While Collins set out to discover what makes business grow, he says he is really studying human nature. The lessons can be applied to education. He describes a transition point that has to occur for organizations to start an upward climb in performance. He believes this transition involves improvements in disciplined people, disciplined thought, and disciplined action, which are the most significant factors in determining people's ability to achieve greatness. In the school setting we must "confront the brutal facts" of our current situation. We do this by OWNING our data. Then we have to have to have the right people in the right place, both leaders, teachers, and support staff. Those people cannot be satisfied with doing the same thing because we have always done it that way. They must be open to deep reflection on disciplined people, thought and action. School leaders must provide this framework for their organization.
In Collins book, chapter 1 certainly provides a foundation for establishing what attributes should be consider when building a company or starting an organization. In Collins’s study, he observed how humans behaved under certain pressures. In addition to the above information, Collins makes mention of several ideas that could be utilized in creating the move from good to great. Collin believes, it takes about 10-15 years before a transition point will take place within a company or an organization. It is doing this time that an upward move may take place. He feels, this point of improvement is where factors of discipline are very important to the sustainability of an organization. He stresses the importance of discipline people, discipline actions, and discipline thoughts are key components to building a strong team of workers. In terms of building the school community, one could surely use many of the ideas he talks about. For example, finding a level five leader who can put the greater good of the orgamzation first at all times. In choosing school leaders, it is important to find individuals who are willing to put total focus on helping the school to move from good to great, doing this means getting the right people on the bus and getting them in the right seat. I think, this idea can really help in developing a school‘s move from good to great.
In Chapter 1 Collins writes about how when asked to name 5 fact's which contributed to his company's transformation, Alan Wurtzel ranked them in order of importance. No. 1 on the list was luck. I found that interesting, as most people attribute success to hard work, dedication, perseverance and the like. On the other hand, most people attribute being unsuccessful or failure to bad luck. I believe that hard work and dedication, as well as planning, should be placed above luck, but I also believe luck has something to do with success. We all work to find the best fit for our schools when interviewing potential teachers, and even after extensive interviews and much thought, you have to be a little bit lucky that they work out. You can find other examples of where luck comes into play as well.
Chapter 1 details how the author and his team of researchers set out to identify the factors common to great organizations. They found distinct patterns of behavior in those who led each company and the people who followed them. They investigated the patterns that concerned disciplined people, thought and action. His results exposed that great leadership is not the force of one’s personality but rather, humility and intense professional will. This type of leader understands that the greatness of any school/organization always begins with its people. Great schools don’t need just great leaders.
They also must practice disciplined thought and actions. This requires leaders to hold themselves accountable, face and confront problems; while still maintain belief that they can reach their organizational goals.
Education leaders should be able to distinguish their schools/district’s values from its practices and preserve what’s good and implement changes to address problems to stimulate progress.
The team made realistic conclusions from data gathering. Great companies focused on what not to do and what they should stop doing according to the data they collected. Much data is available for our schools; we must use it to make realistic conclusions about our schools.
While Collins set out to discover what makes business grow, he says he is really studying human nature. The lessons can be applied to education. He describes a transition point that has to occur for organizations to start an upward climb in performance. He believes this transition involves improvements in disciplined people, disciplined thought, and disciplined action, which are the most significant factors in determining people's ability to achieve greatness. In the school setting we must "confront the brutal facts" of our current situation. We do this by OWNING our data. Then we have to have to have the right people in the right place, both leaders, teachers, and support staff. Those people cannot be satisfied with doing the same thing because we have always done it that way. They must be open to deep reflection on disciplined people, thought and action. School leaders must provide this framework for their organization.
ReplyDeleteWOW!! Great answer
ReplyDeleteIn Collins book, chapter 1 certainly provides a foundation for establishing what attributes should be consider when building a company or starting an organization. In Collins’s study, he observed how humans behaved under certain pressures. In addition to the above information, Collins makes mention of several ideas that could be utilized in creating the move from good to great. Collin believes, it takes about 10-15 years before a transition point will take place within a company or an organization. It is doing this time that an upward move may take place. He feels, this point of improvement is where factors of discipline are very important to the sustainability of an organization. He stresses the importance of discipline people, discipline actions, and discipline thoughts are key components to building a strong team of workers. In terms of building the school community, one could surely use many of the ideas he talks about. For example, finding a level five leader who can put the greater good of the orgamzation first at all times. In choosing school leaders, it is important to find individuals who are willing to put total focus on helping the school to move from good to great, doing this means getting the right people on the bus and getting them in the right seat. I think, this idea can really help in developing a school‘s move from good to great.
ReplyDeleteIn Chapter 1 Collins writes about how when asked to name 5 fact's which contributed to his company's transformation, Alan Wurtzel ranked them in order of importance. No. 1 on the list was luck. I found that interesting, as most people attribute success to hard work, dedication, perseverance and the like. On the other hand, most people attribute being unsuccessful or failure to bad luck. I believe that hard work and dedication, as well as planning, should be placed above luck, but I also believe luck has something to do with success. We all work to find the best fit for our schools when interviewing potential teachers, and even after extensive interviews and much thought, you have to be a little bit lucky that they work out. You can find other examples of where luck comes into play as well.
ReplyDeleteChapter 1 details how the author and his team of researchers set out to identify the factors common to great organizations. They found distinct patterns of behavior in those who led each company and the people who followed them. They investigated the patterns that concerned disciplined people, thought and action.
ReplyDeleteHis results exposed that great leadership is not the force of one’s personality but rather, humility and intense professional will. This type of leader understands that the greatness of any school/organization always begins with its people. Great schools don’t need just great leaders.
They also must practice disciplined thought and actions. This requires leaders to hold themselves accountable, face and confront problems; while still maintain belief that they can reach their organizational goals.
Education leaders should be able to distinguish their schools/district’s values from its practices and preserve what’s good and implement changes to address problems to stimulate progress.
The team made realistic conclusions from data gathering. Great companies focused on what not to do and what they should stop doing according to the data they collected. Much data is available for our schools; we must use it to make realistic conclusions about our schools.
ReplyDelete