THE STATUS QUO IS NOT GOOD ENOUGH
STUDENTS LOST SO MUCH GROUND IN ACHIEVEMENT DUE TO THE PANDEMIC AND IMPACT OF STUDENTS’ SOCIO-EMOTIONAL AND WELLNESS CANNOT BE UNDERSTATED. CHANGE COMES FROM THE ATTITUDE AND SKILLS OF HUMAN BEINGS EFFECTIVELY COMMUNICATING WITH OTHERS WHICH IS NON-NEGOTIABLE IN PRODUCING RESULTS.
WE DON’T USE DISJOINTED AND ISOLATED IMPROVEMENT SCIENCE PROCESSES.
WE DON’T BELIEVE IN CHANGE BASED ON THE NEWEST, COOLEST WORDS, ACRONYMS, AND TRENDS. WE USE REAL VOICES - STUDENTS, STAFF AND COMMUNITY TO IDENTIFY WHERE CHANGE IS NEEDED.
WE DON’T VIEW CHANGE AS LINEAR.
WE DON’T INITIATE CHANGE BASED ON REACTIONS, BUT RATHER ON BEING PROACTIVE.
WE DON’T STACK CHANGE MANAGEMENT TEAMS WITH “YES PEOPLE.”
IT’S THE HEALTHY AND PRODUCTIVE CONVERSATIONS AMONG TEAM MEMBERS THAT ARE THE MOST CRITICAL FACTOR IN CREATING CHANGE.
COMMUNICATION CREATES BUY-IN AND SUSTAINABILITY.
WE BELIEVE THAT THE CONVERSATIONS WE CONDUCT FORGE AND GROW RELATIONSHIPS THAT BUILD TRUST, WHICH LEADS TO TRANSFORMATIVE RESULTS.
COMMUNICATION IS CRITICAL TO IMPLEMENT CHANGE.
OUR CHANGE MANAGEMENT CYCLE
DISCOVER
HOW TO BE GENUINELY CURIOUS IN COLLECTING QUALITATIVE AND QUANTITATIVE DATA TO INTERPRET THE REALITY OF THE CURRENT SYSTEM
INTERPRET
HOW TO TRANSFORM THIS DATA INTO INFORMATION
GENERATE
HOW TO IDEATE POSSIBILITIES AND THEN FOCUS ON PROTOTYPES TO TEST THEIR EFFICACY
INVESTIGATE
HOW TO CHANGE INITIATIVE INTEGRATES AND IS CONNECTED TO OTHER INITIATIVES AND SYSTEMS IN YOUR ORGANIZATION
SCALE
HOW TO LEVERAGE LEADERS IN YOUR ORGANIZATION WHO ARE CATALYSTS™ TO SPREAD THE CHANGE WITH MORE INFLUENCING SKILLS THAN USING AUTHORITY OR POSITION POWER
SEE BELOW FOR EVIDENCE OF OUR WORK:
Click the button to see the PUSD Board approved Tech Plan that embeds the Ghysels Group's Change Management™ approach.
PLEASANTON UNIFIED SCHOOL DISTRICT
Watch the story of how the Pleasanton Unified School District engaged the Ghysels Group in creating a substantive change in the ways PUSD produced its Tech Plan and the methods they used in Tech Change Management. Yes, “Change is Hard,” yet this is a story of how one district took bold steps to think differently in a world where technology change is not only rapid; the future in tech is unknown and constant...We help you navigate and plan for the future in instructional and operational technologies in teaching and learning, security, and operations...
PLEASANTON UNIFIED SCHOOL DISTRICT
TCM: Ghysels Group is partnering with Pleasanton Unified School District to study the impact of technology during COVID and how to use the lessons learned to bring effective and vital change to K-12 education. Using the tools of TCM™ (Tech Change Management) together they are capturing the thoughts and feelings of students and teachers (the end-users) to discover the best tools and processes that meet criteria and advance learning. It starts with “Be Curious” and continues through analysis, implementation and a tech plan focused on the future.
Pleasanton Virtual Academy
The Pleasanton Unified School District (PUSD) parlayed time during the pandemic into reinventing and reimagining its Pleasanton Virtual Academy (PVA). In our partnership with PUSD/PVA, we believe that the teachers and leaders of PVA are taking their students’ educational experience to the next level. To capture this story of innovation, Ghysels Group produced two movies for two audiences: one for students and the other for parents. The movie for students is shorter to stimulate their interests and the longer movie for parents provides more information about PVA. The second movie, geared for parents, has much more information.