How can you balance change with stability in Educational Leadership?

Have a very clear vision and values, don't change for change sake, be certain that you are not just trying to 'make your mark', take the time to get to know the school/college/university, speak to the team, involve the team in any change process, involve stakeholders, obtain staff and stakeholder voice, be clear on what is trying to be achieved and why, what the need is and whether the change will achieve the objectives, engage all stakeholders along the way so everyone is acutely aware of the rationale and fully behind and engaged in the process.

It's worth considering whether or not your vision and values match those of the school where you are making the change, particularly if you are new to the school. At that point, the question becomes "is it better to impose a vision and set of values and build consensus as you move forward or build a shared mission and vision and then implement the changes necessary to realise that mission?"

The first point to consider is how aligned your values are with the institution. Study the institution well and keep it aware of the risks of change and the progress of the process as a whole.

1. Establish a clear vision that allows for flexibility and adaptation. 2. Involve stakeholders in decision-making processes to ensure diverse perspectives and support. 3. Prioritize effective communication, transparency, and feedback. 4. Provide ongoing professional development to help teachers and staff adapt to changes. 5. Monitor and evaluate the impact of changes to ensure effectiveness and sustainability. 6. Build a culture of trust and collaboration among stakeholders. By implementing these strategies, educational leaders can effectively navigate change while maintaining stability in their educational institutions.

In educational leadership, balance change with stability by establishing a clear vision and mission. Engage in strategic planning that incorporates gradual implementation and inclusive decision-making. Communicate changes transparently, invest in professional development, and assess the impact of innovations. Cultivate a positive culture, address resistance empathetically, and reinforce core values. Implement effective succession planning and develop adaptive leadership skills to navigate evolving landscapes. This approach ensures a dynamic, forward-thinking environment while maintaining the stability necessary for sustained success.

As any advocate of Kotter knows, the core team at the start is vital to deliver change. Make sure you have the right people on the bus doing the right jobs. This guiding coalition will expand in time to those "On the ground". When you get to this phase it is vital to ensure that resistors are brought in to challenge your thinking.

When leading institutional change, I believe it's important to create a core team with whom you already have a shared vision and mission to support you in the change process and to support the evolution of a community-wide mission, vision and set of values

In any institutional process, stakeholder involvement is essential. Seek insights with them, be participative and inform them of everything. Hold meetings whenever necessary, but make sure it is not excessive.

Education has changed incredibly little since the introduction of the idea of mass education in 19th century if we compare the change to the change in societies in other fields! We have a class and a classroom with teacher in front. Interestingly the digital transition we currently live through and the introduction of new applications of generative AI have actually underlined and emphasized not the importance of change in education and training but rather the role of core competencies and basic skills. This suggests that systems with holistic approach and focus on one hand on basics such as reading and math combined with socio-emotional skills and critical thinking should be well-positioned.

On the face of it, this is great advice. We often push ahead with the change without monitoring it's impact which can lead to disastrous consequences and back pedaling, creating a climate of distrust. However, I know of some leaders who just impose the change without consultation and within 12 months, the new culture is established and people forget about the past and just move on.

One of the worst changes I instigated on a whole school level was one that I rushed! Vital to keep it slow, simple and trial aspects of it to ensure that it is embedded.

Establish criteria for monitoring change and monitor. Be ready to act at the slightest risk of deviation from the original plan. Be ready.

I am very aware of unintended consequences with change. At a previous school I brought in an excellent and innovative curriculum change. It was successful and applauded by many staff, students and parents. However, 2 years later, the new curriculum forced French teachers to teach Spanish! Always look for in unintended consequences!

The idea of learning from failures should be taken one step further… celebrate failures too! Find ways to celebrate the effort and risk taken that led to unique learnings. This could include a segment within team meetings to highlight those who took “big swings” or a bulletin board (electronic or in-person) highlighting “fast failure/deeper insight.” Bottom line, to create a “failure is ok” culture, the team needs to not only feel it’s truly safe to try and fail but that the effort is appreciated.

Setting up structures to provide regular feedback, recognition, and rewards, is key to success. Pay increases/bonuses always help but you cannot buy job satisfaction with money. Setting clear expectations, providing training opportunities, and recognising and rewarding peoples work and achievements are the responsibility of leaders and are fundamental to developing job satisfaction in the work place.

Documenting the entire process, it is possible, in the end, to achieve a collective insight, evaluating the positive and negative points of the entire change. Involve stakeholders.

When planning the change, try to anticipate possible needs. Listen to everyone carefully, where you least expect the answer may be. There is only one big piece of advice in this case. And it applies to everything: Be ready and prepared for any change.

Change is the only constant, but too much change can lead to instability. A strategic approach to change is necessary for success.

Flexibility and adaptability are vital. You must know when to pivot (using qualitative and quantitative data to help guide you). Honesty will also help here (i.e. explaining why you are changing tact). However, sometimes you need to ride out the storm - assessing which route to take is tough so the guiding coalition will help here.

I maintain a balance between change and stability in educational leadership by monitoring my own work and the work of others. To ensure that I am doing this effectively, I employ the following strategies: 1. Observing employees as they work and linking my observations to the framework or strategic plan of the district. 2. Requesting an account of their activities, such as lesson plans or department reports. 3. Assisting employees in utilizing self-monitoring tools like data trackers. 4. Regularly reviewing work in progress through check-ins. 5. Engaging in conversations with subordinates and constituents to gather feedback and make necessary modifications and adjustments to my own practices.

Well, I think, In educational leadership, balancing change with stability is vital for growth and innovation. Effective leaders encourage experimentation, implement new strategies, and adapt to trends while prioritizing stability through clear goals and consistent support. For instance, when introducing a tech-based learning approach, leaders offer teacher training, create a supportive framework, and demonstrate commitment to change. They maintain stability by valuing traditional methods, fostering a blended approach that benefits from innovation while providing a stable environment and enhancing the overall educational experience.