A system is a set of elements interconnected in such a way that it produces its own pattern of behavior over time. Systems are coherently organized in a way that achieves something. The system may be impacted by outside forces, but its response to these forces is characteristic of the system itself, and that response is seldom simple. Systems thinking then is a way of thinking that focuses on recognizing the interconnections between the parts of a system and synthesizing them into a unified view of the whole.
Read MoreAt United Schools Network, we recently added a system aim as a complement to our vision and mission statements. Taken together, USN’s vision, mission, and aim statements help align the work of everyone in the network.
Read MoreMost typically, when I refer to a system in Win-Win I am referring to an organization (e.g., United Schools Network). Thus, a useful definition of a system is “an organization characterized by a set of interactions among the people who work there, the tools and materials they have at their disposal, and the processes through which these people and resources join together to accomplish its work.” The aim of a system is a qualitative statement with methods attached that detail its long-term constancy of purpose.
Read MoreUnderstanding systems may be our best hope for making meaningful change across the many dimensions of our lives at home, at school, and at work. The system lens helps us see events as a part of trends and those trends as a part of an underlying structure. This understanding provides us with improved ways of managing in this world of complex education systems.
Read MoreContinual improvement guided by the 14 Principles is not a project or program to be implemented, but rather a never-ending commitment to quality. With that mindset framing in hand, a recap of each of the principles that have been discussed in this series follows.
Read MorePrinciple 14: Clearly define top management's commitment to continual improvement of quality and its obligation to implement the 14 Principles. Plan and take action to put everyone in the organization to work to accomplish the transformation; the transformation is everyone's job. Start with education for all in positions of leadership.
Read MorePrinciple 13: Institute a vigorous program of education and encourage self-improvement for everyone. A school system needs not just good people, but people that are improving with education. Advances in teaching and learning processes will have their roots in knowledge.
Read MorePrinciple 12: Remove barriers that rob educators and students of their right to joy in work and learning. This means, inter alia, working to abolish the system of grading student performance, the annual or merit rating of staff, and the Management by Objective of schools and school systems. The responsibility of all educational leaders must change from sheer numbers to quality.
Read MorePrinciple 11: Eliminate arbitrary numerical targets in the form of work standards that prescribe quotas for teachers and numerical goals for people in management. Substitute leadership in order to achieve continual improvement of quality and productivity.
Read MoreBreak down barriers between departments and grade levels and develop strategies for increasing cooperation among groups and individuals. Administrators, business & financial managers, operations staff, support staff, students, and teachers, etc. must work as a team to foresee problems in the production and use of high-quality learning experiences.
Read MoreDrive out fear, so that everyone may work effectively for the school system. No one can perform their best unless they feel secure to express ideas, ask questions, and make mistakes.
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