Holding Back
February 24, 2015
I wrote last week in this space about the positive place for disagreement in organizations; and I held back on pushing the topic a bit further.
Sometimes an organization leader has to hold back. Sometimes the leader needs to recognize that the organization has more disagreement than it can handle and that taking on another topic for which much disagreement is likely would be like drinking from a fire hose.
In Leadership on the Line (HBS, 2002), authors Ronald Heifetz and Marty Linsky write that “leadership requires disturbing people – but at a rate they can absorb.”
Heifetz and Linsky describe the need to “orchestrate the conflict” in four steps:
- “Create a holding environment” – a safe place to interact.
- “Control the temperature” – turn the heat up to get people’s attention, and turn it down for them to cool off or to catch up.
- “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
- “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.
Wake-Up Call
June 20, 2013
Ken Robinson, the author of Finding Your Element, is quoted in the June 10 issue of TIME saying: “I can’t imagine there’s a student in America who gets up in the morning hoping he can improve the state’s test scores.”
Dr. Robinson – aka Sir Kenneth Robinson – whose TED talk has been watched 17 million times, laments that education is being driven more and more by standardized testing, but less and less by the kind of individualized education that ignites learning. That disturbs me too.
Dropouts, delinquency and discipline problems in our schools are not addressed at all by standardized tests. In fact, the focus on such testing probably adds to each problem.
The job of teachers should not be to teach to the test, but to locate and ignite the different hot buttons of students. That’s a lot tougher, and it’s infinitely better for students, schools and society.
Dynamic classroom teachers matter. And so do those who work after hours with students in music, fine arts and athletics. Nothing matters more in bringing students to schools each morning with a sense that they’re much more than a statistic for bureaucratic measurement and political posturing.