Implementing Change: Patterns, Principles and Potholes eBook, 5th Edition

Gene E. Hall all

Implementing Change: Patterns, Principles and Potholes eBook, 5th Edition

By Gene E. Hall, Shirley M. Hord
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Gene E. Hall all
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A research-based, practical guide helps educators understand, evaluate, and facilitate the change process

Implementing Change continues to examine on-the-ground change processes and practical strategies while adding new features, new material and the most current research. Based primarily on the Concerns Based Adoption Model (CBAM), this user-friendly text focuses on introducing constructs that can be used by those engaged in creating, implementing, and sustaining change processes as well as those who are evaluating and studying change.

Rather than maintaining a bird’s eye view of change processes, each chapter introduces a research-based, research-verified construct about change that captures the complexity of implementing change and the diversity of reactions to it. With a stress on pedagogical aids, each chapter incorporates practical examples, sample research, case studies, reflection questions, and examples of common roadblocks to change.

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  • Up-to-date evidenced-based constructs, tools, and examples in each chapter are based on extensive research of what works in schools, business, government, and the military. The measurement tools are described in easy-to-understand language along with helpful summaries of key study findings and recent research.
  • Part I presents a set of change principles.
  • Part II introduces the three Diagnostic Dimensions of the Concerns Based Adoption Model (CBAM). Each is an evidence-based construct with related tools that can be used to facilitate, evaluate, and research implementation initiatives.
  • Part III presents chapters and constructs that address factors related to implementing change at the organisation level.
  • Part IV chapters introduce three other classic perspectives for understanding change. Each has an extensive history of research, model building, and applications. Each also offers a number of tools that can be used to facilitate, study, and evaluate change efforts.
  • A new description of the Getting to Outcomes (GTO) systems change model in Chapter 9 addresses capacity and capacity building.
  • Chapters 1 through 11 build from the individual implementer, to team/group implementation, to whole organisations (school districts), and then to large systems (e.g. states). In the last chapter, Chapter 12, the authors review and extend the application of the constructs that were introduced in the previous chapters.
  • Clearly demonstrate ways to implement change using real-world applications
  • Updated - Learning Outcomes, Indicators, Implications for Change Facilitators, and updated end-of-chapter discussion questions aid readers in understanding and remembering key points.
  • Updated - School district cases illustrate how change is implemented in real-world settings. Two new district cases are available in this edition. Green Valley illustrates how the constructs and tools in each chapter can be applied effectively. Red Fern describes less than desirable, but typical, ways that the ideas within each chapter can be related to less successful change
  • New - One-Legged Interviews to assess stages of concern, levels of use, and innovation configurations are presented in the new Appendix B and within each chapter.
  • New - Detailed charting of a Toxic Intervention Mushroom shows readers how the charting works and provides an interesting example. (See Appendix I.)
  • Pot Holes features point out common mistakes that are made when trying to implement change.
  • Recommendations for application, future research topics, and program evaluation provide practical suggestions for next steps and further study at the end of each chapter.
  • Appendices for Stages of Concern and Change Facilitator Style Questionnaires give readers easy access to established research questionnaires and their scoring procedures.
  • Innovation Configuration Maps detail steps, criteria, examples, and frameworks to help readers move beyond constructing simple rubrics. (See Chapters 3 and 12.)
Table of contents
  • Part I: Two Basics of Implementing Change: Assumptions & Interventions
  • 1. What Key Patterns and Lessons Have We Learned About Implementing Change: Change Principles
  • 2. What Actions and Events Are Key to Facilitating Change Processes: Interventions
  • Part II: The Three Diagnostic Dimensions for Assessing Change: Concerns, Using, and Fidelity
  • 3. What is "It?": Innovation Configurations
  • 4. How Can the Different Feelings and Perceptions About Change Be Understood and Addressed: Stages of Concern
  • 5. How Do Behavioral Profiles Evolve as Implementers Progress from Not Using to Expert: Levels of Use
  • Part III: Leading Change Across the Organization
  • 6. How Do Leaders Make a Difference in Implementing Changes: Change Facilitator Style
  • 7. How Can the Organization's Culture Support Implementing Changes: A Culture of Continuous Improvement
  • 8. What is a Part of the Change Process That Is Not Controlled by the Leaders or the Followers: Intervention Mushrooms
  • Part IV: Different Perspectives for Understanding the Big Picture of Change: Systems, Diffusion, and Organization Development
  • 9. How Can Understanding the Interconnections of Parts that Make a Whole Affect the Success of Change Efforts: Systems Thinking
  • 10. How Do Communication Activities and Change Agents Affect the Change Process: The Diffusion Perspective
  • 11. In What Ways Can Team Member Skills and Process Consultants Affect Implementation: Organization Development (OD)
  • Part V: Combining Views: Perspectives, Constructs, Tools, Applications, and Implications
  • 12. How Can Change Science Constructs Be Combined to Understand, Assess, and Lead Efforts to Implement Change: Data-Based and Conceptual Examples
  • Appendix A: Example Interventions for Each Stage of Concern
  • Appendix B: The One-Legged Interview (OLI)
  • Appendix C: Stages of Concern Questionnaire (SoCQ) (Form 075)
  • Appendix D: Stages of Concern Questionnaire (SoCQ)Scoring Device
  • Appendix E: Levels of Use of the Innovation (Operational Definitions)
  • Appendix F: Six Dimensions of Change Facilitator Style
  • Appendix G: Change Facilitator Style Questionnaire (CFSQ)
  • Appendix H: Change Facilitator Style Questionnaire (CFSQ) Scoring Device
  • Appendix I: Poisonous Mushroom: The Poltergeist and the Missing Tables