Thread by @MrNickHart

Often leaders come to the conclusion that they need to ‘change the culture’.

But how?

Edgar Schein has written about organisational culture and here are some of his ideas applied to schools…

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3 fundamental influences of culture:

1️⃣ The founder’s beliefs, values and assumptions

2️⃣ The learning experiences of colleagues (as the school develops)

3️⃣ New beliefs, values and assumptions introduced by leaders or colleagues

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‘Changing the culture’ is the wrong mindset though.

It is not specific enough.

Instead, we need t make sure that we are choosing the right problem to tackle and prioritise improvement over change.

mrnickhart.wordpress.com/2021/10/23/imp…

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Schein talks about primary and secondary mechanisms for culture change (primary on the left, secondary on the right) and that these might work differently whether you’re a new leader or an established one.

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A new leader has a complex environment to navigate:
🧩 Instantly less expertise than in previous setting due to a lack of contextual knowledge
🧩 Seen as a threat to the security of established ways of working
🧩 All eyes and ears picking up everything done and said

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But new leader dynamics also mean:
🧩 ‘New boss’ compliance
🧩 Colleagues seeking to build a relationship to figure out or influence their new place in the pecking order

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Schein describes a process for new leaders bringing about change.

It is vital for new leaders to take the time to understand the present and choose the right problem to focus on.

‘Culture change’ can then be built around collectively addressing the needs of the school.

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Prioritise aligning beliefs and assumptions because they underpin what people say and what they do.
✅ Keep talking about beliefs and assumptions
✅ Get to know individuals’ beliefs and assumptions
✅ Notice and challenge language and practices that contradict your values

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Prioritise psychological safety:

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Focus on the primary mechanisms of culture change (left hand side):

mrnickhart.wordpress.com/2022/02/18/pur…

mrnickhart.wordpress.com/2022/07/27/bel…

mrnickhart.wordpress.com/2022/08/04/bel…

mrnickhart.wordpress.com/2022/01/28/tal…

mrnickhart.wordpress.com/2022/03/21/270…

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For new ways of working to stick, colleagues need to experience success and attribute that success to the new ways of working.

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The existing leader has a different set of challenges.

They have already presided over the establishment of school culture.

And there’ll be a level of stability, familiarity and safety bound up in it.

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Schein describes a process for established leaders to bring about change.

The all important first step is to persuade everyone that change is necessary.

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As with new leader dynamics, established leaders seeking change also need to understand the present and choose the right problem before prioritising the alignment of beliefs and assumptions and psychological safety.

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Schein was that for an established leader, the secondary mechanisms (right hand side) become primary mechanisms.

It is all about refining systems:

mrnickhart.wordpress.com/2022/08/08/a-m…

mrnickhart.wordpress.com/2022/07/04/tea…

mrnickhart.wordpress.com/2022/03/16/est…

mrnickhart.wordpress.com/2021/10/15/how…

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If you found this interesting, you’ll love #CultureBook!

More here: mrnickhart.wordpress.com/culturebook/

You can order from @RoutledgeEd here: routledge.com/Creating-a-Str…

Schein (2004) Organisational culture and leadership

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