On Your Mark, Get Set, 4Dx!!!


On Your Mark, Get Set, 4Dx for Blended Learning!!!

In the course, I am taking for Leading Organizational Change we are studying how to make a change.   I  have learned that in a change process we have to win over the hearts and minds of people.  We need to connect at the heart for a change.  The most successful cases of change studied proved that the influence came from the heart, not the mind. This idea supports why Simon Sinek argues that people don’t buy what you do, they buy why you do it. Successful organizations and people understand this fundamental principle.  I used this principle to connect to the heart of stakeholders for the innovation I am planning for blended learning. Please see the innovation outline for my plan.

Last week I learned about the Influencer Model. The Influencer concentrates on six sources of influence that can have a significant impact on shaping behavior. We can use those influences to bring about a change.  Recently, I developed an influencer strategy to shape desired vital behaviors for our implementation plan. In this week’s module, we are studying the 4Dx model “The 4 Disciplines of Execution” which has similar components and routines as the Influencer, however identifying vital behaviors and using the six sources of influence needs to be applied before the 4Dx model. The purpose behind the Influencer is focusing on changing behaviors to get the results we need, while the 4Dx model provides precise rules to execute our plan.  4Dx does have a component of influence, it uses the lead measures as leverage. 4Dx and the Influencer are very similar in many ways focusing on crystal clear goals or results. The theory of 4Dx is that while we have goals we would like to pursue we’re always caught up in the “whirlwind” of our daily routine, and it always takes precedence. Do you recall the last major initiative that failed or suffocated by other competing priorities?  The “whirlwind” of urgent activities required to keep the daily operation running consumed all the time and energy needed to invest in new goals.  As the leader of my team, I will use the 4 Disciplines of execution to change all of that and execute our primary goal in the midst of a whirlwind.

My team and I came to an agreement identifying our “WIG” we considered if every other of operation remained the same, what is the one area where change would have the greatest impact?

The 4Dx model is a system to help us achieve our most important goals and produce breakthrough results. To install 4DX, as a team we must go through 5 stages of Behavior Change, these are key actions that will guide our team through the challenging process of changing behavior.

It is important as a leader to collaborate with my team to commit to a new level of performance. We developed a crystal clear WIG (discipline 1), focused on the lag and lead measures (discipline 2). The lag measure determines if you have achieved a goal. Originally our goal was for the entire district, since we have decided to target excellent teachers for our plan it was agreed upon to start off with high school. Next, we decided how to create a player’s scoreboard (discipline 3) to track and measure results. Finally, we committed to and scheduled weekly WIG sessions.

 Discipline 1

Wildly Important Goal

The select top 25% of educators in high school will include five or more desired targets of blended learning for excellent digital instruction into their curriculum and lesson plans by May 2017.

 Lag Measure

Increase the use of blended learning techniques in the classroom for high school by 50%.

 Discipline 2
Act on Lead Measures
Lead measures are the levers in which you can influence and predict the outcome.  Listed below are the leverage actions that will enable my team to achieve their goal. These actions are similar the Six Sources of Influence in my Influencer Strategy.

Lead Measures
Discipline 3

Compelling Scoreboard
This is the discipline of engagement. People disengage when they don’t know the score. Our team will develope a form or survey that will calculate the data for our scoreboard.  As a team, we will be responsible for updating the scoreboard. We will plan on creating a theme for our scoreboard.  To date, the scoreboard has measures with “reach” goals that drives teaching and technology, so that faculty and their teams get credit for using blended learning to help more students. A good scoreboard tells a team where they are and where they need to be at what time.  Remember for morale purposes that if we feel happy and that we’re winning, we’ll contribute more. It is important to the team we measure the right things for this to be effective.


Discipline 4
Create a Cadence of Accountability
This step will address the adoption stage of change, the discipline that will bring the team together and account for past performance and move us forward, by holding ourselves accountable for what we have planned. The meeting will take place weekly. The focus is to discuss what has worked, what has not worked and to make new commitments for the upcoming week. Our success and failures will be reported to administration so they can see our accomplishments with our “Blended Initiative”.

Stage 2: LAUNCH
Now our team is at the starting line. We will plan a formal kickoff meeting for the team, organize an agenda and arrange for a nice catered lunch with desert to set a positive, energetic atmosphere. We recognize the launch phase requires focus, so visuals will be placed in the board room promoting the blended learning initiative. The agenda will remain dedicated to implementing the 4Dx process; we will consider our potential and address any issues or concerns in advance.

When we meet in our weekly scheduled WIG, we will first review our scoreboard. Then faculty members will share their experiences, and good teachers can learn from great ones. Faculty will individually make new commitments to improve their score. We will focus on making adjustments as needed using increasingly better measures and will look to enhance observation rubrics to reflect any new and different practices shown by research to be important in blended-learning environments.

In stage four we will encourage and recognize abundant creative ideas, as our teachers collaborate, they will share what tools are being utilized and show student examples of project-based assignments on the whiteboard. We will welcome any proposals for better measures to optimize performance. We will celebrate our success in the WIG meeting with refreshments including cake and punch.

Stage 5: HABITS
Any significant organizational change involves changing habits. Eventually, our new behaviors will become ingrained in our day to day operation. We can expect to celebrate the accomplishment of our “Wildly Important Goal” and see a continual rise in our faculty’s level of performance.

K. (2011). John Kotter – The Heart of Change. Retrieved August 07, 2016, from http://www.youtube.com/watch?v=1NKti9MyAAw

McChesney, C., Covey, S., & Huling, J. (n.d.). The 4 disciplines of execution: Achieving your wildly important goals.

Public Impact. (2013). A better blend: A vision for boosting student outcomes with digital learning. Chapel Hill, NC: Author. Retrieved from http:// opportunityculture.org/wp-content/uploads/2013/04/A_Better_Blend_A_ Vision_for_Boosting_Student_Outcomes_with_Digital_Learning-Public_ Impact.pdf

Sinek, S. (n.d.). Tools. Retrieved August 07, 2016, from http://www.startwithwhy.com/


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