid confusion. The problem often lies in the teacher misaligning the objective with the standards or deviation from the objective that can be confusing for students to understand. Teaching without a goal in mind can mislead cognitive cohesion in both the teachers and students. I find that students will get confuse when the flow does not aligns to the goals and thus there is a lack of communication in transferring the ideas to students. The book resonates with four important components that objectives are used as means to improve communications, allow teachers to choose succinct learning activities, facilitate in the choice of teaching materials, and articulate purposeful engagement in order to assessment of student learning outcomes that are important to a purposeful lesson design (2009).

Part two of the Practice of Adaptive Leadership starts with the challenge of diagnosing the system. The book shares that the evolution of institution in the past is the status quo of today and that the organization has power over you to change you. In comparison, I thought about my idea to provide staff support to staff when I begun working for profit hospice. I received approval to buy birthday cards for team and after three months I was told that the $3 that I spent was expensive and not to buy any more cards. I believe that my job was more important than $3 so I stop.

Technology is advancing continuously and is a focal point for Army Senior leaders. They have made the contentious decision to upgrade the network. Organizations such as the 93d Signal Brigade has a vital role in completing the upgrade. However, employees have their own feelings about the change. Employees fear the impact and are actively resisting against the changes. It is important for leaders to anticipate and respond to employee concerns and feelings. Planning and anticipating change include a detailed reaction analysis. Try to identify the kinds of reactions and questions that employees will have, and prepare responses. Remember that the success of any change rests with the ability of the leaders to address both the emotional and

It is generally noted that Albert Einstein once said, “the measure of intelligence is the ability to change”. John Kotter embedded this mindset that continually adapting and evolving can lead to success within the novel Our Iceberg is Melting: Changing and Succeeding Under Any Condition. Kotter’s and Rathgeber structural organization allows change management to be introduced through a relatable fable highlighting the needed steps to properly manage a group dealing with change. Tone, approach, and mood management are amongst the areas defined as crucial in managing change and making it acceptable. Kotter also introduces what he defines as The Eight Step Process of Successful Change that are surrounded by the themes of Setting the stage, Deciding what to do, Making it happen, and Making it stick. This novel is the example of how to effectively manage change within an organization as well as individually.

Socio-technical uncertainty is the information and decesions needed to make a change. In this environment, the processes and work are exactly known to the organization. “Based on the extent to which the tasks involved are determined, established, or exactly known” (Buono and Kerber, 2010, p.8). The work tasks are open and the work processes can be repeated easily between team members. In this environment, employees can be directed to follow changes. In this case, the guided approach is appropriate. Change starts at the top, employees are directed to new directions, and the change leadership is notified then command.