Struggling with change? See how Mount Alexander College applied the Four Rooms of Change to renew its identity, strengthen teamwork, and achieve measurable growth.
Mount Alexander College is an inner-city secondary school located in the Melbourne suburb of Flemington, Victoria in Australia. Formerly known as Debney Park Secondary College, the school rebranded as Mount Alexander College in 2012. The new name references the school’s long history in its current location and its landmark position in the Flemington community. The rebranding was part of a strategy to reposition the school in the community and demonstrate its commitment to being an exciting, vibrant school of choice for local families.
Despite working with Boston Consulting Group (BCG) to market its successes to the local community, the school had experienced declining enrollments in recent years and negative perceptions. Students come from diverse cultural and linguistic backgrounds, and many speak English as a second language, including newly arrived migrants from Sudan with little or no prior schooling.
Therefore, Mount Alexander College students are often negotiating a school system, transition process, and post-school experiences that are unfamiliar to their parents.
The new principal, Alan Davis, and the Mount Alexander College leadership team decided to guide the school community through a rebranding and renewal process, which was approved in late 2011. The school implemented processes to improve instructional practices and increase student engagement. They determined that staff needed a better understanding of each other and of their individual emotional well-being, as well as better strategies for coping with change.
Alan Davis chose to use the Four Rooms of Change theory in a program delivered by the Teacher Learning Network (TLN).
The teaching and management staff received instruction on the theory, completed the Organizational Barometer instrument to measure the school’s “climate,” and analyzed the data to produce a plan of action.
Today, the college boasts a positive atmosphere, a sense of purpose, and strong relationships between staff and students. The school now reports positive enrollment growth, with an overall increase of nearly 100 students. The school also reports that its significant net operating deficit has decreased and will most likely disappear by the end of 2013.
Testimonial
The data and rich conversations produced by working with the Barometer were remarkable for each team member and improved their understanding of their role in the new structure and of each other. I can honestly say that the sessions were challenging and uncomfortable at times, but deeply rewarding. It’s great to be singing from the same song sheet!
Alan Davis, Principal
Photo
Aedrian Salazar, Unsplash
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