Leading this summer, and into the new school year, will be a challenge. In fact, this is likely one of the toughest times to guide a school system in our nation’s history. The problem is superintendents and their teams face several unknowns but must move forward and make the best decisions they can with the information which is available. Health officials are providing guidelines regarding the new school year, but not mandates – Governors too. Ultimately, decisions regarding how school districts will move forward with issues like social distancing, screening, and disinfecting will likely come down to the local level.
So, superintendents are left to work in the “gray”, rather than make decisions based upon known models, trusted theories, or previous experiences. In the leadership literature these issues have been described as Wicked Problems (I am not joking this is really a thing) and they are defined as challenges which are unique, oftentimes are without definition, and are hard to address. How do we operate in this environment? How do we solve these types of problems? Let’s take a look.
To address situations which fall in the gray, or might be defined as Wicked Problems, we need to start by including a broad base of constituents in the process. It is important to have a group providing input that represents the district and the issues in an inclusive manner. Addressing an extremely complex problem, which is viewed through varying perspectives, can only successfully occur with broad-based stakeholder involvement.
It is also important to shift from thinking about producing solutions to outlining interventions (Knapp – Wholesome Design for Wicked Problems, 2008). Clearly when faced with this type of challenge, you don’t know what you don’t know, thus you are attempting to address an intricate and evolving situation. Although this is nothing more than a pivot in thought process, it is powerful from the perspective that it reframes what you are attempting to accomplish.
A final bit of advice is to use an “integrative decision making” process. In other words, when dealing with gray, or Wicked Problems, the best decision is likely a combination of multiple ideas which combine to establish one solid overall plan of action. It is said in the Bible that a cord of three strands is not easily torn apart and I believe this is a good representation of what occurs when an integrated decision is established.
As you move into the summer and plan for the fall, I hope this information is of use to you. It really is about how we might mentally approach this unprecedented challenge and think about the issues which lie before us. Remember to remain optimistic and realize that, along with your team, you have within you the ability the address these issues in an effective manner.
Please leave your comments in the space below and share with us any wisdom you believe might be helpful for us all. As always it is greatly appreciated!
Howard- the phrase leading through ambiguity is also
one Dr Fran Prolman has coined during these times. I enjoy reading your blog because it helps keep me optimistic and this one is timely with the application to our local task force! I hope you continue the blog in retirement.
I like the phrase “leading through ambiguity”. I think it captures the dilemma we are facing and although there are no right or wrong answers, by sharing with each other we will have better outcomes. I definitely plan to keep blogging and working to stay engaged!
Howard,
Enjoyed your article. My Principal and I have planned to get get a committee of stakeholders together to help plan the future of this school district. With their input we hope to start our new school year on August 17th with health measures that may satisfy the majority of parents.
Howard Gaffney
Great plan! I hope all goes well and although I know you can never make all happy, if you go through a thorough process, I trust you will have a positive outcome on August 17.
Good words … and great caption: “Leading in the Gray.” Educators have typically found success in both their academic and career pursuits by clearly defining the requirements of the assignment, completing them carefully, and earning that “A” (or promotion). The requirements of this assignment (leading during COVID) defy clear definition.
Agreed, Cal. I believe when we face an assignment which defies clear definition we need to involve others in the process and approach decision making by indicating that things may change. Our stakeholders typically want absolute answers, but in this case all will need to remain flexible.
Howard, Enjoyed your article…. With respect to planning and decision make this next year will be like a “flow chart”. It situation producing a yes or no response will dictate next steps many of which have not been identified year. Sadly there will not be sufficient time to create “policy” and guidance and next steps will definitely come from strong leadership.
Yes – I think it will be like a flowchart with a multiple scenarios which districts will outline and then work through. Strong leadership will be important, along with a diverse group assisting the leader in thinking through how to move forward.