Strategy in education is often considered to be planning. What underlies this planning is decision making. What is often clouded, no matter the setting, is who is making the decisions and how this links to effective change management. 

In this blog, we're diving into the deep end of decision-making dilemmas, asking the kind of questions that make you want to scratch your head, sip your coffee, and wonder, "Who's really steering this ship?"

1. Is your governance clear? (not governors!)

We have worked with over one hundred leaders in the past twelve months and the answer to this question is always ‘no’. Before you begin to consider the process of decision making, become really clear as to who is accountable for the decision, who is responsible for implementing it and do that team understand each other well enough to have a constructive conversation to make the final call. The power of external facilitation for this conversation can be transformational, discovering both assets and biases beneath what is being contributed. 

2. Do your strategic pillars link to each other?

Now you have clear governance, are those who hold those positions able to integrate with each other? Firstly, is there a shared purpose and vision for the setting? Without this, there is very little chance that the organisation will move forward with a sense of alignment. Secondly, does each strategic pillar (say the four pillars of Ofsted to keep it simple) benefit the other? Will the communication of this be clear enough to clarify roles and responsibilities as well as mutually beneficial? Will it consider both logic and emotion? The whole vision and the individual’s own journey? This is key to winning over those who have their own passions or who are disengaged.

3. Who else is being consulted on what?

If we are to truly consider all stakeholders, those worthy of a stake, then where is their contribution to this process of decision making? If we are to maximize engagement, address and value resistance and create a sense of empowerment, listening is a key process. Who in the team, student, staff or parent will bring an alternative perspective and a realistic lens to the change being proposed? Making this a process also removes uncertainty as to when change is coming and for preparation work to be done. In the peak of staff attrition, actively seeking consultation adds so much weight to the perception ‘I matter’ and therefore creates both retention and resistance because they are contributing to something greater than themselves- it becomes meaningful. 

As you approach the time of year where most settings are beginning to plan forward, ask yourself are you really putting in the time and giving yourself the space to really think this through, understand the human dynamics of decision making and learning how to truly listen to seek the wisdom of the crowd? If you are not, it is unlikely you will see what you are missing and however wonderful the decision you make is, making it happen will be much harder. 

At the Glass House we practice what we preach! We don’t just tell you what your strategy should be, we co-consult using frameworks for growth and facilitating the safe space for you, your team and your board to discuss and align on your future and how you will get there. Using the science of human behaviour and change management we can accelerate you to the next stage of your journey.

If you are interested in exploring your strategy opportunities and the benefits it can offer more widely for your organisation, we would be delighted to discuss options further. Please book a discovery call or contact us at info@glasshouselab.com.

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