Really really good questions Pop Quiz XEROX Star 1981 Tried to sell as mainframe terminal Mouse Graphical User Interface Ethernet Network Laser Printing Many successful companies that fall on hard times IBM KMart Sears Kodak Xerox saw clearly the changes in the ID: 800383
Download The PPT/PDF document "Statewide Career Academy Meeting" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Statewide Career Academy Meeting
Slide2Really,
really
good
questions
Slide3Pop Quiz
Slide4Slide5Slide6Slide7Slide8Slide9XEROXStar – 1981
Tried to sell as mainframe terminal
Mouse
Graphical User Interface
Ethernet Network
Laser Printing
Slide10Many successful companies that fall on hard times - IBM, K-Mart, Sears, Kodak, Xerox – saw clearly the changes in the environment.
But they were unable to change highly structured organizational cultures that had been born in a different world
.
Slide11The future of Nebraska Career Academies …
How do we
implement & sustain
strategic change?
Slide12Dimensions of
Scale
Depth
Sustainability
Spread
Shift
Evolution
Microsoft Scaling Framework
Source: http
://www.microsoft.com/education/demos/scale/
Dimensions of
Scale
Depth
Sustainability
Spread
Shift
Evolution
Getting to scale requires
developing an innovation that produces deep, transformative, and consequential changes in instructional practice, which in turn leads to improved education outcomes for students
.
Microsoft Scaling Framework
Slide14Microsoft Scaling Framework
Dimensions of
Scale
Depth
Sustainability
Spread
Shift
Evolution
Sustaining scaled growth
means maintaining these changes in practice over substantial periods of time. Making innovations durable requires robust design to enable adapting to negative shifts in context.
Slide15Dimensions of
Scale
Depth
Sustainability
Spread
Shift
Evolution
Scaling up is achieved by diffusion of the innovation to large numbers of users. Widespread adoption
requires modifications to retain effectiveness while reducing the resources and expertise required for successful implementation.
Microsoft Scaling Framework
Slide16Dimensions of
Scale
Depth
Sustainability
Spread
Shift
Evolution
Ownership of the innovation is assumed by users, who deepen and sustain the innovation via adoption.
This process requires moving
beyond “brand” to support users as co-designers and co-evaluators.
Microsoft Scaling Framework
Slide17Dimensions of
Scale
Depth
Sustainability
Spread
Shift
Evolution
The innovation as revised
by its adapters is influential in reshaping the thinking of its designers.
This process requires learning from users’ adaptations about how to rethink the innovation’s mode.
Microsoft Scaling Framework
Slide18Dimensions
Depth
Sustainability
Spread
Shift
Evolution
Power of Dimension
Evaluation
and Research
Studying an innovation provides ways to understand and enhance the causes of its effectiveness. If we don’t know why it works, we can’t strengthen or adapt it.
Traps to
Avoid
Trap of Perfection
Developers should
not seek an unattainable goal of “perfection” at the cost of deflecting resources from other dimensions of scale.
Next Steps
Studying
What Makes it Successful
What are the sources of the innovation’s effectiveness? On what conditions does it depend? How is it related to other factors or conditions?
Application
Slide19Dimensions
Depth
Sustainability
Spread
Shift
Evolution
Power of Dimension
Robust Design
Robust
design involves interventions that are “ruggedized” to retain efficacy in contexts where conditions for success are absent or limited.
Traps to
Avoid
Trap of Mutation
Developers
should ensure that ways they modify the innovation to adapt to various inhospitable contexts do not undercut its core conditions for success.
Next Steps
Contexts
How can
the innovation be modified so it functions in various conditions? How do we support “robust-design” that evolves the innovation towards conditions for success that enable full effectiveness?
Application
Slide20Dimensions
Depth
Sustainability
Spread
Shift
Evolution
Power of Dimension
Reducing Resources and Expertise
Deliberately producing a less powerful version of the innovation can seem counter-productive
to developers who have worked hard to maximize its power (depth), yet often potential implementers need to “start small” in terms of the resources and expertise they can initially provide.
Traps to
Avoid
Trap of Optimality
Developers should realize a somewhat less powerful innovation that reaches much greater numbers of uses is a step forward
.
Next Steps
Creating
“Light” Versions
How much power is retained in a “light” version of the innovation that requires fewer resources or less expertise of its users?
How can early wins occur with a “light” version to demonstrate success?
Application
Slide21Dimensions
Depth
Sustainability
Spread
Shift
Evolution
Power of Dimension
Moving Beyond “BRAND” to Co-Ownership
Users gain a rich
sense of the innovation’s effectiveness in their contexts that can greatly aid revision and improvement of the innovation. Also implementers who assume ownership are more likely to sustain its use over time.
Traps to
Avoid
Trap of Origination
Developers should not attempt to control the original
innovation in ways that deter adaptation and further innovation by users.
Next Steps
Fostering
Co-Designers
How can users across multiple implementation sites form a “community of practice” that helps answer questions about scale?
Application
Slide22Dimensions
Depth
Sustainability
Spread
Shift
Evolution
Power of Dimension
Rethinking the Model
Developers’ creativity may gradually wane from working so closely with an innovation in which they have invested substantial time and effort. Letting go for a while
is a method for reactivating creative insights about improvement.
Traps to
Avoid
Trap of Unlearning
Developers' unwillingness
to take a “fresh look” can prevent genuine evolution.
Next Steps
Evolving Design Assumptions
How
can developers unlearn their beliefs and assumptions to start the innovation process over again? How can they “make the familiar strange” to facilitate re-conceptualization and discontinuous evolution?
Application