School Culture Overview of Situation

School Culture

Overview of Situation - In essence, this situation revolves around two major issues: potential change management and span of authority. The core issues surround the ability for a group of educators and interested stakeholders to meet and agree upon the best course of action for the schools involved, the teachers, the administrators, and the budget. Mr. Batz, a school principal, is by all indications a phenomenal teacher, a personable and thoughtful person, and an effective administrator at most levels. He has volunteered for his school to be a pilot site regarding the first SBM decentralization program. His school, though, is not aligned -- it is factional and his management style of "walking around" may be rather ineffectual for the new Superintendent, Ursula Jones', needs.

General Recommendations -- The core issue that propelled the players to a head revolves around a request to send 5 teachers to an SMB conference. Among the attendees would be 2 of one factional group, the other factional group is not represented. Mr. Batz has decided to be neutral and see how "things play out." While one can certainly appreciate Mr. Batz's gentle political stance in this matter, the time, effort and money spent to committee these issues could perhaps be better spent elsewhere. This issue does not seem to be an opinion piece, but rather a clear, and reasonable, structured set of methods that would, in the long-run, benefit all. The issue is not whether to spend x$ attending conference A or y$ attending conference B. The issue is the span of control and the best decision to be made with the available information. By allowing a group of Indians with no Chief, Mr. Batz has effectively given up any semblance of true leadership.

Because Batz is unable or unwilling to take a strong stand on the management of sensitive issues, Superintendent Jones must decide whether he is, or is not, appropriate for the position. If he is unable to manage a simple situation regarding consensus for a conference, how can he be the point person on implementing new programs for the district?

Superintendent Jones now must decide what kind of management structure she wishes to model. Batz clearly is attempting to be a consensus manager -- he wants an agenda to go through for implementation with the least amount of conflict. However, it is also possible that he is being rather Machiavellian (potentially at the expense of committee and administrative time). He allows infighting to occur with the ostensible hope that the individuals will work things out. Yet there is an underlying current that perhaps he is using the apparent open ended, congenial style to get people who will concur with his views -- others to resign so that it appears he is not being heavy handed. However, for Jones' own agenda to work out she must consider that management of a situation and leadership are two entirely different things.

Jones must immediately meet with Batz and, rather than usurping his authority, counsel him to make a decision regarding the conference. Even if he rules against one side, that side might still respect him based on his ability to justify and explain his reasons, and how he approaches the subject without the need to turf the responsibility. At present we have no consensus, no decision, several unhappy stakeholders, and are only postponing the inevitable. If Batz is unwilling or unable to make said decision, or to manage in a manner that is appropriate for Jones' agenda, she has two choices: counsel him and write a performance plan that includes decision making, or replace him and remove the pilot program from his school.