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Rethinking Choice

August 26, 2013

I’ve never been a member of a union, refusing to join even when I was the lowest paid teacher at a suburban Milwaukee school in 1970.

Nevertheless, I find that the results of a recent poll conducted by the American Federation of Teachers correspond closely with what I am hearing and seeing. AFT reports . . .

  • Parents favor strong neighborhood schools over expanding school of choice, charter schools and vouchers.

  • Parents oppose reductions in art, music and physical education.

Those who are advocating that we provide parents with “choices” for their child’s education need to be reminded to offer the choices parents really want - neighborhood schools where there are more performing arts and physical activity.

Destabilization of our most fragile communities – whether they are found in our most distressed urban areas or the most rural and remote crossroads of Michigan – is worsened when community-building educational programs are cancelled and neighborhood schools are closed. Those who advance such an agenda are making bad choices for our schools, communities and state.

Innovation Obstacles

April 12, 2013

It doesn’t take long to compile a dozen or more examples of products or businesses that have disappeared, or nearly so, because the world changed while the product or business did not.

Think eight-track tapes and players.  Consider what digital photography has done, from the Eastman Kodak Company to out-of-business local studios.  What the Internet has done to travel agents.  See what’s happened and still happening to print newspapers across the country, to magazines, and to both local and large chain bookstores.

It is not at all rare that businesses fail to reinvent themselves.  For many reasons, including admirable passion for what they are doing, business leaders often miss the trends or ignore the signs that suggest the need to change their products or their entire business model.

As Geoff Colvin wrote in FORTUNE magazine Feb. 25, 2013, “Business model innovation is a competency that doesn’t exist in most companies.”  He continued:  “The largest obstacles will be weak imaginations, threatened interests, and culture.”

I suspect that those are also the three major obstacles we must overcome as we think about the future of interscholastic athletics.

  • Does school-based sports, with a 100-year-old history, have a 50 or even 15 year future in schools and society?

  • If so, should the business model change?  And if so, how?

I suspect that some of what we think is change may be no better than rotating bald tires on our car; when what we really need is new tires, or no tires at all.