Peformance Beyond Expectations

In this study by Andy Hargreaves and Alma Harris they jointly researched 18 organisations from the world of business, education and sport.

The study addressed three key research questions:

1.  What characteristics make organisations of different types successful and sustainable, far beyond expectations?

2.  How does sustainability of performance beyond expectations in leadership and change manifest itself in education compared with other sectors?

3.  What are the implications for schools and school leaders?

Each case was eventually included only because of clear evidence that it met one or more of three clear performance criteria, demonstrating:

  • sequential performance beyond expectations over time through revival or awakening after previous poor performance, or attainment of high success following unheralded early beginnings
  • comparative performance beyond expectations in relation to high levels of achievement compared with peers
  • ontextual performance beyond expectations as evidenced in strong records of success despite various indicators of relatively weak investment, limited resource capacity or very challenging circumstances

Hargreves and Harris, through the study, have devised The F15 facors of leadership and the 5 fallacies of leadership and change.

Please find the full report here

Malcolm Gladwell

Here are two articles from Malcolm Gladwell, a Canadian author of the thought provoking books Blink, The Tipping Point and Outliers for The New Yorker magazine. The first article tells the story of true innovation and the shameless stealing from Xerox by Apple and a young Steve Jobs in 1979.  Does this has implications for education?  Should we encourage copying and collaboration?  It seems many major breakthroughs start as minor adjustments of previous work.  Further articles by Gladwell can be found on his blog here.

1.  The Creation Myth: The Truth About Innovation – The Xerox and Steve Jobs Story

The second article discusses the question ‘how do we hire when we can’t tell who is right for the job?’  Gladwell combines teacher recruitment and the NFL draft.  Further questions could be ‘how do you find potential in something that looks ordinary at the moment?’ and ‘how many whispering talents do we miss because we are not looking at the right things?’.

2.  Most Likely to succeed: how do we hire when we can’t tell what we’re looking for?

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