QUESTION ONE

$31$

Read Unit $4,$ Section $1$ in your Professional Studies $3$: Early Years Teacher Identity and the

Profession $($R$-$PFS $313)$ Curriculum and Learning Guide $($CLG$)$ before answering the

questions that follow.

$1\mathrm{.}1$ Read the questions below and choose the most applicable answer. Formulate your

answer using the following format: $1\mathrm{.}1\mathrm{.}1-$ e $($EXAMPLE$)$

$(5)$

$1\mathrm{.}1\mathrm{.}1$ Which of the following is an example of planned change?

a$.$ A new principal enforcing a log$-$in system for teachers at school.

b$.$ The outbreak of Covid$-19$ at the school.

c$.$ Classrooms being flooded by rain.

d$.$ Teachers arriving late due to traffic.

$1\mathrm{.}1\mathrm{.}2$ What does the 'Refreezing' phase in Kurt Lewin's change model $(1951)$

involve?

a$.$ Realising the status quo is untenable.

b$.$ Implementing the new changes.

c$.$ Embedding the new change into the culture.

d$.$ Debating new possibilities.

$1\mathrm{.}1\mathrm{.}3$ In Mckinsey's Seven S model of change, what does 'Style' represent?

a$.$ The organisational structures needed for change.

b$.$ The plan to achieve new goals.

c$.$ The approaches used to implement the change.

d$.$ The people who will be implementing the new change.

$1\mathrm{.}1\mathrm{.}4$ According to Kotter's theory of change $(1996),$ what is the first step to

implementing change effectively?

a$.$ Build the team

b$.$ Increase urgency

c$.$ Communicate

d$.$ Get things moving

$1\mathrm{.}1\mathrm{.}5$ Which of the following best describes 'cosmetic change"?

a$.$ Change that is temporary and reversible.

b$.$ Change that is driven by ideological shifts.

c$.$ Change that requires a complete shift in ideology.

d$.$ Change that happens gradually over time.

Page $2$ of $9$

$1\mathrm{.}2$

Read the scenario below and answer the questions that follow.

$(10)$

Scenario

Principal Roberts has recently been appointed at Elmwood Primary School, where he has

noticed a significant gap in the reading levels of learners compared to the national

standard. At his initial staff meeting, Principal Roberts emphasised the importance of

addressing this issue immediately, pointing out how improving literacy is crucial for

learners' overall academic success. He encourages the teachers to act quickly to adopt

new reading programmes and resources.

To implement these changes, Principal Roberts assembles a dedicated team consisting

of experienced reading specialists, a couple of enthusiastic new teachers, and a few

members of the support staff. He aims to leverage their collective expertise to develop a

comprehensive plan for improving literacy. However, while the team is diverse, some

members are unclear about their specific responsibilities, and a few express concerns

about the possibility of implementing these changes together with their current workload.

Principal Roberts discussed the goal of transforming the school's approach to reading by

including innovative reading strategies and incorporating technology into the classroom.

Some of the teachers asked Principal Roberts how he plans to incorporate these changes

and strategies and measure the progress, but his response was vague and he seemed

unsure, This leaves teachers unsure about how to effectively implement the new methods

in their classrooms.

In an effort to ensure understanding and buy$-$in$,$ Principal Roberts communicates regularly

through staff meetings and emails. His communication efforts often take so long that

whenever teachers want to make suggestions or provide other perspectives, he notes that

the meeting has come to an end and that they will have to wait for an opportunity to voice

their opinions in another meeting.

This limited communication approach leads to some staff members feeling disconnected

and under$-$informed about the specifics of the new programmes.

Principal Roberts introduces the new reading initiatives with a clear focus on immediate

goals, such as increasing the number of books read per learner, increasing the number of

hours dedicated to reading in a week and thereby, improving reading scores by the end

of the semester. While these goals are specific and attainable, the rapid pace of

implementation, coupled with limited training for teachers, results in some resistance and

a lack of enthusiasm from the staff.

Despite the initial resistance and challenges, Principal Roberts remains committed to the

change process. He continues to push forward with the initiatives and celebrates any small

successes along the way.

There is little follow$-$up on how well the new practices are being sustained or whether they

are becoming an integral part of the school's routine, leading to a risk that the changes

might not be fully integrated or maintained over time.

Page $3$ of $9$

Oosthuizen $(2024)$

Evaluate if Principal Roberts effectively implemented the necessary changes suggested by

Kotter $(1996).$ Answer the following questions and support your answer with reasons from

the scenario. Start your answers with YES or NO$.$

Did Principal Roberts:

$1\mathrm{.}2\mathrm{.}1$ Increase urgency?

$1\mathrm{.}2\mathrm{.}2$ Build the team?

$1\mathrm{.}2\mathrm{.}3$ Get the vision correct?

$1\mathrm{.}2\mathrm{.}4$ Get things moving?

$1\mathrm{.}2\mathrm{.}5$ Incorporate the change?

$1\mathrm{.}3$

Match the descriptions of change in Column A to the dimensions of change in

Column B$.$

$(10)$

Column A

Description of change

$1\mathrm{.}3\mathrm{.}1$ Careful thought has gone into the decision for

the school to purchase computers for learners

A$.$ Cosmetic

to use in the science lab.

$1\mathrm{.}3\mathrm{.}2$ Trying to determine what the best possible

solution might be to remove oneself from the

B$.$ Rapid

unwanted situation.

Column B

Concepts of change

$1\mathrm{.}3\mathrm{.}3$ Systemic level changes that are aimed at larger

scale changes.

C$.$ Skills

$1\mathrm{.}3\mathrm{.}4.$ Changes taking place in relatively small

amounts at a time.

D$.$ Shared values

$1\mathrm{.}3\mathrm{.}5$ To implement the change and be a part of the

process.

$1\mathrm{.}3\mathrm{.}6$ Changes that happen quickly without a

necessary explanation behind the reason for

the change.

F$.$ Strategy

$1\mathrm{.}3\mathrm{.}7$ Changes that do not last very long and are

reversible.

G$.$ Bargaining

$1\mathrm{.}3\mathrm{.}8$ Detail about the people who will be

implementing the change

H$.$ Planned

$1\mathrm{.}3\mathrm{.}9$ From Mckinsey's $7$ S model, new

are

needed to implement the change for

development.

I. Style

$1\mathrm{.}3\mathrm{.}10$ The study of determining how the values of the

new change will impact the values of the

existing practice.

J$.$ Incremental

E$.$ Staff

K$.$ Desire

L$.$ Unplanned