Look back and smile on perils past

The word spek– is a really old word root meaning “to observe”. If you prefer a little Greek: skopein means to “behold, look, consider”. Or perhaps some end of the week Latin: specere “to look at”.

You can see spek– is the root of the word perspective. This is something we are all seeking at the moment. Our isolation has meant that we are missing the normal connection and interactions that allow us to “consider” and to “observe” how others are. And so how we are.

The word perspective originates from Latin perspectus meaning “clearly perceived”. We want perspective because we seek clarity.

Let’s look at some other uses of the word and how they are important utilities for us right now.

Introspective

You know this one. Looking inside ourselves. Many of us have had to spend more time with ourselves than we might have liked (!)

It is not just about looking and observing. This is a time for increasing self-awareness of our response to change and the problems that have emerged.

Regular introspection and reflection give us the chance to capture what is happening with our disposition. The ups, downs and spirals.

Write it down, talk to a colleague or loved one. Using language to express how we see ourselves is a powerful way to process what we are going through.

Your Talking Point
What do you notice about how you have responded to the uncertainty of your current experience?


Retrospective

Looking back is a critical position to take in the coming months, as we transition to some sort of normality. Future innovations will build on the success of the past. They are not disconnected.

Our schools need to consider the powerful practices that were already having a high impact. In our enthusiasm for change and the “new normal” we have to look back at what worked for our community.

What were we doing before? What did we value and how is that different? What still works? Which first principles still exist?

In many ways, it is illogical to consider a snap back to the way things were. Learning, leadership and innovation are intricate and complex behaviours. The stories we carry now and the experiences we have gone through will mean it will be irrevocably changed because we have changed.

Your Talking Point
How has your value set shifted and changed?


Prospective

When we add pro- we look forward. We are scanning the horizon and looking ahead. Here in Australia (in early May) we are starting to see a shift in the restrictions and easing of the constraints.

Many of us are looking ahead and figuring out the path through the next few months. Prospective thinking will serve our communities well, as we navigate a return to the normal rhythms of school and consider what is ahead.

There are school events and rituals to be celebrated that will undoubtedly be on our minds. Will we run those as normal? Will they be different this year?

As we lead we need to be prospective. Crucially our students and families will not have had a homogenous experience. Regardless of the synchronous and asynchronous labels we might use. That diversity will mean we might be all looking ahead and prospecting for different things.

Exploring and surfacing that type of insight may help us design a better learning experience in the future.

Your Talking Point
How will you discover what your community members are looking forward to?

As always let me know what resonates.


Look back, and smile on perils past meaning

The blog post “Look back and smile on perils past” is a quote from Sir Walter Scott’s poem, The Bridal of Triermain: Or the Vale of St. John:

That this same stalwart arm of mine, 
Which could yon oak's prone trunk uprear,
Shall shrink beneath, the burden dear          
Of form so slender, light, and fine;
So! now, the danger dared at last,
Look back, and smile at perils past!

**Photo by Emma Dau

Extending The Spaces You Need To Innovate (Further considerations)

In my previous post about the Spaces You Need to Innovate I explored a range of specific domains of thinking and practice that impact on your ability to innovate.

Each space contributes to the culture and in particular the conditions for innovation. Some spaces are more prominent and noticeable than others, whereas some have a more significant influence than others but cannot be seen.

The ‘spaces‘ I referenced were 

  • Physical
  • Temporal
  • Agentic
  • Cognitive
  • Emotional

In this follow up post, I share a few further examples of ‘spaces‘ that seem to influence our ability to bring ideas to fruition.

Screenshot

Digital Space

Technology has always been part of my work as a teacher and as a consultant. I have seen how students can work together on ideas from the the very earliest days of collaborative docs to blogging.

More recently there are a whole plethora of tools that allow remote teams to operate and innovate together. Without such a Digital Space remote teams would not exist.

I wonder if a complimentary Digital Space has become a default arena which helps innovation projects. When digital spaces operate effectively, they improve communication (outside of email), facilitate collaboration and allow for improved project management.

I am still not completely convinced you need a Digital Space for creative, innovative work. Although it has become a standard space for us to operate it in, a Digital Space seems a “nice to have” not a “must have”.

That said, asynchronous work needs to occur somewhere and digital spaces offer us great opportunities for staying connected and organised. What do you think?

Relational Space

“I prefer to bounce ideas of other people.” How regularly have you heard colleagues, friends and peers say something similar?

A strong contender for a fundamental space for innovation is the opportunity to share the innovative work with others. Encased within this effort is, of course, the process of collaboration which defines many projects. It is rare for us to have to implement creative projects alone.

The Relational Space for Innovation not only refers to the level of collaboration that fundamental but also to the quality of the relationships that exist.

We might consider these relationships as being central to the work taking place: colleagues you are working with, teams and others you consult directly regarding the project.

Relationships exist obliquely too. These might be the fundamental relationships between the industry and stakeholders, or even those indirectly impacted by your work.

Whichever type the Relational Space for Innovation is a key component; the quality of the relationships at the heart of the innovation process is directly proportional to the likelihood of success.

Developmental Space

My final contender, in this blog post, is the Developmental Space to Innovate. I define this space as the room you have developmentally to explore new projects, programmes or opportunities.

In a previous article (Innovation Compression) I explored the situation when new programmes and initiatives pile up. Despite the best of intentions we need to clear the way for new developmental work.

How much is on your plate right now? Are those who bought the crockery removing stuff as well as piling things on?

Innovation compression might be when good ideas or innovative programmes are introduced [forced] into a space still occupied by previous innovations. Programmes get compacted as nothing is removed, nothing is freed up. This is about new and old(er) innovations attempting to co-exist and it typically leads to a reduction in efficacy
 of the newer innovation. I suppose the incumbent might hold existing ground and resources.

If the Developmental Space is not available we will be fighting for attention, resources and energy at every turn. The Developmental Space for our new thinking, renewal projects and creative ideas is key.


FREE Bonus Innovation Resource

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The PDF resource includes

  • Question and Dialogue Prompt Cards
  • Explores the common emotional blocks to creativity
  • Extends the ideas through various levels of an organisation
  • Builds on known innovation models

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Time for Creativity in Schools

Shaking off old timetabling structures will to be one of the most significant challenges our schools face in becoming more creative organisations.

On the one hand, schools are developing incredible curriculum opportunities and learning spaces for students to think and work creatively. Also, on the other hand timetabling of a student’s day remains very similar to what it was like 10, 20, even 30 years ago. I am sure you remember the tone of your school bell telling you to stop thinking and move on to your next lesson.

Many of the working norms of timetabling have not changed in line with new thinking about learning and creativity. Constructs such as time have merely lingered as part of the school experience.

The basic grammar of schooling, like the shape of classrooms, has remained remarkably stable over the decades. Little has changed in the ways that schools divide time and space, classify students and allocate them to classrooms, splinter knowledge into ‘subjects’ and award grades and ‘credits’ as evidence of learning. (Hoffstetter 2013)

“Changes in Mass Schooling:‘school Form’and ‘grammar of Schooling’as Reagents.” European Educational Research Journal 12.2 (2013): 166-175.

Hofstetter, Rita, and Bernard Schneuwly.

It would seem that some of those lingering structures might be getting in the way.

I am not proposing students spend their time with open agendas and no structure, lolling around being “creative”. We can strike a balance in school timetables between the standard lesson block structure and uninterrupted time to become more deeply immersed in creative learning.

Schools understand the need for their students to be creative, but that might mean only on a Thursday afternoon in a 50 minute period. This flies in the face of what we know about creativity.

In the recent Netflix original documentary, The Defiant Ones, Dr Dre the rap artist, producer and entrepreneur points out:

You never know when you’re going to be inspired and what’s going to inspire you. You can’t put a time limit on creativity.

Dr Dre

Unfortunately, I don’t have a beach-side recording studio to retreat to, but I can relate to how I get immersed in creative work. I am sure you will also have experienced when ideas come to you at different times. How might we adjust the learning environment to reduce the barriers to this type of immersive creative work?


The blocks to being creative are deeply connected to the time we have available to us. According to James Adams in his acclaimed book Conceptual Blockbusting, we face a range of emotional blocks to the creative process.

These behaviours and habits stultify our creative endeavours, and they are accurate in education as well as business.

  • A fear to make mistakes, to fail, to risk.
  • Preference for judging ideas rather than generating them.
  • No tolerance for ambiguity or chaos.
  • A lack of challenge – not engaging enough.
  • Excessive zeal – too much speed, pace and haste.
  • An inability to relax and to incubate ideas.

As school leaders, we have to overcome these blocks to nurture conditions for children to be actively creative little souls and provide an environment for innovative learning and teaching design.

What might these conditions include? What principles can we use to guide us? I recently re-discovered this lovely essay on creativity by Issac Asimov, in which he offers some thoughts on creating the conditions for others to generate ideas:

  • Daring cross-connection
  • Free of responsibility
  • Thoroughly relaxed
  • Deep knowledge
  • Discussing something of interest
  • Being by nature unconventional

Organising a timetable that functions efficiently and also embraces Asimov’s conditions, providing the appropriate time and pace for our students to be genuinely creative is a complicated issue. It will be one of the most significant hurdles for our schools to overcome and is a vital component of contemporary learning design. However, changing the way we organise time might be the key to unlocking the ideal conditions for creativity in schools.

6 Protocols To Help You Run Better Meetings

One of the most effective strategies to run better meetings and development sessions is to establish a set of protocols at the start. These working norms should be discussed and shared before you begin and even used to help you debrief.

We have all probably experienced these in some form or another – no technology, come with an open mind, somebody to take minutes – the usual stuff we encounter. In this post, I present a range of alternative protocols I know work from years of application.

Collective Responsibility

Use this protocol to encourage everyone to step up

Although one person may have convened a session or be running the meeting it is always beneficial to discuss how every participant can contribute.

I often couple this with a Step Up Step Back protocol – which emphasises the need for everyone to contribute. Participants are not attending to simply warm the seats.

Sessions are more effective when there is a shared and collective responsibility to work successfully together and not just be on the shoulders of one person.

Approve or Improve

Use this protocol to improve giving feedback

Develop the expectation that feedback is done under the protocol of approving an idea or helping to improve and develop it further.

Feedback should not be so the giver has air time. Critique should help move an idea forward.

Hold your Ideas Lightly

Use this protocol to improve receiving feedback

How we receive feedback is probably more important than how we give it.

To help you when inviting feedback think about Holding Your Ideas Lightly so that others can offer critique.

Avoid clutching your idea so tightly that others can’t help. Effective feedback needs an open disposition

W.A.I.T – Why Am I Talking?

Use this protocol to develop meta-cognition

Before you contribute take some moments to pause and reflect on why you are contributing. Get into the habit of asking some simple questions:

What is my intention behind what I am about to say?

Is there a question I could ask that would help me better understand what the other person is saying and perceiving?

How might I simply listen and let go of my urge to talk in this moment?

Write stuff down and create artefacts

Use this protocol to make your thinking visible

Such a simple protocol and something that is often overlooked as everyone starts up their laptops as they settle into the session.

Make room for materials in the middle of the table and describe how making your thinking more visible and tangible will aid development.

Use index cards or post-it notes to scribe ideas and jot down themes from discussions. Get into the habit as a team of writing stuff down.

Talk about the Talking

Use this protocol to better transition into the meeting

All too often we jump headlong into the agenda. With no intentional transition we are often left reeling with our minds still caught up with the work you just left or from the meeting you have just walked out of.

By making time to deliberately Talk About the Talking you address the change and shift in pace and allow participants time to settle in.

As a team gets into the habit of exploring what the work will require of us, will it be creative or analytical thinking? Will we be unpacking something or exploring new concepts?

Taking a few moments to prime everyone and transition well invariably leads to a better meeting.

Screenshot 2018 02 16 at 9.12.08 PM

Protocols are expectations that you make explicit and that shape and guide the experience you have with others. Over time and with consistency these expectations become common practice and a normal part of your successful meetings.

These five ideas are an extension of the core protocols that I have been using for years – let me know what protocols and structures work for you.

Photo by Mark Duffel on Unsplash

Will this cause harm?

I have been reading Nassim Nicholas Taleb’s brilliantly tangential book Antifragile: Things that Gain from Disorder.

A concept and mental model he shares is iatrogenics. This is a medical term that refers to “harmful unintended side effects”.

In Antifragile, he writes:

In the case of tonsillectomies, the harm to the children undergoing unnecessary treatment is coupled with the trumpeted gain for some others. The name for such net loss, the (usually bitten or delayed) damage from treatment in excess of the benefits, is iatrogenics.

Iatro– means “a physician; medicine; healing,” from Greek iatros “healer, physician”. –genic means “producing, pertaining to generation.” So harm caused by a healer.

While some have advocated using ‘iatrogenesis’ to refer to all ‘events caused by the health care delivery team’, whether ‘positive or negative’, consensus limits use of ‘iatrogenesis’ to adverse effects, possibly including, broadly, all adverse unforeseen outcomes resulting from medication or other medical treatment or intervention.

(Iatrogenesis)

Taleb extends this concept beyond medicine and it has helped me think about the total impact of any intervention.

When we intervene without a full appreciation of the potential positive and negative effects, Taleb describes this practice as  “naive interventionism”.

What does this look like in other fields like education?

In schools these interventions might be a simple timetable change from one year to the next. You may be experiencing that now – as the the new academic year in Australia has just started. Perhaps you are only just realising the negative impact of that extended first session or the longer lunchtime.

Perhaps something more significant like streaming in primary maths classes causes obvious missed opportunities for building relationships – perhaps the negative impact outweighs the positive. We are causing more harm than good – this is iatrogenics.

I experienced many primary schools in the UK with complex intervention programmes for students I taught in my classes. I don’t remember ever fully evaluating the negative side effects of those interventions and how they were delivered.

Taleb suggests any intervention will have iatrogenics – the question for leaders is whether we are even aware of them?

It is easy to begin to use the mental model of iatrogenics in your development planning – all we have to do is ask ourselves a few questions:

  • “Will this cause harm?”
  • “How might we understand the negative impact of this idea?”
  • “What can we do to minimise the negative impact?”
  • “How will we know if the negative impact of this outweighs the positive?”
  • “What would happen if we did nothing?”

#28daysofwriting

Photo by Kelly Sikkema on Unsplash