Professional Documents
Culture Documents
T
he field of education routinely adopts
systems developed and used in other
professions. The practice of instructional
rounds comes from physicians. The use of
consultancies and issues of accountability hails from
corporate practices. Specific, unbending directives
from a central office mimic a monarchy or dictatorship.
Often these professional habits involve strategies for
policing teachers rather than suggestions for specific
growth as an organization. The theory of institutional The model of Peter Senge's
growth as outlined in Senge's The Fifth Discipline:
The Fifth Discipline: The Art
The Art and Practice of the Learning Organization
would be far more beneficial for schools to adopt and Practice of the Learning
than most other routines and procedures taken from Organization has successfully
other professionals. That schools are not growing
institutions is counterintuitive. been used in the transformation
Senge defines a growing institution as one that "is of corporations into learning
continually expanding its capacity to create its future"
organizations. This article outlines
(Senge 2006, 14). To achieve this goal, he identifies
five components or disciplines that must be followed; how his model of leadership
if all are not followed, the depth of learning will be applies to schools a nd defines
compromised. If the five disciplines are followed as
intended and not in isolation, the potential for school the obstacles which impede its
improvement is great, and teachers will become more implementation in education.
engaged in helping create a successful environment
for students and themselves to learn.
Systems Thinking
The first discipline, systems thinking, is the conceptual
framework for an organization. It is the discipline
that consists of the interrelatedness of the various
collaboration, and becoming more of a team player than role for building leadership is to provide the time
a coach. Integrating the five disciplines would make and activities needed for successful PLCs.
this position less onerous, improve staff enrollment Learning Disabilities of an Organization
into the goals of the school, and ultimately improve For each of the five disciplines that make organizations
student growth. grow, there are an equal number of counter forces
Yet this does not happen. The actions of the school at work in schools that effective leadership could
leadership impede the institution from learning and minimize or eradicate. Senge (2006) refers to the
growing. The administrators' chief offenses? Squelching practices that impede systems thinking as a learning
disagreement and laying blame (Senge, 2006). disability and lists seven of them. These disabilities are
Senge's disciplines are dependent on trust. When not germane to schools but apply to all organizations.
ideas are squelched and blames if laid, trust cannot The first disability is the tendency of people to obtain
be maintained or developed. Historically little trust their identities from their employment position. This
exists between stakeholders in education – teachers, tendency impedes the vision of the overall purpose of
parents, administration, and local business officials the organization. Being tied to an identity produces
(Senger, Cambron-McCabe, Lucas, Smith, Durtton, the second disability of finding an external person
& Kleiner, 2000). Rather than work in opposing or organization to blame. Just as outside forces tend
directions, mutual trust and respect are critical in to be blamed so too do we tend to practice the third
order for stakeholders to learn and support each discipline as we eek the solution from another and,
other. Without trust and respect toward staff, school fourth, focus on an event rather than the process
officials look to outside sources for solutions rather that causes the events. The fifth disability, Senge
than relying on those who have expert knowledge refers to as "The Parable of the Frog" (2006, p. 22).
of the problem – the teachers. Bringing in outside As people become used to a situation, they become
"help" assumes that faculty is not able to find a more complacent just as the frog in this parable. The
solution and removes the opportunity for faculty to sixth disability addresses our experiences. Having
learn and grow. School leadership seems so focused prior experiences in an area does not help when
on finding outside solutions that they often overlook actions needed stem beyond what we know. The
the obvious; if educational consultants and vendors last disability is the normal practice of incompetent
were consistently successful, the number of failing management teams, a term that is poor commentary
districts would be reduced. The use of funding for on many school leaders.
purchasing products and services could better be Learning Disabilities in School Organization
channeled to direct services for students such as The reliance on top-down administration demonstrates
counseling, physical education, art, music, and the most common learning disability exhibited by
developing connections to parents and community many educational leaders. The traditional role of
(Senge et al.). the principal is to provide "guidance, support, and
An organization with mutual trust and respect encouragement to staff" (Marczely 2001, p. 225).
negates placing blame. When a school is a learning Their jobs also entail hiring and evaluating personnel,
organization, leadership trusts staff, and staff trusts sustaining and improving the building appearance,
leadership. Decisions are not made in a top-down supervising instruction, maintaining business record,
manner, but rather with collaboration. Even under handing public relations, and developing professional
the best of circumstances, the best of educational development. Applying Senge's disciplines to schools
leaders are not extensively in the classroom and would involve principals redefining their position
know students or course content as well as teachers. to one of creating the environment and time for