In the greater Los Angeles area, some 50+ private schools--mostly religious schools--closed down in the past 20 years. There are a number of reasons for this shocking phenomenon: bad economy, decline in religious population, decline in birth rate, and competition from public and charter schools (I dealt with this last point in my dissertation).
If I can add one more cause, it would be that underlying, deeper problems are poorly managed by school leaders. Put differently, some schools did not resolve their inefficiencies effectively or promptly, thereby failing to make necessary changes required to ensure their survival and thriving.
Now, as a school administrator myself, I know that there are a myriad of small and large problems that school leaders must solve every single day. Suzy's scrape from the school yard, or Irene's incomplete homework, or even Bob's bullying behavior are problems that will never "go away" in schools--these minor problems are simply part of running schools (though quite taxing on administrators and teachers). What I am talking about are the "big picture" problems: declining student achievement results, assessing competition and positioning your school in a competitive market, implementing better compensation structures without weakening school's financial strengths, integrating researched-based pedagogical strategies through professional development, etc. (Pardon the jargon.)
Each school has its unique set of problems. I get that. But, given that some schools "fail" while other "thrive," obviously each organization’s leadership, structure, and competence have something to do with the school's health and longevity. Some negative organizational culture or posture that I can think of are as follows:
culture of shame (Let's not talk about what makes us look bad.)
culture of denial (There's nothing wrong with us. We're doing just fine, thank you.)
wishful thinking (We've faced problems before....things will improve soon...somehow...)
doom and gloom (Uh, oh. We're in deep trouble. I'm out of here!)
blame-shifting (It's not my fault. It's so-and-so who's the problem!)
Well, I'm sure you get the point: each school (or any organization) must face its problems squarely and honestly. I am convinced that brutal honesty is the best medicine for any organization.
Facing the truth is the first step in the right direction. What are our major problems? What do parents and students (a.k.a, clients or customers) say about us? What must be changed? Which employees should be released? What programs must be abandoned? Which projects will get additional funding for expansion? These are tough questions. But, surviving and thriving in tough times require, well, answering tough questions. The responsibility of addressing these big questions obviously falls squarely on the shoulders of school leaders.
Many schools that closed down, in my opinion, failed to face their problems honestly and proactively. Some schools even ignored their problems or hoped things will change somehow though they’ve been doing the same thing that didn't work for years. Finger-pointing and throwing-others-under-the-bus were commonly found in dying schools. I think these schools would have fared much better if they were brutally honest in identifying and solving problems.
In a nutshell, honesty is the best policy. That truth applies in all human relations, situations, and even in Christian organizations. After all, what is a school or church or organization but a collective of human relations? The Bible, once again, teaches us that honesty and integrity are not archaic concepts but enduring truths.
How are you doing? How is your organization doing? Isn't it about time for a check-up?
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