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Thomas
A.
Beazley

Grace‐St.
Luke’s
Episcopal
School


Jamie
Baker

Reverb
Consulting

Many
of
these
thoughts
are
further


developed
on
Jamie’s
blog:


Reverb
Consulting
Blog

Reverbconsulting.blogspot.com

We
are
no
longer
in
an
environment
where
a
school

can
put
its
head
in
the
sand
and
imagine
that
it
only

has
to
deal
with
change
every
5
to
10
years.



Descriptors
common
in
the
“industrial
age”





(stable,
predictable,
logical,
linear,
long‐range,

fixed,
tasks,
roles,
rules)
are
being
replaced
with

“information
age”
descriptors
(e.g.
turbulent,

unpredictable,
fluid,
pragmatic,
adaptable,

emerging,
and
process.)



‐
ISM
Ideas
and
Perspectives
Vol.
29
No.
1

 All
types
of
individuals
and
organizations
are
struggling
to

respond
and
stay
in
sync,
to
remain
relevant.
Some
do
this
willy

nilly,
and
others
are
trying
to
devise
plans
such
as
personal

learning
plans,
organizational
learning
plans,
or
sustainability

plans.
The
basis
for
these
plans
is
this
question:


What
will
it
take
to
survive
in
a
new,
fast,
flat,
wiki
world?

A
recent
article
in
ASCD,
"Rigor
Redefined"
by
Tony
Wagner,
outlines
7
critical


survival
skills
for
the
21st
century:


1.
Critical
Thinking
and
Problem
Solving

2.
Collaboration
and
Leadership

3.
Agility
and
Adaptability

4.
Initiative
and
Entrepreneurialism

5.
Effective
Oral
and
Written
Communication

6.
Accessing
and
Analyzing
Information

7.
Curiosity
and
Imagination


How
are
we
further
evolving
these
skills
in
ourselves?

How
are
we
explicitly
teaching
these
skills
to
our
students?




If
you
don’t
like
change,

you’re
going
to
like

irrelevance
even
less.




 
 




 
 
‐
General
Eric
Shinseki,
U.
S.
Army
Chief
of
Staff

 Relevance
is
about
alignment


Your
pricing
and
values
message




must
align
with
customer
and
consumer

expectations,
perceptions,
understanding,

felt
experience.


Alignment
is
led
and
managed
by
the
school

‐‐
story,
visibility
in
community,
designed

experiences

Leadership
and
learning


are
indispensable


to
each
other.


‐
John
F.
Kennedy

Keys
to
a
Successful
Process:


Willingness


Reflection


Mindset

Becoming
an
organization
that
learns
is

dependent
upon
becoming,
individually

and
collectively,
intentional
and
disciplined

at
reflection
despite
the
time
pressures

that
permeate
school
life.
Reflection
is
the

process
of
deliberatively
deconstructing
a

situation
or
endeavor
for
meaning,
impact,

values,
logistics,
relevance,
and
strategic

import.


  The
hallmark
of
successful


individuals
is
that
they

love
learning,
they
seek

challenges,
they
value

effort,
and
they
persist
in

the
face
of
obstacles…
Some
display
these

[growth
mindset]
qualities

and
others
do
not.

Why?


This
is
what
my
work
asks.

  


















‐
Carol
Dweck

The
Chinese
believe
that
those

who
get
the
best
grades
are
the

hardest
workers.
In
contrast,

Americans
say
in
polls
that
the

best
students
are
the
ones
who

are
innately
the
smartest.


‐
Nicholas
D.
Kristof,
New
York
Times

Grace‐St.
Luke’s
core

leadership

embarked
upon
an

intensive,
prolonged

exploration
of
the

themes
presented
in

Pink’s
book
to

generate
strategies

for
becoming
more

aligned
to
the
21st

century.

 The
future
belongs
to
a
very

different
kind
of
mind
‐‐
creators

and
empathizers,
pattern

recognizers,
and
meaning
makers.

These
people
‐‐
artists,
inventors,

designers,
storytellers,
caregivers,

consolers,
big
picture
thinkers
‐‐
will

now
reap
society’s
richest
rewards

and
share
its
greatest
joys.

‐
Daniel
Pink,
A
Whole
New
Mind

Hello,
I’m
a
Mac
and
I’m
a
PC….


MFA
=
the
new
MBA

Not
just
function
but
also
DESIGN


Not
just
argument
but
also
STORY


Not
just
focus
but
also
SYMPHONY


Not
just
logic
but
also
EMPATHY


Not
just
seriousness
but
also
PLAY


Not
just
accumulation
but
also
MEANING

Pjkl

  Brad’s
driving
passion

fuels
his
learning.
He

works
hard
at
continually

learning
about
his

industry
at
a
micro
and
a

macro
level
because
he

loves
it.
He
is
playful
and

Joe’s Wines
intensely
passionate

Brad Larson
Owner and Sommelier
about
what
he
does,
and

that
affinity
drives
him
to

continually
do
better.



 Play
will
be
to
the
21st
century
what

work
was
to
the
last
300
years
of

industrial
society
–
our
dominant
way
of

knowing,
doing,
and
creating
value.



 
 
 
 


–
Pat
Kane,
The
Play
Ethic

Play
deserves
more
respect
than
it
gets.

Playing
with
images
and
ideas
is
what

creativity
is
all
about,
and
creativity
advances

civilization...If
there
is
any
better
way
to

strengthen
a
brain,
or
to
feed
the
spirit
than

to
play,
I
do
not
know
what
it
is.


‐
Edward
Hallowell,
The
Childhood
Roots
of
Adult
Happiness

Look
for
ways
to
be
more
playful


  
café
to
harvest
information

  
field
Trips
(Get
on
the
Bus)

  
guest
speakers

  
movie
day

  Independent
Student
Projects


(no
midterms!)

8th Grade Independent Project
Spqrl

  “Story
creates
an

opportunity
for
our

organization
to
powerfully

express
its
authenticity

through
the
stories
of
our

customers.
Story
leads

others
to
act
upon
their

Independent Bank
desire
to
be
a
part
of
this

Susan Stephenson
Co-Founder, Chairman of the Board
culture
that
happens
to
be

a
bank.”


 When
facts
become
so
widely
available

and
instantly
accessible,
each
one

becomes
less
valuable.
What
begins
to

matter
more
is
the
ability
to
place
these

facts
in
context
and
to
deliver
them
with

emotional
impact.




 Story

=
context
enriched
by
emotion.

E.M.
Forster’s
famous
observation


Fact



The
king
died
and
then
the
queen

died.


Story


The
king
died,
and
then
queen
died

of
a
broken
heart.

Msktutv

  Upon
becoming
chairman,

Gibson’s
immediate

challenge
was
to
develop
an

organizational
culture
that

honored
Buckman

employees’
cultural

diversity
and
created
a

capacity
for
collaboration

across
divisions.
“A
written

Buckman Laboratories statement
of
how
we

respect
one
another
and

Kathy Buckman Gibson
how
we
respectively
work

Chairman of the Board
together
infused
our
culture

with
a
sense
of
meaning.”


Presentee‐ism
is
the
phenomenon

of
being
there
physically
but
not

there
emotionally,
mentally,
or

spiritually.
Presentee‐ism
is
caused

by
the
loss
of
one’s
sense
of

meaning
or
one’s
understanding
or

ownership
of
mission.

So
what's
left?
Meaning.
Purpose.

Deep
life
experience.
Use
whatever

word
or
phrase
you
like,
but
know

that
consumer
desire
for
these

qualities
is
on
the
rise.
Remember

your
Abraham
Maslow
and
your

Viktor
Frankl.
Bet
your
business
on
it.



- Rich Karlgaard, publisher of Forbes

MASLOW
Cqys
qz
Ep{u|}

  Standards
of
how
we,
as
professionals,
interact
with
each

other,

with
all
members
of
our
learning
community.


  Standards
that
we
develop
and
embrace
as
a
community.


  Embodies
the
values
that
we
view
as
being
essential
for

working
together
effectively.


  Standards
that
we
model,
reinforce,
and
to
which
we
hold

one
another
accountable.

Sl~•{qtl

  Tim
also
talked
at
length

about
managing
talent

and
the
difficulty

involved
in
motivating

and
influencing
a
player

who
was
at
the

recognized
top
of
their

field.
“As
difficult
as
it
is,”

he
says,
“Without

Young Avenue Sound
collaboration,
if
each

Dr. Tim Sharp player
did
his
own
thing,

Symphony Conductor the
end
result
would
not

Dean of Fine Arts, Rhodes College
be
worth
anyone’s
time.”


 Symphony
is
the
ability
to
put
together

the
pieces.
It
is
the
capacity
to
synthesize

rather
than
to
analyze;
to
see
relationships

between
seemingly
unrelated
fields;
to

detect
broad
patterns
rather
than
to

deliver
specific
answers;
and
to
invent

something
new
by
combining
elements

nobody
else
thought
to
pair.



 
 
 


‐
Daniel
Pink,
A
Whole
New
Mind

Many
engineering
deadlocks
have
been
broken
by

people
who
are
not
engineers
at
all.
This
is
because

perspective
is
more
important
than
IQ.
The
ability

to
make
big
leaps
of
thought
is
a
common

denominator
among
the
originators
of

breakthrough
ideas.
Usually
this
ability
resides
in

people
with
very
wide
backgrounds,

multidisciplinary
minds,
and
a
broad
spectrums
of

experience.


‐
Nicholas
Negroponte
of
MIT



 A
large
part
of
self‐understanding
is
the

search
for
appropriate
personal
metaphors

that
make
sense
of
out
lives.


‐
George
Lakoff,
Metaphors
We
Live
By


organizational metaphor
E~•kp{l

  “You
can
measure
St. Jude’s Children’s Hospital
Pam Dotson, R.N., MBA
Vice President of Patient Services


empathy
and
you
can

develop
empathy.
A


leader
must
manage
with

organizational
empathy

for
the
overall
mission
of

the
organization
first,
with

personal
empathy
for
the

members
of
the

organization.
Yet,
you

must
focus
primarily
on

fulfilling
the
mission.”


Empathy
is
the
ability
to
imagine

yourself
in
someone
else’s
position
and

to
intuit
what
that
person
is
feeling.
It

is
the
ability
to
stand
in
someone
else’s

shoes,
to
see
with
their
eyes,
and
to

feel
with
their
hearts.
It
requires

attuning
oneself
to
another.

Empathy
is
an
essential
part
of
living
a
life
of
meaning.


Empathy
is
an
essential
part
of
Design,
because
good

designers
put
themselves
in
the
mind
of
whoever
is

going
to
experience
the
product
or
service
they’re

designing.


Empathetic
people
understand
the
importance
of

context.


Stories
can
be
a
pathway
to
empathy.


Empathetic
listening,
intuition,
and
willingness
to

deviate
from
the
rules
can
mean
the
difference

between
life
and
death.



Empathy
supplements
objective
knowledge
and
the
use

of
technology.

A
hospital
is
an
empathic
business.


This
is
what
makes
it
a
good
analogy


for
a
school.



 patient‐centered
organizational
chart

 organizational
empathy

 Analogous
organizational
chart
for
school

‐
what
would
be
different?

Ds}uvt

  “Everything
springs
from
your

culture
and
it
must
be
healthy

and
performance
oriented…
Every
large
and
small
thing

associated
with
your

organization

is
marketing,
and

it
communicates
about
you,

whether
you
realize
it
and

Hnedak Bobo Group
design
it,
or
not.
Becoming

hyperaware
and
intentional

Janet Smith about
every
detail
in
your

Founding Principal environment
and
your

interactions
is
marketing,
and
it

pays
off.”


 Design
Is:



problem‐solving

  


 everything
you
see,
feel,

hear,
smell

 how
we
collaborate

 managing
experiences

 what
we
will
be
in
50
years

CYCLE
OF
INNOVATION

  Innovation
is
the
ongoing

process
of
analyzing

Observe

critical
market
factors

and
evolving
customer

needs
and
aligning
your

organization,
its

Assess
 Relevance
 Develop
knowledge,
and
its

people
to
meet
current

demands.
One
innovates

Implement

to
remain
relevant.


The
key
to
success
in
any
organization
is

having
employees

continue
to
learn
and

grow,
yet
too
often
this
is
not
a
priority
for

leaders…Strangely
and
sadly,
this
lack
of

appreciation
and
understanding
about
the

importance
of
adult
learning
is
true
even

in
education.
If
any
setting
should
evince

learning
among
employees,
it
is
schools,

yet
often
they
don’t.

‐
Thomas
Hoerr,
Leading
an
Independent
School

We
can’t
solve
problems

by
using
the
same
kind

of
thinking
we
used

when
we
created
them.

‐
Albert
Einstein

Grace‐St.
Luke’s
School


©
2008
Reverb
Consulting



 The
illiterate
of
the
21st
Century

will
not
be
those
who
can
not
read

or
write,
but
those
who
cannot

learn,
unlearn
and
relearn.




 
‐
Alvin
Toffler,
Revolutionary
Wealth

Jamie
Baker

Reverb
Consulting

jamie@reverbconsulting.com

901
337‐0525