Effective School Management

Figure 16.2
Skills required for managing change
Various personality characteristics, attitudes and values are also im-
portant, and these are listed in Figure 16.3. They have been arranged roughly
in order of decreasing inherence; i.e. those towards the bottom of the list
respond best to training.
Caution is needed in rating oneself against these characteristics because of
the possibilities of self-delusion. More reliable ratings can be obtained in a
management group that agrees to assess each other candidly and discuss the
results.
It is, of course, not these dissected qualities of knowledge, skills and other
characteristics that alone determine whether a manager will prove effective:
it is the way in which he or she is able to synthesize them into a synergistic
whole, and call them forth in response to particular situations. ‘Style’ is a
word sometimes used to describe how he or she does this, and is assessed by
observing his or her behaviour (Chapter 2).

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252
EFFECTIVE SCHOOL MANAGEMENT
PERSONAL APPLICATION
Pick out from the ratings you have given yourself in the three figures those qualities
that you most need to develop. What can you do to start a change process in
yourself, leading to a greater capacity on your part to manage change?
DISCUSSION TOPICS
(1)
If I were going there, I wouldn’t start from here – Irishman asked the
way. How far should pragmatism and expediency dictate whether to
embark on a journey of change?
(2)
What can a newly appointed head do to develop a culture conducive
to change?
FURTHER READING
Bennett, N., Crawford, M. and Riches, C. (eds) (1992) Managing Change in Education,
Paul Chapman Publishing, London, and the Open University.
Rating
(1)
a strong sense of personal ethics which helps to
ensure consistent behaviour;
(2)
something of an intellectual by both training and
temperament;
(3)
a strong penchant towards optimism;
(4)
enjoyment of the intrinsic rewards of effectiveness,
without the need for public approval;
(5)
high willingness to take calculated risks and
live with the consequences without experiencing
undue stress;
(6)
a capacity to accept conflict and enjoyment in managing it;
(7)
a soft voice and low-key manner;
(8)
a high degree of self-awareness – knowledge of self;
(9)
a high tolerance of ambiguity and complexity;
(10)
a tendency to avoid polarizing issues into black and white,
right and wrong;
(11)
high ability to listen.
Figure 16.3
Personality characteristics required for managing change

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A SYSTEMATIC APPROACH TO CHANGE
253