A disruptive innovation disturbs or changes practices that are already in place. Though that change may be needed, people often reject the idea of altering what they already do. For my disruptive innovation plan, I am proposing the implementation of blended learning into the Health and Physical Education (HPE) curriculum. However, before abruptly introducing blended learning to my colleagues in my department, I need to prepare to have in-depth, meaningful conversations that help to alleviate fear, promote support, and guarantee success. In their book, Crucial Conversations: Tools for Talking When Stakes Are High, Patterson, Granny, McMillan, and Switzler provide a detailed framework for how to approach, prepare, and handle conversations that have serious implications. What they describe as a “crucial conversation” arises when there are high stakes, strong emotions, and differing opinions. 

 

          In my initial conversation, I must prepare for a negative reaction and perception from my colleagues within the HPE department. No matter how thought-provoking my reasons are or how engaging my rationale may be, there will still be push-back to my plan. Like many who are happy with sticking to what they know, there will be certain staff members who will undoubtedly be hesitant or outright resistant to change in any way. Because of this resistance, I will need to be prepared for some rather challenging conversations. 

 

1. Get Unstuck: If a colleague is strongly against my blended learning initiative, it’s important to make sure that I have a conversation with that individual. The goal of that conversation will be to make sure we get unstuck and can move forward with the initiative. To do this, both sides will provide input to the situation (Vital Starts India, 2012).                                                                                                                                                                             

2. Start with the Heart: I need to explain why I feel this change is necessary and why I believe it is in the best interest of our students. Though teachers may have differing opinions, almost all teachers can find common ground on their desire to assist children to learn and grow. By demonstrating to my colleagues that my motives and rationale are sincere, we can hopefully move forward in the discussion to better understand each other’s perspectives.                                                                                                                                                                       

3. Learn to Look: It is important to take note of when the conversation has become “crucial” when having a conversation with a colleague. If a conversation is going in an unsafe direction, people will be less likely to share their thoughts and ideas.                                                                                                                                                

4. Make it Safe: Many factors exist that cause people to shy away from crucial conversations especially seniority. I must work to keep the discussion on a level playing field where all members of the department can equally and openly share their opinions in a space that they feel respected and comfortable.  To keep the conversation more effective and meaningful, it is my job as a leader to notice when a conversation has gone crucial so that I can turn the conversation around and make it a safe place to voice opinions.                                                                            

5. Master my Story: While I’m explaining my thoughts on blended learning, it is crucial that I control my emotions. As a result, they control the results we get from our crucial conversations. The way we tell our story controls the feelings and emotions in the room. Simply put your stories create your feelings and your feelings drive your actions (Patterson & et al., 2012).                                                                                                                                 

6. State my Path: It’s important to be direct with my feelings on blended learning. I plan to explain my own successes and set-backs with blended learning and to reiterate the necessity of incorporating it into the HPE curriculum. It is important to show that I feel that this initiative will have a positive impact on all who are involved.     

7. Explore Others’ Paths: My colleagues are likely to have reasonable concerns and beneficial critiques of my innovation plan. I must take time within the discussion to actively listen, address the concerns, and respond to them sincerely. Their ideas will be taken into consideration and will be an important part of the success of my innovation plan.                                                                                                                                                               

8. Move to Action: The way this conversation ends will have a lot to do with how successful this innovation plan runs. This final step can be difficult to manage because it concludes the dialogue for a time and requires decision making on serious matters. However, by the end of the conversation, a concrete plan should be established for what will occur next. Hopefully, by the end of this process, I am closer to the implementation of blended learning in the Health and Physical Education Department. 

 

Effective leaders help find a compromise and do their best to make all parties satisfied. The crucial conversations methodology is an aspect of being a self-differentiated leader because it prepares you to deal with opposition. It provides a set of steps for entering into productive discussions and ensuring that all parties feel respected. Since I will be the driving force behind this blended learning initiative, it is pivotal that I prepare for such conversations and maintain control and guide the conversations in a positive direction. By following these strategies and others that we have learned,  I will be a better leader and promote change within my district.

 

References: 

 

Patterson, K., Granny, J., & Swizler, A. (2012). Crucial conversations: tools for talking when stakes are high. (2nd ed.). McGraw-Hill New York, NY. ISBN-10:0071771328

Vital Smarts India. (2012, February). Crucial conversations explained in 2 minutes [Video file]. Retrieved from https://www.youtube.com/watch?v=ixEI4_2Xivw&feature=youtu.be

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