A major change that I have experienced is joining a new school that is establishing a student wellbeing framework based upon William Glasser’s Choice Theory and 5 Basic Needs. It is a move away from traditional ‘behaviour management’ systems, which are largely focused on extrinsic rewards for managing student behaviour management (merit certificates/stickers etc). It is founded on brain neuroscience and focuses on understanding internal motivators for behaviour.
This has been embraced by staff members, who have been very well supported in the framework’s implementation. We have all received intensive 4-day training sessions, with a commitment to continual planned professional development over the next few years. I, like many of my colleagues have perceived this training as invaluable. We have seen it as personal growth, rather than standard professional development.
Yes, it is easier to implement ‘new ideas’ into a new school environment because there isn’t the ‘but this is how we’ve always done it’ ideology to contend with. But nevertheless, the principal and executive staff are shining beacons of innovative leadership. They have undoubtedly set the tone for the development of a school culture that is receptive of change and open to new ideas. Reflecting on the course content and readings thus far, I am grateful to consider myself as a valued member of an innovative school with a supportive leadership team. I know that this is not always the uniform experience across schools!