What Not To Do

current-issue.largerBreakfast reading for the past six months or has been The Atlantic Monthly magazine. This is attempt to both keep brain active and also avoid reading in any depth about Brexit and British Problems which all UK journals appear to be (probably) rightly obsessed with and which (probably) wrongly I have a desperate desire to avoid. Over toast (locally sourced sourdough, naturally) and coffee (black, naturally) I delved into article titled ‘Yes, America Can Still Lead The World’ (cheekily provocative title) wherein I was struck by a quote from Harvard economics professor Michael Porter who has apparently said that “The essence of strategy is choosing what not to do.” Immediately struck dumb by apparent obviousness of statement, resonance with what I’ve been saying for the past couple of years in leadership meetings (colleagues no doubt bored to tears by my constant refrain of ‘yes, but if we do that what are we Not Going To Do?’) and deceptive difficulty in carrying through on aforementioned quote.

By some strange quirk of coincidence this quote is read the day after teaching year 9 about notions of interdependence, for I think it is this idea of interdependence that is central to Porter’s observation. For if strategy is too complex, too convoluted, then surely this creates more opportunities for errors? Complex strategy that focuses exclusively on Things We Are Going To Do runs the risk of failing to predict the interactions of the multiple strategy actions we put in place. Better surely to say “we will do this, and by doing this it means we cannot/should not do that because if we do This AND That it will potentially cause The Other (where The Other is something unpleasant and counter-productive to the aim of the strategy)”.

What does this have to do with education? Well, a lot I think. One example would be the battle against The Content. A bad strategy would be predicated on all the students having to get through all the content regardless, whilst a good strategy would be predicated on ensuring students are securing knowledge before moving onto the next piece of content. In this instance the strategy of choosing What Not To Do is inherent in that decision to be prepared to possibly/probably/definitely not cover all of the content. Again, this is much easier to say/write than to do in practice, particularly for heavily knowledge based subjects and teachers who may be very Set In Their Ways (the words pot black and kettle spring to mind here to which I plead Guilty As Charged).

Another example might be around assessment/marking strategies and teacher workload. If a school leaders’ strategy is to lessen workload (and it possibly/probably/definitely should be) by implementing less frequent but still effective assessment schedules then it is in the interests of everyone to clearly communicate What Not To Do (e.g. DO NOT mark every piece of work, DO NOT mark every line of every piece of work etc). Focus of monitoring/EQ procedures could similarly align with this consideration of What Not To Do and be predicated on nudging colleagues away from those practices and into thoughts on What To Do With All That Gained Time! Strategies for which might include Reading The Atlantic Monthly magazine over breakfast. Well, it’s a thought, right?