www.andyhargreaves.com Slide 2 High Performance The Norwegian
Way Slide 3 Agenda 1.Norway & Your Way: 4 ways of change 2.The
3 Is of change: improvement, innovation & inspiration 3.High
performance schools, systems & sectors 4.Fusion Leadership
Slide 4 Slide 5 OECD (2010), PISA 2009 Results: Executive Summary
Slide 6 Slide 7 Slide 8 Slide 9 9 The First Way Page 9 Slide 10 10
The Second Way Page 12 Slide 11 11 GERM Standardized Teaching and
Learning; Focus on Literacy and Numeracy; Teaching for
Predetermined Results; Renting Market-oriented Reform Ideas;
Test-Based Accountability; Control Sahlberg, 2011 Slide 12 12 The
Third Way Page 11 Top-Down Government Support Bottom-Up Goals
Performance Targets Resources Materials Training Lateral learning
Peer pressure and support Public engagement Integrated services
Slide 13 13 National Vision Government Steering and Support
Learning and Results Public Professional Engagement Involvement The
Fourth Way Slide 14 Third Way to Fourth Way Purposes From: Detailed
Deliverology Bureaucracy, markets and professionalism Competitive
standards Parent choice Community service delivery Customized
learning Students as targets Public confidence To: Steering and
development Professionalism and democracy Inspiring and inclusive
vision Public engagement Community Development Mindful teaching and
learning Student Voice Active trust Slide 15 Third Way to Fourth
Way Professionalism From: Performance-driven quality Bought-off
unions Data-driven teams Presentism To: Mission and
conditions-driven quality Unions as change partners
Evidence-informed communities Mindfulness Slide 16 Third Way to
Fourth Way Systems From: Accountability first Testing census
Imposed targets Individual leadership development Dispersed
networks To: Responsibility first Testing by samples Shared targets
Systemic and sustainable leadership Area-based collaboration Slide
17 Timing: earlier or later, in shorter or longer periods Pacing:
acceleration and catch-up Settings: within and beyond school
Styles: from instruction to inquiry-led Support: people beyond the
teaching staff Aims: capability-based Technology: computers, video,
and virtual learning Charles Leadbeater, Whats Next? 21 Ideas for
21 st Century Learning (2008) Slide 18 Exploring organizations in
education, business, and sport that perform beyond expectations
(PBE) Beyond Expectations An international research project
conducted jointly by Boston College & Institute of Education,
University of London Slide 19 Clear societal vision Strong public
investment High-quality, high-status teachers Steering by the state
Local curriculum development Trust, cooperation, and responsibility
Improvement through uplift Leaders who teach No initiative-itis
Slide 20 Innovation and improvement Strong public investment
High-quality, high-status teachers Testing without System Targets
Local curriculum innovation Collective system responsibility
Leadership stability Culture of inquiry and risk Slide 21
Innovation and improvement Strong public investment High-quality,
high-status teachers Testing without System Targets Local
curriculum innovation Collective system responsibility Leadership
stability Culture of inquiry and risk Intensive communication
Uniqueness of Culture Slide 22 Towering Successes Vision, justice
and urgency Shared and ambitious targets Higher quality teachers
Strong local partnerships Knowing your people: presence in schools
Schools work together Community development Slide 23 Research
Questions What makes organizations of different types successful
and sustainable, far beyond expectations? How does sustainability
in leadership and change manifest itself in education, compared to
other sectors? What are the implications for school leaders? Slide
24 PBE Criteria Better than you did Better than your peers Better
than youd expect Slide 25 F1: The Fantastic Dream Organizations
that perform beyond expectations aspire to and articulate an
improbable, collectively held fantasy or dream that is bolder and
more challenging than a plan or even a vision. Martin Luther King
had a dream, not a strategic plan - still less a set of key
performance indicators. Slide 26 F1: The Fantastic Dream The shared
vision is about having ambition and nurturing the aspirations of
our young people. Although the levels of deprivation might be high,
that s no excuse for low attainment Elected Member of Tower Hamlets
Ernest Bader s vision was that we shouldn t be damaging the world.
We should be adding value to the world in everything we do, the
products we make, the money we make. So the Commonwealth is there
to manage social development and charitable giving. Managing
Director, Scott Bader Commonwealth Slide 27 F2: The Fear The
experience of success is often heightened by the emotional memory
of a previous failure, or the fear of one that lays in wait.
Organizations that perform above expectations often confront
failure, humiliation, ridicule and even extinction in a way that
galvanizes their commitment to change. An improbable dream begets
an apparently impossible challenge. Slide 28 F2: The Fear I, like
many others, did not like the concept of buying footwear over the
Internet, but the more I learned about it and felt I had an idea on
how we could make it very scalable by creating this virtual model
where we teamed up directly with the manufacturers, the more I
liked it. Scott Savitz, CEO, Shoebuy.com Slide 29 F3: The Fight The
impossible dream and improbable challenge of surmounting failure or
avoiding extinction produce a response of fight to overcome or
avert obstacles, instead of flight to avoid them. Slide 30 F3: The
Fight There was almost a literal fight for the company. The stories
about Green grabbing Rose hit the headlines. Some called it a
fight. No blows were exchanged but it was a real fight; a battle of
wills. Senior manager, Marks and Spencer He just advised me to get
back in and sort it out, which I did! Graeme Hollinshead, former
Head, Grange Secondary School Slide 31 F4: CounterFlow PBE leaders
of organizations that perform expectations are prepared to run
against the mainstream, and to move ahead not by going with the
flow but against or around it. These leaders are courageous,
creative and counterintuitive. Slide 32 F5: Flair, Flow &
Flexibility It is not just teams and teamwork that keep these
organizations aloft; it is the vibrant nature of the teamwork
itself. Organizations that perform beyond expectations have
cultures of creativity and risk-taking. They allow and encourage
workers to have freedom and flexibility to innovate and play. Slide
33 F6: Fast and fair tracking Organizations that perform above
expectations mark, monitor and manage their progress towards
success. They use indicators and targets of progress and
performance that are personally meaningful, publicly shared and
demonstrably fair measures of what leaders and followers are trying
to achieve. Slide 34 F7: Feasible growth Beyond the swift actions
necessary to counter any initial crisis, organizations that perform
beyond expectations do not try to expand as quickly as possible and
take off too fast. They are built on sustainable growth. Slide 35
F8: Friendly rivalry Collaboration and competition are often seen
as opposites. Leaders that perform beyond expectations go beyond
these ideological oppositions and creatively combine collaboration
with competition. Slide 36 So Remember F1: The Fantastic Dream F2:
The Fear F3: The Fight F4: CounterFlow F5: Flair, Flow &
Flexibility F6: Fast & Fair Tracking F7: Feasible Growth F8:
Friendly Rivalry Slide 37 1: The Fallacy of Speed 2: The Fallacy of
Replacement 3: The Fallacy of Numbers 4: The Fallacy of
Prescription 5: The Fallacy of Competition Five Fallacies of
Leadership & Change Slide 38 1: The Fallacy of Speed In
business, most efforts at fast turnaround fail. Turnarounds in
sport typically take 3-7 years. PBE organizations largely enjoy
high rates of staff retention - by choice rather than default. PBEs
coherently connect quick wins that build confidence and enable
survival to longer-term improvement goals. Slide 39 2: The Fallacy
of Replacement In sport, there are negative associations between
turnaround and turnover rates in leadership. Turnaround strategies
for schools that make wholesale replacements of leaders and key
staff emulate strategies in business and sport that most commonly
fail. Yet leadership regimes should not endure endlessly. Usually,
the best formula is internally grown or returning prodigal
leadership, combined with imported leadership from outside. Slide
40 3: The Fallacy of Numbers Victories/defeats and profits/losses
are the ultimate mark of success in sport and business. PBE
organisations also collect data beyond the bottom line as a
foundation for bottom line and high watermark success. Measures are
meaningful and used within relationships of personal consideration,
knowledge and even inspiration between leaders and led. Most
measurement in public education diverges disconcertingly from that
of PBE organisations Slide 41 4: The Fallacy of Prescription PBE
organisations are not standardised. They promote flexibility,
creativity, innovation, risk and discretionary judgement - provided
this fits the dream, doesnt undermine the team and still gets
results. People are not locked into scripted roles. They play in
multiple roles and positions. Mediocre sporting, business and
educational practice is defined by standardisation and
prescription. Slide 42 5: The Fallacy of Competition Even within
competitive market systems, commitment to collaboration and mutual
assistance produces better results. On-field competition combined
with off-field collaboration produces friendly rivalry that
increases performance and results. PBE organisations practice
co-opetition out of moral commitment as well as strategic
opportunity, which positively impacts performance and increases
social value. Slide 43 Facing the Fallacies These fallacies of
leadership, turnaround, standardisation, competition and results
have led to transplantations into education of principles and
practices from business and sport that do not reflect how the
higher performers in those sectors actually operate. Slide 44
Fusion leadership Leading an organization beyond expectations
necessitates a blend of leadership styles or approaches that are
sometimes thought of as polar opposites: charismatic and diffuse;
autocratic and shared; top down and distributed - defying the
professed dichotomies that often define the field. Slide 45 Fusion
leadership 1.Of inner commitments and capabilities 2.Of team and
cultural differences 3.Of leadership & improvement over time
Slide 46 Fusion leadership 1.Courageous 2.Inspiring 3.Creative
4.Inclusive 5.Distributed 6.Sustainable Slide 47
www.andyhargreaves.com
