I remember a time many years ago when interviewing candidates for a football coaching position we asked “what type of offense do you plan to run?” The goal behind the question was to hear whether the candidate would speak to a predefined approach, or whether he would indicate that it was dependent upon the abilities of the student athletes on the team. We were looking for the latter concept.
Leadership and decision making are always situational, meaning the specific scenario we face dictates how we should proceed. What works in one district might not be successful in another. Similarly, the process we follow in implementing one change process might not be the right approach in another setting. The situation (or context) matters. In fact, it matters a lot!
Superintendents must be able to deftly navigate, wading through the applicable policies, guidelines, nuances, and political ramifications. It takes a wise, strategic leader to consider the distinctions prior to making decisions or choosing a path to follow. We must have a tool box, not a template, to face the realities of our job on a daily basis.
What makes leadership and decision making unique each and every time is the mix of people involved and the timing of the event. Researchers James March and Johan Olsen developed a way many years ago to help us understand this phenomenon using their “Garbage Can Model” decision making process (yes, they truly called it the Garbage Can Model!).
In essence, varying thoughts and ideas go into the can based upon the mix of people involved and the timing of events. The ideas are mixed up and often coalesce, the product being unique outcomes each and every time a decision is made.
So, back to the football coach. If we have predetermined our decision prior to interacting with others (already chosen our offense), or have a set process to follow in implementing a change, we will likely run into trouble. Although we may have a certain concept or process in mind, we must be ready to make adjustments based upon the people involved and the timing of the event. It may even be that the timing is wrong and to make a certain decision or promote a certain idea will only lead to failure.
In summary, each leadership situation and decision making scenario is unique and we should operate from that mindset (don’t go in knowing which offense to run). We should stop, reflect, and look in our tool box for the right tool prior to taking action. Additionally, we must remember that the key differentiator in each scenario is the unique set of people involved and the timing of the event.
Do you agree with this philosophy as a leader? Why or why not?