Science of Implementation & The Stages of Implementation

Kent Intermediate School DistrictModule One

Recall…The Science of Implementation

• Students cannot benefit from interventions they do not experience

– Training by itself does not work– Policy change by itself does not work– Financial incentives alone do not work

Recall…

The Science of Implementation

• An “intervention” is one set of activities

• “Implementation” is a very different set of activities

• Leadership teams and principals must hold both of these concepts and issues simultaneously

• We want to talk about “Implementation” of MiBLSi/Response to Intervention

Stages of ImplementationFocusFocus StageStage DescriptionDescription

Exploration/Adoption

Decision regarding commitment to adopting the program/practices and supporting successful implementation.

Installation Set up infrastructure so that successful implementation can take place and be supported. Establish team and data systems, conduct audit, develop plan.

Initial Implementation

Try out the practices, work out details, learn and improve before expanding to other contexts.

Elaboration Expand the program/practices to other locations, individuals, times- adjust from learning in initial implementation.

Continuous Improvement/Regeneration

Make it easier, more efficient. Embed within current practices.

These stages are recursiveSetbacks at one stage move us back to the previous stage

Apply for

PBIS

New District Initiative

Today is a book study?

“We already do that.”

Violate Norms

Vote coach off

Be on time

Go to a PLC

Ignore e-mails

Go to Book Study

Dominate conversation

Snow Day!

Late for meeting

Attend District PD

Ignore

Data

File Grievance

Change Practice

Have a “AHA!”

Prep for Meeting

New State Initiative

Staff Performance and Time

• Due to a lack of training and skill development in the practice, program, or strategy, some staff will resist the change

• The implementation plan should include a heavy emphasis on quickly identifying staff needs and responding to them (e.g. re-training, coaching, creating time and space for staff to create/gather necessary materials, etc

(Herold & Fedor, 2008, cited in Fullan, 2010)

Staff Performance and Time

• The lack of staff automaticity in the practice and companion resources will cause a dip in implementation (staff performance is not as high as anticipated)

• Goal is to: – Minimize the depth of the implementation dip – Reduce the time in which it takes to recover from

the implementation dip

(Herold & Fedor, 2008, cited in Fullan, 2010)

Myth of Change

• People who introduce a change are typically very far removed from it

• The perception is there will be immediate gain when the reality is-by definition the gains are not immediate

(Herold & Fedor, 2008, cited in Fullan, 2010)

(Herold & Fedor, 2008, cited in Fullan, 2010)

Implementation Dip Video

Honor the Implementation Dip

• Depth of Decline: implementers see the costs of implementing the program/practice (innovation) immediate and concretely; however, the benefits ARE in the distance and theoretical at this point

• The cost-benefit ratio is off titling towards the negative side

(Herold & Fedor, 2008, cited in Fullan, 2010)

Honor the Implementation Dip

• What should leaders expect during the implementation dip?– Don’t expect very many compliments– Be resilient because you will need to do things that

will result in ZERO appreciation– Resolute leadership (next slide)

(Fullan, 2010)

Honor the Implementation Dip

• What should leaders do to fix the dip?

Organizational supports and competency building must be the focus during this critical stage so you can reduce the time (duration) to recover from the implementation dip to 6 months or less

(Herold & Fedor, 2008, cited in Fullan, 2010)

Excitement Prior to Implementation is Fragile

• There is typically a high level of excitement prior to implementing something (e.g. PBIS or reading program)

• The excitement prior to implementation is not a strong foundation

• The fall in the implementation dip will be even greater if high aspirations precede it

(Herold & Fedor, 2008, cited in Fullan, 2010)

Excitement before implementation contributes to the trend line for the “myth.” Building capacity right away will reduce the perceived performance gap and reduce the implementation dip.

(Herold & Fedor, 2008, cited in Fullan, 2010)

What Stage of Implementation is your building What Stage of Implementation is your building currently in? How do you know?currently in? How do you know?

Has your building experienced a dip in Has your building experienced a dip in implementation? If so, what are some signs implementation? If so, what are some signs that indicate that there is a dip?that indicate that there is a dip?

– What will the leadership team, the coach, What will the leadership team, the coach, and the principal do in helping staff get and the principal do in helping staff get through the dip?through the dip?

– Develop action steps to address the Develop action steps to address the implementation dip.implementation dip.

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