Building a Team

Journal Entry, June 2009

In Aphoristic Style

The only way to find freedom is by offering it to someone else. Our destiny unfolds in someone else’s dream. This is not sacrifice. It is reality.

Do not disappear into another person; that is not it. Do not give up your own dreams for someone else’s. That is not it. Identify a territory, a field of dreams and a group of people you want in it. Then sow the seeds together as a team and the result will be every body’s fantasy.

Each person takes a unique task. You know what is yours because it is your gift. It chose you and it was purposeful.

Don’t run away from your destiny because you think it can not be done. Your gift never drowns you out, it surrounds you. It is all at once your greatest temptation, your greatest fear, your greatest fate. It is both effortless joy and painful longing. Your gift is found in your greatest failure.

One cannot field dreams alone. You must also find nature’s place; a niche between stones, sun and grace. Water flows there. It is a metaphor and a practicality.

Do not follow scarcity. Follow only the deep well of plenty. You might not see the depths at first glance, but you will surely smell it and feel it in your bones.

Choose your team wisely. There is much work to be done. Everyone has a sacred place in the group.

Don’t fret over tasks you do not do well or that don’t bring you joy. Only follow your instinct. In a team, another is always there to cover that path, that for you is dread but for her is joy. You cannot do it alone.

Your plan is irrelevant. It will exist but it will not be written in stone. Start with an idea, a glimpse into a lifestyle. Follow only emotion and the things that make you want to cry deep deep down. You will know the answer then.

It might surprise you when you lose obligation. To find that your greatest desire resides in the simplest life form.

Ask yourself these questions in this order: Where do you go when you are hungry? What provides you with the most nourishment? What do you enjoy most when your belly is full?

Rules of Authentic Engagement

All change, innovation, and progress depends on the engagement of ordinary people. Ordinary people like you and me make things real by our commitment and every day practice. This is what academics refer to when they use the word Praxis. Praxis is the act of engaging people in every day practice in order to realize a big idea. Without praxis, big ideas die.

The engagement of ordinary people in education policy and decision-making is important because education is about human survival and all decisions in education, public or private, impact the future of our children. We are all born with the instinct to protect the future of our children and preserve humanity. That is why the topic of authentic engagement and praxis in education is so important—and especially now when it is so hard to stay conscientiously engaged.

Challenge

In my experience, engagement in discussions that may lead to important decisions in education has become increasingly strained and artificial. Especially when it pertains to issues of equity. I think we are all feeling the pull of that downward spiral towards apathy and lack of motivation. I think this trend has to do with two things. One is our leadership and the second is lack of responsiveness.

Leadership

Many of our leaders starting with the President are problematic and their ascension to positions of power have surfaced great angst, confusion, and mistrust about how people rise up to leadership in our society; not to mention the qualities and characteristics required of a leader. In view of the current debate around our nation’s leaders, it is right to question the process and whether the hearings, for example, are simply formalities rather than opportunities for us to exercise our due diligence and make corrective action. Do the individuals being appointed to the cabinet by the President, such as DeVos, for example, truly reflect the heart and minds of the people they would be charged with serving? Is she in touch with the type of impact her decisions would have on districts, schools, teachers and whole communities? The DeVos situation makes us wonder what knowledge and experience matters when it comes to leadership. There is so much to consider when a leader takes ownership of a position, especially the impact this leader will have on authentic engagement.

We see this in organizations as well that experience similar dilemmas in leadership. Hiring practices, promotions or appointments are often rooted in political agendas, bias, funding, and nepotism. A person may be put in charge of an education program or diversity initiative that has a background in finance, for example. How might this flagrant lack of value for knowledge and experience deter people from engaging authentically in the organization? Even more importantly, what happens if flawed decisions in leadership result in the total breakdown of authentic engagement?

I wonder if it is possible to have authentic engagement when we question the knowledge, experience and overall commitment to our collective well-being of our leaders.

Lack of Responsiveness

Everyone knows the promise and pitfalls of the “feedback” or “suggestion” box. The idea is brilliant. It communicates a respect and openness to input from everybody. And yet, what happens when the feedback or suggestions don’t ever get implemented? What message does that send about the authenticity of the process?

In a recent conversation with my husband, he shared how at first the suggestion box in his office contained seemingly trivial requests, such as asking for better lighting in the bathroom or a new microwave for the kitchen. However, once the management took those small demands seriously, over time the suggestion box filled up regularly with feedback on deeper issues such as flexible time to promote work life balance or how the company should provide a private space in the office for mothers who breast-feed. The power of responsiveness and the attention to detail, especially at the beginning was priceless in ensuring authentic engagement.

Unfortunately, I have often found that we ask people to engage in a conversation about decisions only to find out later that the decision would be made behind closed doors. I have also recognized patterns of which voices systematically get silenced such as people of color, women or members of the community who are deemed as less educated.

There are two main reasons for a lack of responsiveness. One is political structure, like in my first example. Important decisions that matter are really made at the top, often by one, two or three individuals who have power and the collaborative protocols in between are really just artificial exercises to give the appearance of being flat and inclusive. The second reason is conscious or unconscious bias, dominant ideologies and/or notions about whose voice we should value. Some might argue the latter is particularly pernicious because it reeks of subtle bigotry but I believe they are equally problematic because they both end up breaking down authentic engagement and the much needed participation of people. I have often wondered just how aware an organization is of their lack of responsiveness, survey after survey, meeting after meeting.

Agency and Mindful Inquiry

I want to believe that authentic engagement can happen regardless of flaws in leadership or a history of lack of responsiveness. I have spent a life putting my faith in the power of ordinary people like myself to make a difference by expressing voice in the face of adversity and somehow convincing others to act conscientiously for the common good. Sadly, I am not sure anymore. I question if large-scale innovation or change can happen without authentic engagement and if authentic engagement is possible without authentic leaders. That leads me to my mindful inquiry for this week:

  • How can we develop authentic leadership for equity?
  • How can we get the attention of our leaders to become our allies in our work for equity?
  • How can we develop alliances within flawed structures and leadership in ways that can challenge the status quo, without ousting our allies in the process?

We Need Evolutionary Teachers: A Growing Consciousness

The impact of the presidential campaign and transition of power have resulted in large-scale social movements mobilizing women, teachers and school leaders to consider our work for equity. Over the last two decades, we have narrowed our focus on closing ‘achievement gaps’ and collecting data at the expense of examining the very foundation of how we do teaching and schooling in America. Now is the time for us to be responsive to the cry out for change. Now is a good time to look at the character of our schools and our role as teachers and change agents. How can we ensure our schools are sanctuaries for peace, equity and democracy?

One of the important tasks ahead of us is building systems, structures and practices that truly reflect the values of equity and democracy. As an in-service teacher educator and instructional designer, I wonder how we can best support teachers and school leaders to stand firm in their commitment to truth, shared responsibility and care for the well-being of all human beings? No one can argue that we are facing the greatest challenges of our time such a global warming, rising income inequality, war and terrorism and the privatization of our public spaces.

I am also deeply concerned with how we can help our teachers shift their attention away from spectacle and rhetoric that debilitates us through divisiveness and pay greater attention to our collective wisdom about what it means to work for equity. In my forthcoming book, Teacher Agency for Equity: A Framework for Conscientious Engagement (Routledge Press, 2017), I argue that we need to stop action for actions sake and take the time to examine and develop a new agency for equity in light of our failure to realize these goals. In addition to critically analyzing our context, we need to consider our inner thoughts, our use of language, the complexity of our professional relationships and how we often channel energy in ways that leave us exhausted without any real change.

Our school system and communities often divided by race, class and ideologies perpetuate bias and politically driven decision-making. These divisions are a manifestation of something deeper, a consciousness that is based on rivalry, fear and compartmentalization. Schools and whole communities that are divided by race and class in areas where there is sufficient diversity should not be acceptable in the 21st century. The way we distribute resources should not be acceptable either. More importantly, the election of a President that based his campaign on divisive rhetoric targeting very specific groups must be seen as a red flag in the education community that we are fundamentally lacking in holistic, critical thinking.

There are very important matters we must address if we are to consider schools the foundation of a healthy democracy and a place where all children flourish. Without prioritizing the time and space to dialogue about these matters in groups that cut across race, class and ideology—we can not ensure that we are in fact working together to build a culture of tolerance, inclusivity and critical mindfulness.

In my experience as an educator over the last fifteen years, I have learned that grappling with tough questions that pertain to education are not easy for teachers and school leaders. I am referring to questions that reveal our personal values, feelings about race and racism, the notion of equity and poverty. These types of questions surface fears, our shame and attachment to identity. Many teachers and school leaders wonder if they are positioned in society to do anything about these big issues when their roles are clearly defined by compliance and market driven expectations. However, teachers and school leaders know that they are at the epicenter of all social and cultural movements. They know these big questions are at the heart of the work we do every day. So, how are we to manage this angry sea of conflicting ideologies and stay focused on what matters for equity?

First, we must turn our attention to the hard work in front of us. In doing so, we will realize that we are hungry to step up to the challenge. As demonstrated at the Women’s March, we are ready to give voice to our concerns, our fears, our shameful thoughts, our suffering and confusion about these perennial issues that continue to plague our society such as race and poverty and—what do we really mean when we say student achievement in a society with widening inequality and a break down in access to opportunities? We also know that part of this work is confronting our own economic insecurities and confusion about our role as teachers. What do we owe the communities in which we teach, that are often not our own? In this process of mindful inquiry, we all will need a guarantee that engaging in these important conversations can lead not only to healing, but to a shared vision and concrete action steps to move us forward.

In working on my book, my goal was to offer educators a framework that can help teachers and school leaders examine and develop authenticity and agency for equity. In all my years of service to the field, I know teachers and school leaders want to make a difference that matters and often that means looking beyond the four walls of our classrooms. The Conscientious Engagement framework that is based on six principles (Spirit Consciousness, Authentic Presence, Entanglement, Freedom, Meliorism and Emergence) helps teachers and school leaders heighten their awareness of the nature of our thoughts and how we use language, the complexity of our professional relationships and the need for belonging and, lastly— how we channel our energy in ways that either impede or strengthen our work for equity. Engaging in critical mindful inquiry with ourselves and with others will build awareness that we are all connected—that each and every one of us belongs to a larger human spirit consciousness that gives us rise and access to our inner wisdom and strength to work for the common good. Knowing that we belong to something greater than ourselves can unify us in ways we’ve not known before.

What does it mean to be an evolutionary teacher at this critical time in our history? For me, an evolutionary teacher makes a commitment to stay conscientiously engaged in the school and in the community. This requires critical mindfulness and deliberation over the real foundational issues in education. An evolutionary teacher understands that we are interconnected and we all have creative intelligence. An evolutionary teacher practices authentic presence. An evolutionary teacher rises above all that is divisive and values all life equally. Seeking out and living truth, being authentic, and honoring all life equally as demonstrated in every day practice is the next step in our human evolution and teachers are central to this process.

Our time is now. We are in the position to make a difference that matters, a difference that extends beyond the four walls of a classroom. Ultimately, we know that this is our work, this is our true nature as teachers— to model, to grow, to teach, to have courage, to advocate, to ensure that schools remain sanctuaries for peace and equity.