christine lewis and william allan kritsonis, phd

8/14/2019 Christine Lewis and William Allan Kritsonis, PhD

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CHRISTINE LEWIS and WILLIAM ALLAN KRITSONIS

Introduction

Strategic planning is a process of defining schools strategy, or direction, and

making decisions on allocating its resources. Strategic planning is the formal

consideration of a schools future. Strategic planning deals with at least one of three

key questions:

1. "What do we do?"

2. "For whom do we do it?"

3. "How do we excel?"

The basic aim of strategic planning is to actively determine the nature or character of

the school and to guide its direction

The need for effective strategic planning is very important to the success of

our schools. The general operation of schools comes with many challenges. Thesechallenges require educational leaders to develop plans to adjust their practices to

meet the academic and behavioral needs of all students. The need for effective

strategic planning has intensified because of the constraints in resources and increased

expectations for accountability from external agencies such as state governments

(Welsh, 2005).

Educational leaders need to effectively meet these challenges. They must

interpret the regulations and policies and then develop system-wide action plans to

effectively put these strategies into practice. Solutions now require detailed blueprints

for systemic change that identify strategic performance indicators and benchmarks.

These plans require that educational leaders, teachers, counselors and other related

professionals work collaboratively to identify and improve positive academic andbehavioral supports across the curriculum. This must be done with simplicity and

commitment within the organization. Professional collaboration is critical for the

learning and performance of the highly diverse students that comprise todays

classrooms. Incorporating the Ways of Knowing Through the Realms of Meaning

(Kritsonis, 2007)can create better strategic plans.

Purpose of the Article

The purpose of this article is to discuss ways our educational leaders in public

schools can incorporate the Ways of Knowing Through the Realms of Meaning(Kritsonis, 2007) to improve schooling. Strategic planning must move from

modernism to postmodernism in order to improve education.

Incorporating the Ways of Knowing Through the Realms of Meaningto

Improved Strategic Planning for Successful Schools

Educational leaders can change the way they develop strategic plans for public

schools by creating plans using postmodernist thinking. Postmodernism can be the

new and improve way to achieve success for our highly diverse student population.

Educational leaders have to think outside of the box to create working strategic plansthat will help students to be highly successful. Schools can close the achievement gap

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that our nations public schools are facing. Educational leaders can create a working

strategic plan by incorporating the Ways of Knowing Through the Realms of Meaning(Kritsonis, 2007). If we do not know what we want to achieve, we cannot make

decisions about how you are going to get there. The six realms of meaning can put

schools on the path to success.One of the key attributes of successful schools is that they have a well

articulated vision and mission that all members of the school community believe. It is

worthwhile spending time to get the vision and mission articulated because all other

strategic planning decisions depend on whether or not the schools actions are

consistent with the vision and mission.

Symbolics

The first realm of meaning is symbolics which includes speech, symbol andgesture. Educational leaders must establish ordinary language as part of a well

planned strategic plan which is well written. The language in the strategic plan must

be understood by staff, students, parents and stakeholders. The language should be

precise and have a clear message. It should be specific, measurable, achievable,

realistic and time-limited. Specific means the language should be clear and

understood by all, including those not involved in the process. Measurable means the

plan should articulate the desired outcome, not the specific strategies. The meaning of

terms should be explained for all to understand.

Symbols used in the strategic plan should be universal and express ordinary

language in a clear manner that can be understood by all stakeholders. Feelings,

values, and emotions can be expressed using nondiscursive symbolic forms.Educational leaders should make symbolics the foundation on which they develop

their strategic plan. Implementing symbolics is the first of the six realms of meaning

which will take the school system from the modernism age to the postmodernism age.

Empirics

Educational leaders are changing the style of the strategic plan and utilizing

the second realm of meaning which is empirics. Empirics requires ordinary language

and mathematics for its expression. Empirics deal with the sciences. Kritsonis

emphasizes, To know a science is to be able to formulate valid general description ofthe matters of fact (2007, p. 175). Sciences are important to the educational leader in

creating a strategic plan. The educator has to think of how students learn, why

learning takes place, and how to measure learning outcomes. The educational leader

needs to understand student behavior as well.

The educational leader has to analyze the internal and external environment of

the school. The external environment normally focuses on the students. Management

should be visionary in formulating strategies and should do so by thinking about the

diversity of the schools. In order to determine where the school is going, the leader

needs to know exactly where the school stands, then determine where it wants to go

and how it will get there. The resulting document is called the strategic plan which

is detailed and factual. According to English (2003), the dominoes of educationaladministration begin with the idea of a scientific field as a metadiscourse. It is true

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that strategic planning is the tool for effectively plotting the direction of a school, but

educational leaders must have an empirical measurement of the future of the school.

Achievable means that the goal should be rigorous and cause stretching but it

also should be possible to reach. People will soon lose interest in a goal they can

never attain. Realistic is similar to achievable. A modernism strategic plan wouldimply that all students will receive one hundred percent on benchmark tests when

clearly the only way this can be achieved is by creating a test so simple that anyone

could pass. The postmodernism strategic plan will be realistic and it will encourage

good teaching and learning. All goals need to yield some results by the end of the

strategic planning period, and preferably there should also be some short-term goals

leading towards higher achievement.

Esthetics

Esthetics is the third realm of meaning which educational leaders can

incorporate into the schools strategic plan to make it more workable at the end and

achieved goals. Postmodernism strategic planning theory in schools has moved away

from the traditional business model to a strategic thinking approach. This is a

strategy that is less a fixed design and is more flexible in the learning process that

relies on school educational leaders constantly listening and synthesizing what they

hear and learn from all sources.

This does not necessarily rule out a formal strategic planning process, but it

assumes that the formal plan is open to change and refinement so educational leaders

are always open to responding to rapid change. Teachers allow their students to spend

large amounts of time developing their talents. Teachers encourage studentsexpressiveness in order that they may gain confidence and appreciation (Kritsonis,

2007, p. 290). A plan will not work if people are not out there making it happen.

People will not work with any enthusiasm on a plan they do not own. The more

members of the school community are involved in the development of the plan, the

more people will buy into the plan, and the more people will be motivated to make the

plan work. Educational leaders should include teachers, school staff, students, and

parents in some stage of the development of the strategic plan. Educational leaders

may also consider involving local business people, the local community, scholars, and

any other relevant people.

The strategic plan arises from pragmatic, flexible strategic thinking that relies

on judgment as much as on spelling out action steps and the measurement of benchmarks. The strategic plan should concentrate on very few targets over a

relatively short period of time.

The other critical element is that the educational leader must get all

stakeholders aboard. A postmodernism educational leader will work on one goal

within a specific time period. A modernism educational leader will take on the entire

strategic plan all at once and will not involve other members of the school.

Synnoetics

Synnoetics is the realm of engagement. It deals with the personal knowledgeof the educational leader. The educational leader can empower all that are involved

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with the school. The leader must get the staff to buy into the vision and mission. The

educational leader has to work his or her magic to get everyone involved to see the

strategic plan as their own. They must see that the plan is all about the success of the

students in our care.

The educational leader has to be subjective when developing a strategic plan.The educational leader must use personal ideas and experiences. Educational leaders

must see their school as the best school. They need to believe that all students can

achieve. They have to think they are the one who is going to close the achievement

gap between Caucasian students and African American students if that is the problem

their school faces.

The postmodern educational leader works to empower their staff to move

away from the modernist thinking that some students just cannot learn. The

educational leader will find creative ways to help teachers to think outside the box and

to develop new ways of helping weak students to get stronger. The postmodern

educational leader makes regular workshops a part of the strategic plan for theimprovement of the teachers and staff. The postmodern educational leader leaves his

or her office and walks the school daily, meets with parents and students, and talks

with teachers and staff.

Ethics

Honesty is the educational leaders motto. Ethics can keep the educational

leader on the right path. The educational leader must be fair to all teachers, staff,

students and parents regardless of race, age, or religion. The educational leader will

not write goals into the strategic plan that they know they can not achieved during the

time they commit. Educational leaders do not make promises that they know they cannot fulfill. They ask for help as needed. Educational leaders have moral values and

live by them when working with teachers, staff, parents, students and stakeholders.

Synoptics

Synoptics is the sixth realm of meaning. Educational leaders can use synoptics

to summarize goals and objectives.

History is very important to a school. It tells how much the school has grown

and reveals the schools successes over the years. A vision statementoutlines what the

organization wants to be. It concentrates on the future. It is a source of inspiration. Itprovides clear decision-making criteria. A school vision statement must become

assimilated into the schools culture. Educational leaders have the responsibility of

communicating the vision regularly.

Incorporating synoptics in the development of the strategic plan can help the

educational leader keep record of the changes in the student body. Educational

leaders can display student achievement in the past, the present, and the future.

Student progress has to be factual so educational leaders can make changes for

improvement and track students. Utilizing the realm of synoptics will help leaders in

the selection of qualified and capable teachers. Synoptics helps the educational

leaders to develop strategic plans that will be detailed with timelines.

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Concluding Remarks

In conclusion, the purpose of this article was to discuss ways our educational

leaders in public schools can incorporate the Ways of Knowing Through the Realms

of Meaning (Kritsonis, 2007) to take strategic planning from modernism to the postmodernism age to improve our nations educational system. Describing what

strategic planning is can also provide an understanding of what it is not. Strategic

planning involves anticipating the future environment, but those decisions are made in

the present.

Educational leaders must stay abreast of changes in order to make the best

decisions at any given point. Educational leaders must move away from modernisms

way of management and become more postmodernism. The Ways of KnowingThrough the Realms of Meaning(Kritsonis, 2007)can help create a well written anddetailed strategic plan. Educational leaders need to incorporate Ways of Knowing

Through the Realms of Meaning (Kritsonis, 2007) in the development ofa strategicplan for their schools. The six realms of meaning will assist in a creative strategic

planning process, and the fresh insight today might very well alter the decision

making for tomorrow.

REFERENCES

English, F.W. (2003). The postmodern challenge to the theory and practice of

educational administration. Springfield, IL: Charles C. Thomas.

Kritsonis, W.A (2002). William Kritsonis, PhD on SCHOOLING. Mansfield, OH:

Book Masters, Incorporated.Kritsonis, W.A (2007).Ways of knowing through the realms of meaning: A philosophy

for selecting the curriculum for general education. Houston, TX: NationalFORUM Journals.

Michael, A., & Jude, K. (2005). Strategic planning for nonprofit organizations.

Manhattan, NJ: John Wiley and Sons.

Wiles, J., & Bondi, J. (2002). Curriculum development: A guide to practice.Manhattan, NJ: Bembo Carlisle Communications, Ltd.

National FORUMJournals

On the leading edge of academic excellence

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christine lewis and william allan kritsonis, phd

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