Stakeholders

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A fundamental step in the change process is to identify stakeholders who will be represented in the Change Management Team (CMT). A CMT assists in identifying barriers to change and levels of resistance, and allows for the momentum and enthusiasm necessary for change (Austin, 2009; Appelbaum et al., 2015). Mentos et al. (2002) define three change participants with varying degrees of interest: recipients, strategists, and implementers.

It is important to include a representation of disinterested and powerless stakeholders as well as those with high levels of power and interest (Austin, 2009). 

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Open communication and collaboration within the CMT also help to determine internal and external stakeholders’ needs. Within the CMT, the goal is to achieve change readiness—when the representation of the stakeholder groups are willing and able to change (Weiner, 2009). Additionally, the K to 12 settings involves the wider community of students, parents, and mentors and so must support equal participation of marginalized groups and build digital capacities across neighbourhoods as well as in classrooms (Kukulska-Hulme et al., 2021). As Cormier (2017) states, it takes a village to help our students become better citizens.

How is change readiness within stakeholder groups achieved?

Through strong relationships. Recognizing shared values, visions, and goals within the CMT provides the opportunity to establish the strong relationships needed for targeting recipients’ attitudes and behaviours toward change.

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Leadership style is also important to developing ownership among the change participants. A transformational leadership style “influenc[es] followers by empowering them to participate in the process of transforming the organization” (Appelbaum et al., 2015, p. 75). Clear models, guidance, patience, and respect are fundamental.

Stakeholders Matter

“When one focuses on problem solving, the energy to change comes from the desire to escape an unpleasant status quo" (Mentos et al., 2003, p. 49).