想象走进老师的教室和电话ling her that you are going to completely turn her classroom upside down. The tried and true laminated lesson plans that she has been using for years are no longer going to be applicable. Her students will all have devices that connect to the Internet, so she is going to have to figure out how to help them manage their time on task. Introducing a one-to-one ratio of devices to students in a teacher’s classroom also shifts the control of the learning. The teacher is still in control, but now she has the ability to let her students pursue things that are relevant to them. This means that, potentially, her students may all be learning the same standards but using different resources. You are asking a teacher to fundamentally change the way she has approached teaching. When the teacher realizes how different this model of teaching and learning is, it is likely that she will look at you and say, “You want me to do what?”
管理新计划是压力很大的。它需要了解如何帮助导航的人
人们通过专业实践的戏剧性转变。变革的类型需要不同种类的领导能力。改变教师的计划期与告诉他们每个学生都将拥有设备不同，他们的大多数课程和材料都将在该设备上交付。一阶变更通常涉及化妆品变化，而二阶变更涉及范式和哲学。研究表明，领导团队应以不同的方式处理这两种变更类型的管理。
一阶更改更容易管理的原因之一是因为它们通常没有降低抵抗力，因为它们不会挑战教育者的基本信念。二阶变更要求教师成为学习者，深入思考他们的实践，并采用有关他们在课堂上的角色的新想法。
It is highly recommended that you review research on first and second order change. I highly recommend the book实施变更：模式，原理和坑洼经过Hall and Hord. It’s expensive, but when you are investing this much time and money on a project that involves such change, it’s a wise investment.
When implementing a transition from print to digital instructional materials, you might also want to consider the following:
领导
Need collaborative leadership, not just individual leadership. You need buy-in from leadership at every level of the district. This is critical. If the leadership is not actively involved and supporting the staff implementing the change, the change will fail.
规划
解决基础设施，维护，学习策略，培训要求，技术支持和政策。确保灵活性是计划过程的一部分。需要干预。当您的计划出现问题时，不要感到惊讶。进行适当的干预是成功的关键。当您进行必要的调整时，它会传达您正在聆听正在实施变更并降低抵抗力的员工。
Engagement
让教师参与数字学习的计划和推出。确定工具，内容，
他们需要的培训和支持。组织采用变革，但个人是实施变革的人。地区领导可能已经决定实施这一变化，但是实际上是在学校一级实现这一变化的人。变更过程不能由中央办公室决定。
创造力和灵活性
您不能要求更改第二订单。让您的利益相关者找到缺陷，但也可以确定解决方案。您的目标是找到相互满意的结果。这不是冲刺，而是马拉松。
持久性和优先级
成功需要时间和承诺对战略行动计划，审查和调整。实施后可能需要几个周期来确定新计划是否正在起作用。期望实施下降。
取代，不补充
修改课程以最大程度地利用技术来代替无效的实践。不要让糟糕的做法降低主动权。
可持续资金
转移到数字材料需要年度预算，以支付设备，宽带，培训和内容的成本。应该对预算进行分析以确定可以在哪里找到储蓄，以便可以重新调整预算以维持该计划。
I helped implement a project of this nature. I have the battle scars to prove it. It was one of the hardest things I ever did as an administrator, but one of the most gratifying. I knew the human aspect of the project was going to be the most difficult, but I was surprised at how much time we needed to spend on thinking through the psychology and dynamics of the change process. My best advice is not to underestimate the need to put a strategic team together just to review and analyze the project and refer to the research on managing a second order change.
Managing Change Resources
- 实施变更：模式，原理和坑洼（霍尔和部落）
- 未来准备就绪(Team-based approach)
- 管理学校变革的五种策略
- 霍尔（Hall）和霍德（Hord）关于变革的书
- 创新理论的扩散
- TCEA的IMA决策过程
- 技术沉浸式试验定量研究（实现1：1的出色蓝图。）
Photo credits: Header Photo by罗斯·芬登（Ross Findon）onUnplash,2。CharlzGutiérrezdePiñeresonUnplash（编辑），3。照片气候KIConUnplash,4，照片由乔纳森·辛科（Jonathan Simcoe）onUnplash,