DISCUSSION BOARD POST 1
Week 4 Initial Discussion Board Post
Liberty University
Author Note
I have no known conflict of interest to disclose.
Correspondence concerning this discussion board post should be addressed to Email:
DISCUSSION BOARD POST 2
Week 4 Initial Discussion Board Post
During this week’s initial discussion board post, I will discuss the four search strategies
outline and discuss in chapter 3 of the course text Influencer. I will use my professional
experiences as an educator discuss the four search strategies. Along with incorporating current
developments and best practices, I will also make a recommendations to be included in four
search strategies.
Notice the obvious
The first strategy is, notice the obvious. Organizations should recognize behaviors that are
obvious, however underused (Grenny, Patterson, Maxfield, McMillan, & Switzler, 2013). I
transitioned from being a high school administer to a middle school administer. Even though the
students were younger, some of the same issues were consistent. One issue was skipping, in high
school level teachers were required to take attendance at the beginning of each class period.
Where as in middle school attendance was take taken in homeroom in the mornings. During the
day parents check their child out of school. We assumed because they were in the system as
present from this morning they would be in class. However, that was not always the case.
Following this occurring multiple times we made the change to take attendance at the beginning
of each class throughout the day. It was obvious we needed to take attendance in each class,
however it was underused. This change was more of an operational change, however operational
excellence should not be seen as an approach to promote change, but rather provide tools and
framing for people in the organization to deal with (Carvalho, Sampaio, Rebentisch, Carvalho,
and Saraiva, 2017).
DISCUSSION BOARD POST 3
Look for crucial moments
Organizations and individuals both have the desire to successful. The second strategy to
finding vital behaviors is crucial moments. The behaviors that help us succeed in these few
crucial moments become vital (Grenny, et al., 2013). As previously mentioned in the schools
were I worked there was skipping problem. We looked analyzed data to determine when a high
value of skipping and excessive tardies were taking place. We were able to find two vital
behaviors; students would hang out in the restrooms after assembles and students would remain
the cafeteria for multiple lunches. Which lead to our crucial moments; students would be
dismissed from assemblies by teachers and with their teachers and we extended the time between
lunches to ensure all students were back in class.
Learn from Positive Deviants
The next strategy is, learn positive deviants. Positive deviant is a person who, should
have a problem for doesn’t (Greeny et al., 2013). As a beginning high school teacher I had
trouble with classroom management daily. The school administration visited my classroom and
confirmed what I had already known. Administration paired me with a teacher in the building
that were teaching the same group of students I was having trouble with. I was able to observe
their classroom multiple time and they were able to observe my classroom. When participating in
peer observations there should be, common goals of participants included budgeting time,
engaging learners of all levels, and providing valuable real‐time feedback (Shapiro et al., 2019).
Once we discussed our observations and share common vital behaviors, we created a classroom
management plan that was implemented throughout the school.
DISCUSSION BOARD POST 4
Spot Culture Busters
The final strategy is spot culture busters. With this particular strategy are watching for
crucial moments that call for behaviors that are currently taboo or punished or challenged
cultural norms (Greeny et al., 2013). Leadership must be initial when it comes to the culture and
climate they desire. As school administer. I want to ensure the culture of the school was one of
inclusion and non-bias. At first you could walk into the teachers’ lounge and hear comments like
“how can you teach those children” or “don’t they care away” and it would continue without
anyone saying anything. Until we decided to address how to speak up to Mircoagressions in our
building. Microaggressions are subtle forms of discrimination and include verbal, nonverbal, or
environmental slights that convey disparaging messages to people based upon their group
membership (Lee, Ditchman, Thomas & Tsen, 2019). This allowed staff not to feel vulnerable
the crucial moments and it eliminated the unspoken culture.
Conclusion
Organizational change is difficult, the four search strategies outline and discussed gives
you an idea of ways to implement strategies. Leadership have their fingers on the pulse of their
organizations to incorporate the search strategies. I would recommend embedding equity more
specifically implicit bias into all four strategies. If a leader is unaware how their biases will affect
the implementation of each strategy they could back fire. Wong (2019) emphasizes “one must
recognize that employees and the organizations they work for are situated within a broader
historical social, political, cultural and economic context” (p.26).
DISCUSSION BOARD POST 5
References
Carvalho, A. M., Sampaio, P., Rebentisch, E., Carvalho, J. Á., & Saraiva, P. (2017). Operational
excellence, organizational culture and agility: the missing link? Total Quality Management
& Business Excellence, 30(13-14), 1495–1514.
https://doi.org/10.1080/14783363.2017.1374833
Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer. The
New Science of Leading Change. McGraw-Hill Education. New York, NY.
Lee, E.-J., Ditchman, N., Thomas, J., & Tsen, J. (2019). Microaggressions experienced by people
with multiple sclerosis in the workplace: An exploratory study using Sue’s taxonomy.
Rehabilitation Psychology, 64(2), 179–193. https://doi.org/10.1037/rep0000269
Shapiro, N., Janjigian, M., Schaye, V., Hauck, K., Becker, D., Lusk, P., & Dembitzer, A. (2019).
Peer to Peer observation: real‐world faculty development. Medical Education, 53(5), 513–
514. https://doi.org/10.1111/medu.13865
Wong, C. (2019). CHANGING ORGANIZATIONAL CULTURE: From embedded bias to
equity & inclusion. Professional Safety, 64(8), 26-30. Retrieved from
http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/2269010222?accountid=12085
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