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Rethinking Choice

August 26, 2013

I’ve never been a member of a union, refusing to join even when I was the lowest paid teacher at a suburban Milwaukee school in 1970.

Nevertheless, I find that the results of a recent poll conducted by the American Federation of Teachers correspond closely with what I am hearing and seeing. AFT reports . . .

  • Parents favor strong neighborhood schools over expanding school of choice, charter schools and vouchers.

  • Parents oppose reductions in art, music and physical education.

Those who are advocating that we provide parents with “choices” for their child’s education need to be reminded to offer the choices parents really want - neighborhood schools where there are more performing arts and physical activity.

Destabilization of our most fragile communities – whether they are found in our most distressed urban areas or the most rural and remote crossroads of Michigan – is worsened when community-building educational programs are cancelled and neighborhood schools are closed. Those who advance such an agenda are making bad choices for our schools, communities and state.

Holding Back

February 24, 2015

I wrote last week in this space about the positive place for disagreement in organizations; and I held back on pushing the topic a bit further.

Sometimes an organization leader has to hold back. Sometimes the leader needs to recognize that the organization has more disagreement than it can handle and that taking on another topic for which much disagreement is likely would be like drinking from a fire hose.

In Leadership on the Line (HBS, 2002), authors Ronald Heifetz and Marty Linsky write that “leadership requires disturbing people – but at a rate they can absorb.”

Heifetz and Linsky describe the need to “orchestrate the conflict” in four steps:

  1. “Create a holding environment” – a safe place to interact.
  2. “Control the temperature” – turn the heat up to get people’s attention, and turn it down for them to cool off or to catch up.
  3. “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
  4. “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.