Problem of Practice
Problem of Practice is your [mostly] weekly dose of practical instructional coaching strategies. Each issue tackles real dilemmas from real coaches, like how to have challenging conversations, what to look for during observations, or how to keep coaching meetings focused, all with actionable guidance you can use right away. Created by ICF Professional Certified Coach (PCC) Deborah Meister, this newsletter is grounded in real scenarios and hard-learned lessons. You'll find evidence-based approaches that keep students at the center while supporting teachers as whole humans, treat equity as fundamental to good instruction, and give you structure without prescribing every move. Whether you're working with one teacher or leading coaching initiatives across a school system, these resources are designed to help you stay rigorous and responsive in our complex, sometimes messy, always important work.
Apr 17 • 1 min read
Why your change initiative isn't working (and a tool for troubleshooting)
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Hi Reader , In the US, it's spring. (Oh hey, Southern Hemisphere subscribers -- I see you!) Spring in schools brings the end of the school year, the last push with students, and reflection on the hard work that's gotten us here. But it's also be a season where we see change on the horizon for the upcoming school year: new staff, new leaders, preparing to launch new curriculum or technology. As one coach shared with me recently about their school in Illinois... "I'm really struggling...so much uncertainty and anxiety". Change can bring new opportunities. Change can also be hard. It can be messy. But it doesn't always have to be as messy as it is. Often, we just need to strengthen one or two components to increase the success of whatever change we're trying to manage: whether that's with a teacher, a class, a school, or at a larger scale. In this week's Problem of Practice, I'm sharing how Seeing The Parts to Understand the Whole can help us analyze change efforts within systems of all scales so that we can better understand what to do next within our spheres of control and influence. My favorite tool for analyzing change is the Lippitt-Knoster Model for Managing Complex Change. I was introduced to this tool years ago, and it's been on my wall at two offices and lots of coaching meetings since. Whether you're involved in launching a change initiative or you're trying to make sense of the change happening around you and what you can do to help it be a success, this tool will give you lots to think about. I'm also excited to introduce a few changes I made in my own version of the Lippitt-Knoster Model, based on my experience of people's behaviors, intentions, and our equity imperative to students. Check out the model below and read more about how you can use the framework here. And if you find this newsletter useful, don't forget to share it with a friend. 😉 What about you? How are you and your team doing with change? What questions are coming up for you as you read? Reply to this email to let me know. I'd love to hear from you. In community, Deborah PS - Got a problem of practice you're working through? You're not alone. Email me about it! Your topic may be featured in an upcoming newsletter and blog post. |
Problem of Practice is your [mostly] weekly dose of practical instructional coaching strategies. Each issue tackles real dilemmas from real coaches, like how to have challenging conversations, what to look for during observations, or how to keep coaching meetings focused, all with actionable guidance you can use right away. Created by ICF Professional Certified Coach (PCC) Deborah Meister, this newsletter is grounded in real scenarios and hard-learned lessons. You'll find evidence-based approaches that keep students at the center while supporting teachers as whole humans, treat equity as fundamental to good instruction, and give you structure without prescribing every move. Whether you're working with one teacher or leading coaching initiatives across a school system, these resources are designed to help you stay rigorous and responsive in our complex, sometimes messy, always important work.