The timing of this question is quite interesting. With recently losing our superintendent, the shift of frames is very evident amongst many of our organization's employees. For some, this is relief. For others, it is bringing a level of uncertainty.
Our previous frame was heavily focused on the Structural and Political Frames. We had a common focus, with clear cut evidences, processes, mission, goals and a VERY defined hierarchy system. There was never any questions about where we were to emphasize the work and priorities in our organization. Politics was embedded throughout the district as we worked to "sell" our level of progress. Recently receiving the National Baldrige Blue Ribbon Award, State Superintendent of the Year and establishing a Leadership Academy to bring other districts to ours were only a few of the more evident political moves taking place. The community was divided as to the demands of the work. Yet, the increasing data was the driving force.
More recently, our interim Superintendent has made it clear we are heading down the same course with a focus on the Human Resources Frame and giving back "power" to the leaders of the schools. This shift has relieved the work, but stressed the question of alignment for many. The shift has occurred as a result of the "loud uproar" from the community regarding the years of pressure and lack of "happiness" amongst the workers.
I have worked in my current system in various areas since 1994. I have watched different leaders change frames based on what is happening in the community or current situation as they served in their roles. It has shifted throughout each frame at one time or another guided by the fact that "the leader" had a leader - the BOE and the community. It is the "Good Ol' Boy" County. Being that the Board of Education ultimately answers to it's community in our case, the pressure to "play the game" is most obvious. Based on these observations over time, the underlying Frame continues to be Political.
The view of which frame most often occurs depends on who and where you are in a system.
As an employee in the system, we see and feel the Structural Frame of rules, policies, and the hierarchy that must be present to keep the processes and systems aligned in an effort to avoid certain chaos. It is by no means the most favored frame, yet must exist in order to provide a constant for turnover and order.
As leaders of various levels of systems, relationships must be established in order to help stakeholders feel productive and keep them returning day in and out to do the work. This is present at varying degrees. Often times, "back pats" and "warm fuzzies" are needed to refocus a worn out employee. However, there are other cases where the warmth would be inappropriate for an ineffective, defiant employee in need of performance improvement. It all aligns to Hersey and Blanchard's Situational Leadership theories.
Along these same lines, one must learn to utilize and respect the Symbolic Frame when dealing with the diverse employees, students, cultures and families we serve on a day to day basis. Without recognizing and respecting the diversity of your current organization there would be a feeling of disconnect amongst the members. A personal goal of leaders should be to bring this frame into light more often within the school and larger educational organization in an effort to unite its members working toward a common vision, mission and goal. We make this attempt in education at the surface level in most cases.
All frames have their place in an organization depending on the factors surrounding the institutions of that system. Learning to use each one effectively and timely is the key to making the system work!
8 comments:
I won't say a lot at this time, but our system has seen a similar change in the past 2o ro 3 years. We had a change in the guard about 3 years ago and the new Supt. has shited our frame from one that was very political and structural to one that is much more HR. There is a lot of emphasis placed on site level leadership and site level decision making. Our Executive team believes in principals making decisions that are best for their school. I am certain that most schools have a different focus from the next school. About the only things that are common across the district are...all high schools have a focus on the Grad rate even if the strategies are different.
I for one am very happy about the frame our current leadership has put in place for us.
I will say it is very interesting to see how different a system, a school and a classroom can be depending on the vision and framework the highest leader puts into place.
It's interesting that change, even change for the better, often makes people uncomfortable. In the previous structured, political system, people may not have liked it but at least they knew where they stood. I think leaders need to be sensitive to this when they consciously shift frames.
Your take on this is very appropriate. Frames do take on new a different directions depending on the leadership and their focus. We've had the same leader for a number of years and the frames still change - most often impacted by external factors.
Being one from the same system as Amy, the change or shift that we are experiencing as a system has given me a new perspective on my own building level management and the anxiety that any amount of change can bring. While I will admit that change can be for the best, as I posted in my own, albeit short, blog posting, I believe that there has to be a balance of frames to ensure stability and longevity.
I too went through a change as you and Gene are going through now. Not going into great details but that change prompted my move to my new position at CVCC. It was a shift from a human frame to a structure frame that had me at odds with my own educational ideals. I still have great love for my old system and still visit and keep in touch with my past super and friends there. There are no hard feelings just different frames.
As I told Gene, it may be a struggle as paradigms shift, but shift happens. :-)
I agree with Gene...there must be a balance. I think we learn most from experience, but we must reflect on our experiences and grow from them....which leads to???....change. I have too learned much about leadership by observing other leaders in action. I have tried to become more aware of how I treat others. As leaders, we must constantly view ourselves from a variety of perspectives and/or perceptions and reflect on our actions. I have a post-it note by my desk: "Respond...Don't React" and that has helped me deal more "gracefully" with difficult situations (hopefully).
Amy,
I have lived in Iredell for the last 12 years and have seen a lot of the changes. I worked at ADR before it became Third Creek, right when Buddy went elsewhere. I started the Principal Fellows program and ended up in Alexander County bc of Betsy Curry. While there are issues anywhere, I do have some autonomy within the system structure, never as much as I would like, but some. Ironically, I'm finding that I am a huge control freak and have issues letting my teachers have as much autonomy as they would like for a variety of reasons. I have to keep remembering to be the kinder, gentler, more approachable principal in addition to the principal who provides the structure and pressure to act accordingly within that structure.
Your cultural symbol of the sailing boat is a wonderful analogy for what your school has been through. That picture is so exhilarating-looking! Has the journey been that breathtaking for your staff? Or,has it just taken their breath away?
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