On Emergence
When it comes to the business of transformation, educational institutions largely continue to adhere to the method of analyse, conceptualise, and execute. In other words, analyse ‘how we do school,’ conceptualise some new outcome for one or two parts of that model, then execute by imposing that new concept on the organisation. Everything lives within the locus of control of the organisation itself, which is why the method endures — it provides familiar comfort.
How to Interrogate Your School's Data
We think it's misleading to insist that, when schools are rich in data, quality decision-making will follow. However, an abundance of data is no crystal ball. To make quality decisions, there are principles to be followed, starting by the first question: what is the decision to be made, and why must it be made? The second question deals with the nature of the decision (e.g., is it the only decision of its kind, ever? Highly unlikely.). How one responds to those questions determines the subsequent actions. Among the subsequent actions is likely analysing the data that the school has to-hand.
Persistent Innovation
How is your school designed, when it comes to the practice of innovation? Is resilience (of your talent, of your leadership) also part of the design of your school? How might you design for that, if you’re just now contemplating the journey? How might you course-correct, if you believe your design to be out of balance?
Accreditation as Elegant Fulcrum
In this way, the accrediting associations play an even more impactful role with their member schools--not just holding them accountable to a professional standards, but helping them to advance their missions and their impact in ways that will be beneficial to society as a whole--part of the public purpose argument for independent schools.
AI Fails to Understand Strategy
It has been my position for years that strategic plans are rarely strategic. In fact, following a review of over 100 strategic plans that I did in 2010, I came to the conclusion that strategic plans were dangerously formulaic. Some thirteen years later, having reviewed hundreds more, I hold to my earlier assertion. Key learning: if something is formulaic, it can be replicated easily by means of an algorithm.