© 2004 IBM Corporation and Goodmeasure, Inc.
April 2004
IBM Reinventing Education
IBM 重塑教育变革工具包
Change Toolkit
Sasha Dichter
IBM Corporatemunity Relations
Sasha Dichter
IBM 公众关系部
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Table of contents
目录
IBM Reinventing Education program background and introduction
IBM 重塑教育计划背景和介绍
The Reinventing Education Change Toolkit
重塑教育变革工具包
History and partnerships
历史和合作伙伴
Web site content
网站内容
Fundamental Principals of Organizational Change
组织变革的基本原则
Understanding and oveing resistance to change
了解并克服变革的阻力
Four guiding principles
四个指导原则
Conclusion
结论
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
IBM Reinventing Education grant program
IBM重塑教育资助计划
IBM’s primary philanthropic focus is on education for children aged 5-18
IBM公益计划主要集中于5-18岁的儿童教育
Program goal is to support school reform efforts and higher student
achievement through the innovative use of technology.
计划的目的是力图通过应用新技术，支持学校改革，提高学生学习效果。
Grant history:
资助史：
– Awarded to 25 locations in the . (either school districts or state Departments
of Education) and 9 countries internationally
– 向美国的25个机构（学区或地区教育部门）及其它9个国家提供了捐赠
– Provided $70 million in grants since 1994
– 自1994年以来捐赠了7000万美元
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Reinventing Education 3
重塑教育第3期
IBM’s third series of Reinventing Education Grants
IBM第3期重塑教育资助
Threeponents:
三类领域：
– Change Toolkit – our focus today
– 变革工具包--- 我们的今日焦点
– Teacher training: collaborations of school districts, colleges of education
– 教师培训：与学区和教育学院的合作项目
– Data to improve instruction
– 课程资源改革
All grants – outside of the Change Toolkit – he already been awarded
所有资助---变革工具包以外--- 都已经派出。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Table of contents
目录
IBM Reinventing Education program background and introduction
IBM 重塑教育计划背景和介绍
The Reinventing Education Change Toolkit
重塑教育变革工具包
History and partnerships
历史和合作伙伴
Web site content
网站内容
Fundamental Principals of Organizational Change
组织变革的基本原则
Understanding and oveing resistance to change
了解并克服变革的阻力
Four guiding principles
四个指导原则
Conclusion
结论
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
The IBM Reinventing Education Change Toolkit
IBM重塑教育变革工具包
Project grew out of the recognition of the need for:
本计划是为了：
– Effective leadership development and…
– 发展有效的领导和…
– Change management tools for school leaders
– 为学校领导提供管理变革工具
“It’s not about the technology, it’s about the changes that need to
happen in the school system to support a new way of doing things”
“这不关技术，是关于需要变革学校体系来支持一种新的做法”
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
The IBM Reinventing Education Change Toolkit
IBM重塑教育变革工具包
The IBM Reinventing Education Change Toolkit is
a Web site created by IBM to help education
professionals be more effective at leading and
implementing change.
IBM重塑教育变革工具包是由IBM创建的网站，旨
在帮助教育专业人士更加有效地领导和实施变革。
Site access is free, but limited to individuals
working in education for children aged 5-18.
网站是免费的，但仅限于从事5-18岁儿童教育的人
士。
The site homepage is:
Register
your
colleagues
on the
site!!
帮你同事在
网上注册
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Change Toolkit homepage
变革工具包主页
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
The partnership behind the Change Toolkit
变革工具包的幕后合作伙伴
The Change Toolkit was created through a collaborative effort
involving:
变革工具包是由以下组织和个人合作建立的：
– IBM Reinventing Education project
– IBM重塑教育计划组
– Harvard Professor Rosabeth Moss Kanter
– 哈佛beth Moss Kanter
– Council of Chief State School Officers (CCSSO)
– 美国州学校首席行政官员协会(CCSSO)
– National Association of Elementary and Secondary School Principals
(NAESP and NASSP)
– 国家小学和中学校长协会
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Harvard Professor Rosabeth Moss Kanter
哈佛大学·莫丝·坎特（Rosabeth Moss Kanter）
Internationally renowned expert on organizations, change
and strategy
国际著名的组织、变革和策略专家
Arbuckle Professor, Harvard Business School
哈
Recipient of many honors
获得多项荣誉
– 21 honorary doctoral degrees, 12 national
leadership awards
– 21学位，12项国家领导奖
– Named one of world’s 50 most powerful
women by The Times (London)
– 被伦敦泰晤士报评为世界上最有权势的50位女性之一
– Author of 15 books and more than 300 articles
– 著有15本书，发表了300多篇文章
Rosabeth Moss Kanter
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
The IBM Reinventing Education Change Toolkit contains…
IBM重塑教育变革工具包包括：
Frameworks for leading and managing change
领导和管理变革的框架结构
Content on leadership skills to manage change
有关管理变革的领导技能的内容
Online discussion area for sharing documents, knowledge
and effective practices
共享文件、知识和有效方法的在线讨论区
Interactive diagnostic tools to poll team members and
online worksheets to facilitate group collaboration
交互分析工具，用于调查小组成员和在线工作表调查来推动团
体协作
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Reasons that you might want to use the Change Toolkit
为什么要使用变革工具包
mon vocabulary for a leadership team
领导小组通用交流技能
Proven frameworks – and supporting
content – for managing change
被证实有效的管理变革的框架结构和内容
Easy access from anyputer connected to
the Internet
任何电脑，只要上网，非常容到
No cost to end-users working in K-12
education
对从事中小学教育的终端用户免费
Supporting interactive tools:
交互支持工具
– Poll team members
– 调查小组成员
– Online worksheets
– 在线工作表
– Online discussion area and file sharing
– 在线讨论区和文件共享
Ovee mimunication
克服错误传达
Improve project effectiveness
提高计划的效力
ailable when it’s convenient
轻松获取
Free is free
免费就是免费
Honest feedback and dialogue
诚实反馈和对话
A single place to store
information
储存信息的单一空间
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Table of contents
目录
IBM Reinventing Education program background and introduction
IBM重塑教育计划背景和介绍
The Reinventing Education Change Toolkit
重塑教育变革工具包
History and partnerships
历史和合作伙伴
Web site content
网站内容
Fundamental Principals of Organizational Change
组织变革的基本原则
Understanding and oveing resistance to change
了解和克服变革的阻力
Four guiding principles
四个指导原则
Conclusion
结论
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Content of the Change Toolkit
变革工具包内容
Focuses on effective structural change and good process.
集中于有效的结构变革 和好的过程。
Content on change management does not focus on specific
educational practices.
变革管理的内容不集中于特殊的教育方法。
The school improvement section of the Change Toolkit Web
site focuses on school improvement issues, such as:
变革工具包网站的学校改革部分集中于学校改革话题，例如：
– Alignment联合
– Quality teaching质量教学
– Data-driven decision-making根据数据做出决策
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Some sample projects
一些试点计划
Creating a district improvement plan
建立区域改革计划
Moving a district to a standards-based education system
发展区域标准化教育系统
Leadership development in the context of Baldrige standards
发展Baldrige标准领导技能
Expanding site-based management across a district
将试点管理扩大到整个地区
Data analysis for student performance
数据分析学生学习效果
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Use the Change Wheel to guide and structure a change
project
使用变速齿轮来指导和构造变革计划
Leaders/team members can learn and understand:
领导和小组成员学会和了解到：
An easy way to use the Change Toolkit
使用变革工具包的简单方法
What are 10 elements of a change
project that must be in place if we
are going to he the greatest chance
for success?
要想获得最大成功机会，变革计划的
10个要素是什么？
How can I understand these 10
elements in more detail?
我如何详细了解这10个要素？
Are we strong or weak as a team/
organization in this element of the
Change Wheel?
关于变速齿轮的这个要素，我们作为
一个小组或组织，是弱还是强？
Go to Change Wheel
under the Get Tools menu
使用获得工具菜单下的变速
齿轮
Click on one of the topic
names in the Change
Wheel
点击变速齿轮的主题名称
Each team memberpletes
the diagnostic tool
每名小组成员完成分析工具
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
What are 10 elements of a change
project that must be in place if we
are going to he the greatest chance
for success?
要想获得最大成功机会，变革计划的
10个要素是什么？
Go to Change Wheel
under the Get Tools menu
使用获得工具菜单下的变速
齿轮
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
How can I understand these 10
elements in more detail?
我如何详细了解这10个要素？
Click on one of the topic
names in the Change
Wheel
点击变速齿轮的主题名称
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Are we strong or weak as a team/
organization in this element of the
Change Wheel?
关于变速齿轮的这个要素，我们作为
一个小组或组织，是弱还是强？
Each team memberpletes
the diagnostic tool
每名小组成员完成分析
工具
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Are we strong or weak as a team/
organization in this element of the
Change Wheel?
关于变速齿轮的这个要素，我们作为
一个小组或组织，是弱还是强？
Get anonymous feedback
from team members who fill
out diagnostic tools
收集小组成员的匿名反馈
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Leadership and the Change Toolkit
领导能力和变革工具包
The Change Toolkit can help school leaders:
该变革工具包能帮助学校领导:
Think systematically
系统地思考
Develop amon vocabulary, and a framework for managing change, that is shared across multiple organizational levels
建立通用交流技能和框架结构来管理变革，组织各阶层可以共享
Diagnose their environment for change
分析变革环境
Collaborate and get feedback from their teams
协作，获得小组反馈
Discover new ways to empower people
发现新的方法提高人的能力
Address the needs of all constituents
解决所有必须的要素
Create an environment that encourages risk-taking and innovation
创造环境鼓励大胆创新
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Leaders who want to be more effective can focus
on the “Seven Skills of Change Masters”
提高领导效力的“变革大师七大技巧”
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
The School Improvement section contains
education-specific content
包含特殊教育内容的学校改革
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Data-driven decision making Change Wheel checklist
illustrates how to use the Change Wheel to guide a project
根据数据做出决策，变速齿轮单阐述如何使用变速齿轮指导
计划
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Online discussion area and secure file sharing
在线文件共享
Document attached to
discussionment
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Planning tools
计划编制工具
The Change Toolkit contains planning tools for your projects.
变革工具包包含有计划编制工具
These are basic tools – not intended for full-scale project
management.
这些是基本工具---并不是为完整的项目管理设计的
The tools are:这些工具是：
– Meeting minutes会议记录
– To-Do list任务列表
– munication plan交流计划
– Glossary术语表
– Lessons learned学习课程
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Change Toolkit training materials make it easy to teach
yourself how to use the Web site
变革工具包培训资料会教你如何使用本网站
Change Toolkit “guided tours:”
变革工具包“导游”
– Detailed online training about the Web site
– 详细的网页在线培训
– Walk users through the Web site, click by click, and teach them how the site is
used
– 带领用户游览网站，只需一路点击，就可教会他们如何使用本网站
Self-running “Web lectures”
自动的“网上演讲”
– PowerPoint presentations with audio
– 带声音的幻灯片介绍
– Can be used to support a presentation to a school official
– 可用于向学校领导进行介绍
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Change Toolkit “guided tour” walks you through the site
step-by-step变革工具包“导游”带领你一步步地游览网站
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Table of contents
目录
IBM Reinventing Education program background and introduction
IBM重塑教育计划的背景和介绍
The Reinventing Education Change Toolkit
重塑教育变革工具包
History and partnerships
历史和合作伙伴
Web site content
网站内容
Fundamental Principals of Organizational Change
组织变革的基本原则
Understanding and oveing resistance to change
了解并克服变革的阻力
Four guiding principles
四个指导原则
Conclusion
结论
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
The challenge of educational improvement
教育改革的倡议
The turbulent social and economic environment and new
education standards are forcing schools to change.
纷繁的社会和经济环境以及新的教育标准正迫使学校做出变革。
This requires:
这要求：
– Immediate and effective action and adjustment
– 及时有效的行动和调整
– Schools designed to be inherently adaptive
– 学校具有内在自适应力
– More empowered people, with new leadership skills at every level
– 各个阶层有更多的具备新的领导技能的领导者
– Ongoing innovation and change, not one-off change efforts
– 持续不断的革新和变化，而不是一时的
– A rich culture of creativity and initiative
– 丰富的创造力和能动性
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Reasons for change fatigue
疲 于 变 革 的 原 因
Details matter: General principles are not enough to guide
effective action.
琐碎细节：进行有效的行动管理，光有总的原则是不够的。
Balancing alignment mon direction) and autonomy (local
flexibility) is necessary and difficult.
平衡联合（共同方向）和自治（个体灵活性）是非常必要的，但也
是困难的。
Organizations typically do as little as they must to change,
rather than as much as they should.
通常各组织都是尽量少地进行必需的变革，而不是尽量多地。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Reasons for change fatigue (cont’d)
疲 于 变 革 的 原 因 （ 续 ）
Leaders typically act by bold strokes (strategic moves)
instead of long marches (broad implementation)
领导者通常进行粗线条大方向的行动（策略性行动），而不是长音
节（广泛的实践）。
– Success takes time: initiatives are dropped too soon
– 获得成功需要时间：太早丧失能动力
Too much focus is on content, too little on process
过多集中于内容，而非每一步过程。
Too little effort is devoted to the school’s or system’s design
and structure
在学校或者系统的设计和结构上付出的努力太少。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Understanding resistance to change
了 解 变 革 的 阻 力
Myths about change:
关于变革的谬论:
– Change always meets with resistance.
– 变革肯定是要遇到阻力的。
– It is hard to change people’s behior.
– 很难改变人们的行为。
Truths about change:
关于变革的真实情况:
– Change that inspires fear often also inspires resistance.
– 变革产生恐慌，经常也会产生阻力。
– Steps are rarely taken that make it easier for people to behe in new,
more productive ways.”
– 很少有措施来使得人们更加容行新的更有效的行为。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Why resistance to change is often rational
为 什 么 会 经 常 认 为 变 革 的 阻 力 是 合 理 的
It is often rational to resist change because:
因为:
– Too much is “done to” people instead of “done by” them.
– 太多的是针对他们的而不是由他们来执行的。
– People don’t know the purpose or goal of the change.
– 人们不了解变革的目的或目标。
– People are concerned about futurepetence.
– 人们担心未来。
– Extra work and time are required.
– 需要额外的工作和时间。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
People do the right thing when they:
在 下 列 时 候 人 们 会 做 出 正 确 的 事 情:
See something helpful to do
知道某件事情有帮助
Know how to do it
知道如何做
He the tools and resources
有工具和资源
Are empowered to do it
被授权做
Know why it would be helpful
知道为什么有帮助
Believe in doing it
相信它
Want to do it
想做它
Are rewarded for it
获得报酬
Action
行动
Skills
技巧
Power
能力
Legitimacy
合法性
Impact
效果
Mission
使命
Motivation
动机
Recognition
承认
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
How new practices be a way of life
新 的 方式 如 何 变 成 一 种 生 活 方 式
First, something works.
首 先 ， 某 件 事 情 起 作 用 。
As a result, the new practices…
结 果 ， 新 的 方 式 …
– Be known and defined
– 被 人 们 认 知
– Are seen to lead to positive results
– 被 人 们 看 到 会 产 生 积 极 的 结 果
– Are learned by more people in the organization
– 被 组 织 内 的 更 多 人 学 习
Structures then change to encourage, enable and support these practices.
然 后 ， 体系变革为鼓励、赋予能力并支持这些方式。
Leaders begin to push for them more.
领导者开始更加争取这些变革方式。
Rewards change to support them.
奖赏转而支持这些方式。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
How new practices be a way of life (cont’d)
新 的 方式 如 何 变 成 一 种 生 活 方 式（续）
Then, use of these practices shifts beyond being "experimental.“
然后，这些方式不再是“实验性”。
Momentum builds as more people use them.
随着越来越多的人运用它们，形成了一种动力。
– Everyone is routinely educated in them .
– 每个人都接受这些教育。
– They be contractual and expected.
– 它们形成一种契约并为人所期待。
– People who know and can use them are recognized.
– 了解并能够使用它们的人得到承认。
– It bes "out-of-sync" not to use them.
– 不运用它们就不习惯
New practices be "the way we do things around here.”
新的方式成为“我们做事情的习惯”。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Table of contents
目录
IBM Reinventing Education program background and introduction
IBM重塑教育计划的背景和介绍
The Reinventing Education Change Toolkit
重塑教育变革工具包
History and partnerships
历史和合作伙伴
Web site content
网站内容
Fundamental Principals of Organizational Change
组织变革的基本原则
Understanding and oveing resistance to change
了解并克服变革的阻力
Four guiding principles
四项指导原则
Conclusion
结论
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Principles underlying the Change Toolkit
变革工具包的根本原则
Focus more on changing organizational structure
更加集中于组织结构的改变
Establish good processes
建立良好的过程
Balance “bold strokes” and “long marches”
平衡“粗线条”和“长音符”。
Master the “difficult middles”
控制“困难的中间过程”。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Principle: Focus more on changing
organizational structure
原则：更加集中于组织结构的改变
Leaders working on organizational change are interested in making
people in their organizations more effective, innovative and
productive.
组织变革的领导者对如何提高组织内的人的效率、创新力和生产力感
兴趣。
The Change Toolkit contains a lot of advice about how to reach
these goals.
变革工具包含有大量的关于如何实现这些目标的建议。
The fastest, most effective way to get this done is to focus first on
changing organizational structure.
最快的最有效的实现这些的途径是首先集中于改变组织结构。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
How people and structures are seen
in the Change Toolkit
如何在变革工具包中查看人和结构
Definition: “Structure” is everything in an organization besides people, including:
定义：“结构”是指组织内除了人以外的所有物品，包括：
– Things of economic value
– 具有经济价值的物品
– Policies and procedures
– 政策和程序
– Roles, responsibilities and relationships
– 作用、责任和关系
– History
– 历史
Structures and people affect each other powerfully
结构和人互相强烈影响。
– People act purposefully and can take initiative
– 人有目的地行动并能采取主动。
– Structures capture, align and coordinate actions
– 结构引起、联合、协调行动。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Focusing on “changing people” is not enough
光集中于“改变人”是不够的。
Leaders often focus their efforts on “changing people.”
领导者经常热衷于“改变人”。
Senior leaders should spend more time working to modify
structures:
高级领导者应把更多的时间用于改变体制：
– Structures profoundly impact attitudes, behior, even self-image.
– 结构深深影响态度、行为甚至是自我形象。
– For example, people routinely change their behior when they get a new
job.
– 例如，人们得到一份新的工作一般都会改变他们的举止。
Many change efforts fail to he lasting impact because leaders do not
work to affect structures.
因为领导者没有变革结构，革的努力都没有取得最终的效果。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Two models of changing people
改变人的两种类型
The mainstream model works through people
主流类型通过人来实现
– Education, training, awareness and observation lead to changed attitudes.
– 教育、训练、意识和观察带来态度的改变。
– Changed attitudes result it appropriate behior.
– 态度的改变带来适宜的举止行为。
The “newstream” model works through structure
“新潮”类型通过结构来实现
– Standards, position, power and opportunity lead to appropriate behior.
– 标准、职位、权力和机遇带来适宜的举止行为。
– These new behiors result it attitudinal change.
– 这些新的行为改变态度。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Two models of changing people (cont’d)
改变人的两种类型（续）
Both the “mainstream” (working first with people) and the “newstream”
(working first with structure) models can work
无论“主流”（首先考虑人）还是“新潮”（首先考虑结构）都起作用
But the “newstream” model should be used first, because it is:
但是应该首先运用“新潮”类型，因为它：
– Cheaper
– 更便宜
– Faster
– 更快捷
– More likely to result in lasting change
– 更有可能带来持久的变革
“Mainstream” model tends to fail in the long run without appropriate
supporting structural changes
如果没有适宜的结构变革支持，“主流”类型最后会趋于失败。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Implications for changing organizational culture
变革组织文化的含意
Culture is not a thing apart; it emerges from the interaction between:
文化不是一种孤立的事物，它是以下交互作用的产物：
– Structure and people
– 结构和人
– The organization and the environment
– 组织和环境
The Change Toolkit talks about changing culture by modifying structures
变革工具包讨论的是通过改变结构来改变文化
Through use of the Change Toolkit, cultural change occurs as the result of:
通过使用变革工具包，文化的改变随以下作用而发生：
– Intentional structural changes
– 有意图的结构变革
– The ways that structure and people interact
– 结构与人的交互作用的途径
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Act on the organization’s structure
致力于结构
Yes
对
No
错
对
Effective and
intended change
that lasts
有效的有意图的变革
才会持久
Bursts of change that
turn into fragments
间歇的变革最终会失败
错 Conflicting changes
that lead
to deep frustration
相矛盾的变革会导致
深深的（严重的）挫
折
Change that is
unguided, unintended,
and unhelpful
无法控制的无意图的没
有帮助的变革
Work with
and prepare
the people
致力于人
Yes
No
To get effective, lasting change, leaders must
work with both structures and people
要取得有效的持久的变革，领导者必须致力于结构
和人。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
In any issue, both content and process are involved.
无论如何都要既有内容又要有过程
– Content is about ideas and things; what happened.
– 内容是有关思想和事物；发生了什么。
– Process is about sequence and paths; how things happened.
– 过程是关于次序和路线；事情是如何发生的。
Content is most familiar, and usually gets more attention.
内容更加熟悉，通常更受关注。
Process is less familiar, and generally gets less attention.
过程不大为人熟悉，一般不大受人关注。
Principle: Establish good processes
原则：建立良好的过程
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Both process and content are critical, but process is more
fundamental.
过程和内容都很重要，但是过程更加基本。
– If content is lacking, an effective process can fix it.
– 如果缺少内容，有效的过程可以弥补它。
– If process is weak, even the best content won’t help.
– 如果过程不牢靠，即使内容再好也于事无补。
A good rule: Start by making sure the process is OK.
好的原则：开始就要保证过程是好的。
The importance of good process
良好过程的重要性
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
It is often easier to focus on content:
人们更容于内容：
– More familiar
– 更熟悉
– Easier to discuss and to measure
– 讨论和衡量起来更容易
Good process has a more lasting effect:
好的过程效果更持久：
– Impacts people’s behior and thought processes
– 影响人们的行为和思维方法
– Has effects throughout the organization
– 作用贯穿整个组织
Content is more familiar,
but process has a more lasting effect
内容更加熟悉，但过程具有更加持久的效果。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Principle:bine bold strokes and long marches
原则：粗线条与长音符相结合
Bold strokes: using leadership authority to define
strategic direction
粗线条：利用领导者的权力来制定战略方向
Long marches: project implementation and
removing barriers to project success
长音符：实施方案，消除障碍来使得方案成功
They must bebined for success
要获得成功，必须将它们相结合
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Bold Strokes
粗线条
Long Marches
长音符
Time Frame
时间结构
Fast
快
Slow
慢
Locus of Action
行动轨迹
Decisions at top
高层决策
Initiatives throughout
贯穿全部
Leader Control
领导者控制力
High: can force oues
高：能推动结果
Low: cannot force oues
低：不能推动结果
Initial Results
最初成果
Clear and visible
清晰可见
Unclear and vague
不清楚
Later Results
后期成果
Erratic and confused
不稳定
Dependable and
developing
可靠、可发展
Culture Effect
文化影响
Largely unchanged
很大程度上没有变化
Significantly changed
有显著变化
bining bold strokes and long marches
粗线条与长音符相结合
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Principle: Master the difficult middles
原则：控制困难的中间过程
Many things tend to look like a failure in the middle
物在中间过程时看起来似乎要失败
In a “difficult middle”
在“困难的中间过程”
– Excitement has waned
– 兴奋度已减退
– New ideas begin to meet with resistance
– 新的想法开始遭遇阻力
– You are still trying to succeed
– 你仍然争取成功
Knowing about “difficult middles” can help you to persevere
了解“困难的中间过程”有助于你坚持到底
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
To make lasting change happen,
leaders need to “master the difficult middles”
要取得持久的变革，领导者要“控制困难的中间过
程”
It is often a mistake for leaders to “launch and lee” a project
.领导者通常会犯“发起然后就离开”一项计划的错误。
Leaders need to:
领导者需要：
– Help ovee hurdles
– 帮助克服困难
– Make appropriate adjustments
– 作出适当的调整
If given up too soon, a change initiative will be a failure by definition.
如果过早放弃，变革的主动力将必然会失败。
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Table of contents
目录
IBM Reinventing Education program background and introduction
IBM重塑教育计划的背景和介绍
The Reinventing Education Change Toolkit
重塑教育变革工具包
History and partnerships
历史和合作伙伴
Web site content
网站内容
Fundamental Principals of Organizational Change
组织变革的基本原则
Understanding and oveing resistance to change
了解并克服变革的阻力
Four guiding principles
四项指导原则
Conclusion
结论
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Uses of the Change Toolkit
变革工具包的用途The Change Toolkit can be used to:
变更工具包可用于：
Diagnose your environment for change
分析变革环境
Access quick, relevant advice
快速得到相关建议
Poll members of your change team
调查你的变革小组成员
Read real-life vignettes from education colleagues
阅读教育界同行的真实简评
Plan your change initiative
编制你的变革计划
Collaborate and get feedback from team
协作并得到反馈
Connect with educators worldwide
与全世界的教育工
Reinventing Education Change Toolkit © 2004 IBM Corporation and Goodmeasure, Inc.
Using the Change Toolkit
使用变革工具包
New users of the Change Toolkit need to register to use the Web
site at
变革工具包的新用户要到以下网站进行注册：
Use the Change Toolkit as an individual or for a project
将变革工具包用于个人或项目用途
– Leaders can learn more about change management and leadership
effectiveness
– 领导者可以学会更多的变革管理和更有效的领导技能
– Teams can use the site to manage change projects
– 小组可以利用它管理变革计划。
© 2004 IBM Corporation and Goodmeasure, Inc.
April 2004
IBM Reinventing Education
Change Toolkit
ＩＢＭ重塑教育变革工具包
Sasha Dichter
IBM Corporatemunity Relations
Sasha Dichter
ＩＢＭ公众关系部
