It is extremely instinctive to avoid conflict. For decades, schools have been presented with ideas for change and development, multiple ‘experts’ explaining the rapid evolution of technology, the workplace, and global human requirements. Due to the conflict these ideas can cause in a school, leaders and teachers have become extremely adept at supporting the status quo by inventing excuses for why they can’t be expected to do ‘too much crazy stuff’ (by the way, three different schools’ leaders said these exact four words to me in conversations this year).
This is why I found the following 2012 TEDGlobal talk by Margaret Heffernan, really powerful. Her bio on TED states: The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns — like conflict avoidance and selective blindness — that lead organizations and managers astray.
In this talk, Heffernan uses excellent true stories to illustrate that avoiding the things that challenge our assumptions can have disastrous consequences. Likewise, finding systematic methods for embracing and allowing ideas that challenge to be aired can make all the difference in turning an organisation into a leading example for others. I listened to this and saw obvious parallels in all the schools I’ve worked in. Schools will only make real and relevant progress if they can ensure school leaders and teachers organise and then listen to genuinely critical friends.
Cultivating a school culture that is not just an echo chamber of professional back slapping or an isolated ivory tower of decision making is difficult in schools where the leaders are not skilled or prepared for challenging the status quo. As Heffernan explains, this has the tendency to make people less likely to offer any challenge in the first place. The echo chamber within the school then continues to develop what are seen as more robust arguments against change. One of my most quoted statements from a post this year was: “schools should spend more energy challenging your school’s status quo, than any alternative that might be suggested.”
“Teachers will meet after work only to discover in conversation that they have the same gripes about work but see no potential impact from voicing them”
In many schools who claim a friendly atmosphere amongst staff, this friendliness and social comfort is often seperate to any professional or operational issue. If you’ve ever been on a team-building excursion, you’ll know what I mean by seperate. Furthermore, teachers will meet after work only to discover in conversation that they have the same gripes about work but see no potential impact from voicing them. In contrast, I know a small number of schools in New Zealand that ensure teachers and leaders have at least one identified critical friend. In one high school, this system is site-wide and on a rotation each year to ensure many different perspectives are heard on any idea or current practice. Students are also involved in planning meetings to help the school appreciate things from the viewpoint of those receiving the learning experience. This has created a more open, adaptable and friendly culture towards developing and improving all aspects of school.
I’m off to read Heffernan’s book Wilful Blindness: Why We Ignore the Obvious at Our Peril. I think many school leaders should do the same.
So, maybe you’re on Twitter, your colleagues are on Twitter, you’re excited about ideas around new learning and your Principal might mention these themes in staff meetings. So why, to often, is no real change happening in your school?
All this 21st century learning talk is happening but you’re still performing standardised tests, teachers are still teaching from the front of class and most are still predominantly isolated in their own classrooms. There’s probably a small group of “new learning” types who you know are trying the “Project-based-design-thinking-SAMR” type stuff but the school as a whole isn’t following their lead.
I recently came across a talk by Michael Fullan on making change. I thought this would be useful to share but it also reminded me of a TED talk by Linda Hill, which then led me to dig up 3 more TED talks which when combined might give schools and their leadership teams some real incentive and instruction for change. They also combine to indicate that progress will not be made with either top-down or bottom-up approaches but from a developing a new school culture towards shared, networked collaboration at all levels.
Here are the 5 videos:
- Michael Fullan: Leading quality change
- Linda Hill: How to manage for collective creativity
- Eddie Obeng: Smart failure for a fast-changing world
- Manuel Lima: A Visual History of Human Knowledge
- Barry Schwartz: The way we think about work is broken
Inspired by these talks, here are my …
Five THINGS THAT TRANSFORM A SCHOOL
- Your Principal is seen by the teachers as an equal participant in learning.
This I got from Fullan in his talk he gave in New Zealand about transforming the Canadian school system. He highlights that a principal behaving as an active learner was a surprise key indicator in his research into schools making significant and positive change.
- The teachers are aware of the impact of 21C opportunities and challenges
Eddie Obeng’s talk is both fun and powerful in explaining how so many people didn’t notice when all the rules changed regarding how success happens, how organisations are run, how work gets done and what skills & knowledge are required to survive in a world where the new scale people of all ages operate under is global. If we want to say we are preparing young people for the world, we need to wake up and take note that many of them are already making use of this new interconnected world that many schools are yet to accept exists.
- The school now operates as a network not hierarchy
Manuel Lima indicates how one of the changes that’s taken place without most schools noticing is that, after 2000 years, we’ve moved from seeing everything as a hierarchy and now view and operate everything in networks. This is also backed up in the Fullan talk. Lima’s talk will make your school consider if it operates as a 20th century hierarchy or a 21st century network. This is key to preparing both staff and students for the next 50 years. It also connects with Fullan’s theme about “social capital” or the quality of the group work and connections used by the teachers and with Obeng’s thought on everything now operating at a global scale, due to new online networks.
- Schools are doing more than just handing out grades
Complementing Obeng’s need for a new look at learning, Barry Schwartz introduces his concept of Idea Technology. He explains that one simple assumption introduced by Industrial Revolution removed all non-material incentives to work on a premise all people were inherently lazy and you wouldn’t get them to work without incentivising with pay. It made me think that schools adopted the factory model and it seemed only natural that you would need grades as payment for work without considering what work environment might be created to have people genuinely satisfied at school. A wonderful quote is : “The very shape of the institution within which people work, creates people who are fitted to the demands of that institution and denies people from the kind of satisfactions from their work that we take for granted.” If students work for tests and grades they are only prepared for exactly that environment. An environment that doesn’t exist outside academia.
- School leaders have stopped ‘building visions’ and inspire people to follow it
Linda Hill says “Innovation is not about solo genius but collective genius.” She goes on to outline how the most successful organisations build organisational structures and cultures that are “iterative, inter-related and quite frankly messy.” She also highlights that investing in all the people to give them time to develop and collaborate around new challenges and ideas. It is also critical to build a culture where everyone, and I mean EVERYONE, feels they might have something to offer in improving the operation of or output from the the organisation.
This is a huge issue for schools, where many teachers never bring problems to the leadership team because they don’t think it’s there place to suggest change. Schools are often not flexible or iterative enough to adapt to changes as they arise. A fixed-time vision for learning in a school issued from top-down can kill excellent ideas that surface during the period of time in question. What I took from Linda’s talk was that schools need to develop a staff culture for collaborative problem solving, discovery driven learning (and that’s the teachers we’re talking about) but run integrated decision making where everyone is confident to express ideas.
Adapt or lose your students
Schools lag further and further behind the pace of world change year-on-year and we need bold, aware, flexible leaders who know how to work with their community to collectively build a new culture of adapting to change to remain relevant. More children every year are finding alternative paths to early success and careers because their school was unable to adapt to their needs. Let’s stop wasting the potential of what might take place during a person’s school years and start operating the way the world does already.
P.S. This whole post and graphic were spun towards a positive rather than negative angle thanks to Lisa Donohue in Canada (@Lisa_Donohue). Thanks Lisa for your #Growth Mindset approach.
Here’s a rework of Michael Fullan’s model:
There are more transformative ideas in my book A learner’s Paradise: How New Zealand is reimagining education.