At the heart of every thriving relationship is finding common interests and passions that can be pursued together. Kurtis and I certainly have done this through our work with Collaborative Response. We are both so passionate about the work that it is foundational to who we are and how we function as a couple! But that’s not all! In addition to our common interest in Collaborative Response, we also love hockey (in particular the Edmonton Oilers), seeing live music (the Foo Fighters are our favorite) and golfing (one of us is better at it than the other - I’ll let you guess who). An obsession I have had throughout my life, starting at the age of five on my first trip, is an absolute fascination with all things Disney. It has been a central driver for me and I seem to have pulled Kurtis into this magical realm.
So, during a recent trip to Disneyland, we found ourselves consistently reflecting on the critical importance of systems and how we saw evidence in every step throughout the magical kingdom!
Disneyland and the Power of Systems
At Disneyland, the sheer number of people, the multitude of events happening simultaneously – from parades to fireworks – and the coordination of hundreds of "cast members" is truly remarkable. Time and again, we found ourselves remarking on the incredibly well-orchestrated systems in place. It's unlike any other place in the world.
We even noticed a thick manual for a single ride, detailing all the systems, training, and processes involved. It’s no secret that Disney cast members attend "Disney University" not for a graduate degree, but to learn how to function seamlessly within these parks. This level of coordination can only be achieved through clearly understood and documented systems.
This got us reflecting on our own organization. We've long argued that true collaboration doesn't just happen; it's cultivated. And a strong collaborative culture, especially within a Collaborative Response framework, thrives side-by-side with clearly understood, documented systems established throughout the organization.
Why Systems Thinking is Critically Important
So, why are systems and systems thinking so vital in our schools and divisions?
- Clarity of Roles and Responsibilities: In the complexity of a school, with countless things happening daily, systems ensure everyone understands their roles and responsibilities. They clarify "what happens in certain circumstances," enabling smooth operations. Just like Disneyland knows exactly when its parade and fireworks will happen, and has a system for it, schools have repeatable events and processes that can be systematized.
- Repeatability and Refinement: Systems allow us to document processes that happen over and over again – who does what, and when. The beauty of this is that once a system is repeatable and documented, you can constantly tweak, adjust, and refine it. If something isn't working, you can identify the specific part of the system that needs an update.
- Assurance and Security: Documented systems provide a sense of security and assurance. Staff know where to look for information and what to expect in various circumstances. It creates a predictable environment, which fosters confidence, psychological safety and reduces uncertainty.
- Building Legacy and Ensuring Sustainability: Clear, documented systems allow your organization to sustain its efforts even through staff transitions and leadership changes. Instead of systems crumbling when key personnel move on, the documented processes provide a roadmap for new team members, ensuring continuous forward momentum. This counters the common anxiety teachers sometimes have about a new leader coming in; with documented systems, the core way of doing things remains, allowing for purposeful evolution rather than a complete overhaul.
Kurtis often shares “Good leaders don’t solve problems. Good leaders create systems to solve problems.” Now, he says this while understanding, of course there are times where a leader is called upon to address an issue and resolve it. However, his statement reinforces that systems should be used to identify and solve problems for the organization, ensuring everything doesn’t land at the leader’s door in a reactive, ‘responding in the moment’ fashion!
Moving Beyond "We Just Discussed It"
We've all experienced or even led schools where the approach was, "We'll just discuss it at a staff meeting, and that should be good." But how often does this lead to confusion and misalignment? Hearing "But we discussed it at a staff meeting!" when things go awry highlights the critical need for documentation.
Even within our own organization, for this very blog, we have a clear, documented system: from topic selection and note-taking to considerations and intentional links when posting. It's like a checklist, ensuring consistency and efficiency, so that it could be easily understood and repeatable as transitions happen in our organization. People move - systems endure!
Documenting Your School's Systems: Where to Start
This time of year is ideal for leaders to think about what systems you need to articulate and document to carry on your legacy beyond year-to-year functioning. This is how you embed "the way we do things" into the fabric of your school.
Consider documenting systems for:
- New Student Entry: A clear checklist outlining responsibilities for front office staff, teachers, and other team members as new students enter the building.
- You might consider developing a transition document to describe students as they transition from grade to grade or building to building. Here is a template that might assist you in creating your own.
- Grade Level Planning/Collaborative Planning: Establish predictable protocols that articulate the purpose and expected outcomes for these meetings, allowing professionals the "loose" flexibility on conversation topics while maintaining "tight" adherence to the system.
- Here is a blog that explains Collaborative Planning in more detail. The structure starts with a data review using a simple template like this one but leadership need to ensure the data is aggregated into grade groups or cohorts (not by isolated classes).
- The each team uses a team planning guides (here are two samples based on setting a Goal Template or Action Research Template). Leadership is encouraged to engage in conversations at least three times per year based on questions embedded in the template and to provide teams with opportunities to share with each other at staff meetings or on PD days.
- Predictable Meeting Protocols: Clearly lay out what every Collaborative Team Meeting and Collaborative Planning Meeting looks like, so there's no question about what staff are walking into.
- Protocols such as meeting roles and developing team norms assist in the clarity of how a team meeting will function.
- Consistent meetings can be maintained through the use of predictable agendas. Here is a sample of an agenda for the collaborative team meeting:
- Universal Screening Administration: Document the process for administering literacy or numeracy screens, including timelines, responsibilities of classroom teachers, and team involvement. Consider establishing a calendar for your data and evidence so you not only know when the assessments are taking place but how to use the information and with what team, making best use of timing throughout the year.
- Student Behavior Documentation: A simple, clear checklist for recording incidents, including type, time, location, and a system for monthly data organization and review to analyze and articulate a response. Here is a blog that explains a few samples of these tools.
Tools like SharePoint sites, Google Sheets, or custom dashboards can be invaluable for housing these documented systems. Even AI tools like ChatGPT can assist in outlining processes or creating checklists.
We recognize that this might sound like a significant task. But rather than trying to document everything at once, start small. As you encounter areas that require review or reminders for staff, simply document them. By taking it one step at a time throughout the year, you'll find a substantial portion of your systems documented by the end of the school year. This proactive approach ensures clarity and focus, laying a strong foundation for future success.
And after all Disneyland was not built in a day but over time we see the results of focusing on systems and the clarity it provides for all those involved. In a recent audiobook I was listening to, “Come Up for Air”, Nick Sonnenberg suggests that systems free up our minds to allow us to focus on creativity and innovation. This is certainly true for Disney and is an incredible statement when we reflect on the possibility for our schools and districts.
As always, please reach out if you have questions, suggestions, or ideas about different systems or protocols you've built within your organization that you've found valuable. We'd love to hear from you! Email or if you have anything you wish to share!
