The Power of Symmetrical Structures: Cultivating Growth and Transformation to Advance System Coherence

Abstract

School districts hoping to address learning loss due to the COVID 19 global pandemic and opportunity gaps due to historically inequitable systems should commit to processes that build coherence. Medford Public Schools is a small public school district north of Boston, Massachusetts and has established the goal of serving each student during these unprecedented times. Medford Public Schools has accepted the urgency of this matter and have created a strategic plan as well as allocated funding to support their goals. While these are important steps in change management, my capstone details my leadership journey in determining that the district should commit to systems and structures that build coherence. Coherence making requires processes that can integrate the mindset, strategy, capacity, and impact of the individuals within the district and the organization as a whole. My strategic project examines how committing to continuous improvement through data inquiry cycles and transformational coaching as system-wide practices can support system coherence. Additionally, these processes support capacity building at all levels of the organization, increasing systemic stretching. I utilize socio-cultural learning theory to develop the identity of leaders and transform organizational culture to advance the goal of system coherence. The evidence collected suggests that leaders in Medford Public Schools are committed to the protocols and processes that support continuous improvement and are developing the mindset and capacity of instructional leaders. These protocols created the conditions to develop a focused direction, cultivate collaboration, deepen organizational learning, and secure accountability. This capstone shares my leadership journey as I strategically designed the project, collected evidence through structured collaborative activities, and analyzed the data using a coherence framework. Though building coherence is complex, organizations that commit to protocols that develop the individual and the organization through symmetrical structures are more likely to achieve coherence. I offer my reflections and implications for leaders in hopes that others will utilize these lessons to advance transformation and coherence building in their organizations.