“Implement strategies for initiating and sustaining technology innovations and manage the change process in schools and classrooms” – ISTE Coaching Indicator 1d
Change can be terrifying if not managed correctly. I appreciate ISTE Coaching Indicator 1d for its recognition of this fact. Visionary leadership which fails to understand that change must be managed rather than mandated is doomed to disappointment (and probably failure), and change regarding technology is no exception. That is why I eagerly volunteered to serve as one of the faculty liaisons for our online software systems – specifically our grade book and content management systems. I was also part of the committee that selected the software suite, so I felt it was partially my responsibility to make sure the changeover was managed effectively. In this capacity, I am frequently consulted with regards to impending changes to the system and have helped write guides instructing teachers on how to use the system. Moreover, I have worked one-on-one with teachers of various degrees of technical capability and led several group orientations for the software. It has been a privilege to be a part of this process and I have become more aware of the importance of this role as time goes on. I also address the role of peer coaches in my post The Expert and the Coach. In it, I reiterate what I have already come to know about peer coaching through my experiences: trust is essential. Whether it’s implementing a new grade book program or working with a teacher to help them incorporate digital tools more effectively in their classroom, managing the change process must be intentional and it must be founded upon trust.