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Author's note
Introduction
What is E S D?
Reorienting Education
Localizing the Global Initiative
Challenges and Barriers to E S D
Community Sustainability Goals
Case Study: Toronto, Canada Board of Education
Managing Change
Public Participation
Concluding remarks
Tools to Introduce the Concept of Sustainable Development
Tools to Create Community Goals
Tools to Reorient Education to Address Sustainability
Tools for Managing Change
References
Web resources

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Participants use a chart to determine the level of commitment needed from key players in the implementation of a project.

Purpose

To compare current levels of commitment to minimum levels of commitment needed from key players for effective implementation of a proposed policy, program, or practice.

Comments

To determine areas of support and resistance to the project, use the exercise Inventory of Support and Resistance.

Group size: 2 to 10 participants.

Time Needed: 30 minutes to 1 hour.

Materials

Directions

  1. Ask participants to identify the key individuals or groups whose commitment is essential to facilitate the effectiveness of this project. Request participants write the names of each individual or group in the left-hand column labeled "Key Players" on their Commitment Charting worksheets.
  2. Ask participants to review the simple rating system indicating levels of commitment provided on the column headings on the worksheet.
  3. Ask participants to rate the minimum level of commitment needed by each key player or group for the project to be implemented. Place an O in the box that indicates a minimum level of commitment needed.
  4. Ask participants to study the list of "Key Players" to consider current levels of commitment for the project. Using their best judgment, participants place an X in the box that represents the present level of commitment for each of the key players. See sample chart.
  5. Discuss strategies (e.g., personal contact, letters, recommended readings) to attain the minimum level of commitment identified in the exercise.

Adapted from Organizational Transitions: Managing Complex Change, by Richard Beckhard and Reuben T. Harris. Second edition. Addison-Wesley Publishing Company. Reading, MA. 1987.

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