In The Human Side of Enterprise, Douglas McGregor (1960) suggested that there are two main theories of management, which he called Theory X and Theory Y. Theory X is that people can’t be trusted, and they need to be managed constantly to check that they are doing what they should be doing. In contrast, Theory Y holds that people want to do a good job and that the job of the manager is to create the conditions in which people can get on with doing just that. (Wiliam, p.168)
Dylan Wiliam shared the above description in his book Leadership for Teacher Learning, and it really struck a chord with me. Although in the past I have been skeptical about applying theories on “organisations” (aka businesses) to the school setting, I am learning that ideas around leadership from any field can be relevant and a useful point for my own reflection.
I find Theory Y something to aspire to. I want to see every colleague as an individual who wants to meet their students’ needs, who wants to become the best teacher they can be, and who requires from me that I create the conditions for them to thrive. I know I have failed at this in the past, and I am more conscious than ever about how damaging it can be. When working in Barbados as head of secondary, I made the mistake of judging one of my teachers as shirking responsibility, before learning they were quite justified in the reasons that drove them away from a task. If I had taken the time to listen empathetically and understand their arguments, I would have known they should not have been assigned to that task in the first place. At another occasion I incorrectly assumed someone was being self-centred given their “complaints” on a change to the timetable, when in fact they were aware of the implications for students and were strongly advocating for the wellbeing of the young people in their care. Since these experiences I have tried to be aware of my own biases and counter them with inquiry—this is why I find our training in Better Conversations with Jim Knight to be so powerful, as it gives us the tools to listen with greater empathy.
Theory Y reminds us of our own responsibility in providing the right conditions for the people we work with. When my colleagues do not feel that their environment supports their professional success, I must ask myself if there is something within my power that could be an obstacle. Information on my team’s satisfaction would be extremely valuable to promote further reflection on how to improve at an organizational level. If we believe that teachers want to do a good job and our responsibility is to facilitate that, then it transpires how important it is to offer professional development that is tailored to each teacher’s needs.
The Professional Learning Plan (PLP) will be an excellent way to test Theory Y. It stems from a series of principles:
- Teachers care about their students, and about providing for their needs.
- Teachers care about their work and want to improve.
- Teachers can improve with the opportunity to reflect on their practice and make autonomous decisions on goals and action steps.
- Teachers need time and space to reflect.
- A learning partner who is a non-judgmental listener can be a valuable support for self-improvement.
Teachers reflecting on their practice through the PLP cycle should feel they are trusted, supported and appreciated in their work, while also being given the opportunity to continue aiming for excellence in their work with students. I cannot think of a better win-win situation, and I will strive to embody that trust, support and appreciation towards my team of learning partners.
Source
Wiliam, Dylan. 2016. Leadership for Teacher Learning: Creating a Culture Where All Teachers Improve so That All Students Succeed. (West Palm Beach: Learning Sciences International).
