If part of your work means helping folks understand the shift in educational reform/revolution and the necessity for change, then this may help.
I stumbled across this e-book by Rick Maurer recently, and his suggestions for helping implement change seem simple yet profound.
He says there are three reasons why people don’t change.
- Level One: I don’t get it.
- Level Two: I don’t like it.
- Level Three: I don’t like you
These three levels, he says, are alive and either working for you or against you. To move things along, he says you should:
- Level One: Make your case.
- Level Two: Remove as much fear as you can and increase the excitement.
- Level Three: Rebuild damaged relationships and tend to neglected ones.
“Making a compelling case for change is the most important thing you can do–and the most neglected,” he says. “Avoid the trap of moving to HOW before WHY is answered.”
His e-book is here (about halfway down the page) and contains many specific suggestions (unfortunately he starts talking as soon as you hit the page, so turn down your speakers if you are in class!) The book (a PDF) addresses each level, so you’re not left with the “yeah, but how do it?” For example, he addresses how to “build institutional muscle.”
I’ve been saying personality plays a role in whether or not people seek change. And that may be. But we can’t change personalities, so these suggestions may help.
I came across this quote the other day and your post reminded me of it….
“Change can mean struggle. If you are not struggling, you are not learning or adapting.”
Ah, this is so true. I can think of many times I’ve been “in the struggle.”
I just wanted to share this link because it fits so well with your post. See Simon Sinek: How great leaders inspire action on TED http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
“People don’t buy what we do, they buy why we do it.”
We need to give people the compelling reasons ‘why’ we need to change… or they will figure out on their own ‘why’ it’s not worth the effort.