This process was an example of Michael Fullan's adage that "the person with the problem is the problem, and the solution." Systems-thinking administrators need to spend more time on developing the right questions and thinking of ways to provide time for teachers to develop their own answers. Providing substitutes, paying staff development stipends, rearranging duties to free people up during the day, and asking staff their choice of these options or for better suggestions are all ways to facilitate systems thinking.
A common barrier to developing systems thinkers is the "no time, no money" mantra, which can be answered by thoughtful reallocation of resources. For example, instead of spending all staff development funds on out-of-district workshops and trainings, use a portion of it to develop the policies, procedures, and activities needed for advancing systems thinking in your own school system. However, be careful to balance appropriations as school leaders also have the obligation to create and support opportunities to practice system thinking in action with other schools in their area, their state, their nation, and the world.
An area example of this "outside" systems thinking is when conference schools pool together funds to sponsor a national speaker on a mutually-agreed-upon school improvement topic. Processing time for each district should be provided, with another opportunity for grade-alike and subject-alike teachers to get together for a "swap shop" of ideas across districts. This activity brings to life George Steinbrenner's (owner of the New York Yankees) suggestion to "Surround yourself with amazingly intelligent men and women. The people I work with not only are smarter than I am, possessing both intellectual and emotional intelligence, but also share my determination to succeed. I will not make an important decision without them."
Of course, the ultimate test of systems thinking is evidence of system-doing. Is it possible that leaders dedicated to systems thinking will make mistakes as they set out to put "systems thinking" into "systems doing?" Of course, or as Fullan states: "The reason that new leadership is required is that the breakthroughs (of systems thinkers in action) are very hard to do...Mission Impossible? Maybe. But don't give it another armchair thought. To the new (systems thinker), mission impossible is just another hypothesis to be tested. Go for it!" (Leadership and Sustainability, p. 104).
Finally, take one last piece of advice offered by Yoda in Star Wars: "Do...or do not. There is no try." Your mindset and leadership will set the stage for successful systems thinking and doing. And your greatest gift to the school system you serve will be the number of leaders you have mentored to carry on the difficult work of system thinking in action.
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