Fullan's work mirrors the SAIL process, which is the commitment to systematically implementing the right "drivers" (high-leverage practices). Indeed coherence only comes about when people across an organization work towards a common outcome (Theory of Action). During the day, teams learned how to clarify and connect practices to outcomes be describing the Knowledge, Attitude, Skill, Aspiration, and Behavior (KASAB) one would expect to see if teams/organizations implemented the work with fidelity. The discussion around these five change area in relations to one of our high-leverage practices helped the team to clarify what actions we needed to put into our next 100-day plan.
As we go in the spring and shed the last remnants of winter (optimistic here), I am reminded that one of the goals of SAIL is to build a system that helps to build coherence within, and across, each school. As we work toward coherence, we should begin to see what Fullan calls the "right drivers":
- Focused Direction
- A Cultivation of Collaborative Cultures
- The Deeping of Learning
- Securing of Internal Accountability
This work takes time, patience, and commitment to the process. If you are seeing elements of these drivers within your teams, support and encourage their work. If you are seeing a team struggle, ask yourself which driver is needed to bring more focus to their work. We will all make missteps along the way and will need the support of each other as we stumble toward coherence.
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