We can use the 4 Disciplines of Execution within the 5 stages of change to successfully implement blended learning in our district. The 4 Disciplines of Execution include a wildly important goal (WIG), lead measures, scoreboard, and cadence for accountability. Pairing these components with the 5 stages of behavior change that include getting clear, launch, adoption, optimization, and habits will ensure success. The key to the 4DX plan is key stakeholder investment in the process.
The first stage is vital to the process and really sets the stage for three of the four disciplines. In the GETTING CLEAR stage, the team will develop crystal clear WIG(s), lag and lead measures, as well as a compelling scoreboard. There is also a level of commitment that must be established early on for frequent meeting times. This puts the heavy lift on the key stakeholders and shifts the ownership onto the team. This work is all done prior to the initial launch of the plan. Together with the team, I hope to accomplish a WIG that calls for urgency around personalizing and bringing back joy to the teaching and learning process with blended learning. The measures will be around the use of data to inform planning and the use of our device management system as the tool to access learning content. As the leader, I will guide the team to establish these measures in a timely quantifiable way. This will be done in the first month of implementation.
Stage two, the LAUNCH requires much more focus and energy from the leader. Perhaps a kickoff celebration with lots of focus, energy, and intense involvement from the leader. It is important to stay focused on the process and believe in the process. As the leader, I will need to identify those who are “models” and have bought into the process, the “not yet” that are willing but not able yet, and the “never” who are not willing. This will help me put more supports in place for the “not yet” group. The launch will take place at the beginning of month two.
Stage three is ADOPTION, where we focus on sticking to our plan and processes, make commitments and hold each other accountable. We will do this during our weekly WIG sessions as we track the results of each week on a visible scoreboard and make adjustments as needed. This is also the stage where I can invest in the “not yets” to provide professional learning and other needed supports. The scoreboard will be digitally shared in our weekly update newsletter and also on a concrete poster to gain momentum and encourage accountability. This will overlap in month 2 and continue on for about a year, maybe less.
The next stage is OPTIMIZATION where we see the team mindset shift to the 4DX mindset because they are seeing results from their efforts. There is now a sense of “playing to win” and the key players take ownership of the process. As the leader, it is my job to encourage, recognize, and celebrate the small victories of following the plan, coming up with new innovative ideas, and progress toward our WIG. Some of the ideas to celebrate and recognize include creating and showing celebration videos, personalized notes of appreciation, small tokens of notice, etc. This stage may start anytime after adoption, but my guess is it will optimize about a year into the process.
The last stage is HABITS. This is the stage that creates a culture for continued improvement. The permanent shift of culture to a 4DX mindset constantly levels up performance. In this stage, once a WIG is accomplished, a new one is immediately developed. This stage is never-ending. As a leader, continued capacity building of the team will create a space for continued habits.
Through the 4DX Model, we can strategically implement blended learning into our schools. In many ways, the Influencer model and 4DX compliment each other. The Wildly important goal from 4DX is similar to the Goal statement in influencer model, but developed together verses given. The lead measures are similar to the vital behaviors, and the scoreboard is similar to the success indicators, but just made visible and public. The cadence of accountability enhances the influencer model as it empowers the team to own the short term goal setting and schedules frequent sessions to this important work. I think the biggest difference with the two strategies is the ownership piece. Influencer is a heavy planning lift on the leader, but for the 4DX model, the process is done hand-in-hand with more of the ownership on the key players. It is very important to know the audience and who would work best under more direction vs. more choice and ownership. Perhaps utilizing both models in a hybrid approach would work best in our district.
References:
Chesney, C., Covey, S., Huling, J. (2021). The 4 disciplines of execution: Achieving your wildly important goals, 2nd Edition. Simon & Schuster, Inc.
Grenny, J., Patterson, K., Maxfield, D., McMillan, R., Switzler, A. (2013). Influencer: The new science of leading change, 2nd edition. Vitalsmarts.