The Southwest Educational Development Laboratory (SEDL) reviewed literature for the research article, “Staff Development and Change Process:  Cut from the Same Cloth.”  The Joyce and Showers Model was discussed as consisting of five components.  The first component is the introduction of the new skill desired in practice from the teachers.  The second step is to demonstrate and/or model the new skill.  The third step is the opportunity for staff to role play and practice the new skill.  The fourth component is immediate feedback in regards to performance in the role playing.  The fifth and possibly most important component is coaching.  Without coaching less than 21 % of the staff will be able to perform the desired skill skillfully.

I remember discussing the need for follow-through to ensure the change is lasting.  Otherwise the pressure of the day-to-day operations will cause staff member to easily fall back into old habits.  Follow-through and consistency over time is necessary to change habits.  The model discussed was top down where staff was forced to comply with a directive from administration.  What was not discussed was how the decision to make a change or what those changes were going to be came about.

The article went on and added a sixth component of “Six Success Strategies.”  First develop an articulate vision.  If teachers have a clear vision of what the desired behaviors look like they will have purpose and understanding of the direction they are moving.  Second is providing resources and time for planning.  If teachers are scrambling to locate resources they do not have time to plan, and a solid plan is vital for success.  Thirdly is the investment of training and development of teachers.  Don’t assume you can give a teacher a handful of materials and an instruction manual that they will go out and implement what administration is looking for.  Fourth, progress needs to be monitored and assessed from the start.  By walking around and monitoring progress administrators can stress the importance of a sustained effort over time.  The fifth strategy is coaching and supporting the staff.  Administrators and teachers need to view the administrator as a supportive coach whose role it is to ensure teachers are set-up to be successful.  Lastly the environment needs to be conducive to change.  All staff members are important in the change process if change is going to be successful.

As we discussed in class, the whole staff needs to buy into the need for change and share a common vision of where the change needs to take them.  I see all the above as important components in the change process as a unit.  They should not be separated out and run independent of each other.  The process as a whole involves all these parts and where you are in the process will vary from individual to individual.

Hord, S (1994). Staff Development and Change Process: Cut from the Same Cloth. Retrieved September 17, 2007, from Southwest Educational Development Laboratory Web site: http://www.sedl.org/change/issues/issues42.html

Jim Nelson