Acting Education Commissioner Michael has accepted an enormous challenge. She deserves enormous credit for simply taking the job under current circumstances. The challenge that she faces is almost certainly unlike any she has confronted in previous positions, and success by almost any meaningful measure – is anything but assured. That challenge is to substantially change an educational establishment that has progressively decayed over recent decades and that, in the process, has reduced the life chances of a generation of young people.
The single most important task facing the acting commissioner is not to secure re-accreditation, but to make the education of Virgin Islands children the number one priority of the department. It is worth looking at approaches that have proven successful in similar turn-around situations elsewhere. Although the mountain that Ms. Michael has to climb is a steep one, others have achieved success in comparable circumstances. Here are some of the things that helped to secure those notable successes:
º Have a Plan: "Continuous Improvement" is an approach. A plan is a realistic road map for achieving a set of goals and objectives that are time targeted, measurable, and achievable. It clearly assigns accountability, sets timetables, and assigns resources. It establishes priorities. Everything is not equally important or equally urgent, and it is far better to achieve 100 percent completion of five major things than 50 percent of 20 things because over time that 50 percent will erode to zero.
º Use the Crisis: At this stage, the worse things look the better. The single best tool that Ms. Michael has in her tool kit is the loss of accreditation. Force those who want to defend any aspect of the status quo that has produced this mess to publicly defend their resistance to change. Insist on substantive changes from all stakeholders at an early point because some other crisis will push this one out of the spotlight at some point in the near future. In addition, in a year this problem will be Ms. Michael's. Right now, it is her predecessors'. Go on the offensive.
º Fire Someone/make it visible/send a message: Despite the dire situation, there is inevitably going to be overt resistance to change. That resistance cannot be tolerated. Find someone who is obstructionist and fire the person. Let everyone know why it has happened and why it must be politically supported. Given the political culture of the Virgin Islands, it will almost certainly be necessary to repeat this process at least once to get the message across that this is different from previous non-efforts.
º Communicate and Repeat it: Communication should be seen as a discipline, a primary function of the Department in bringing about change. The message that we are changing and that a certain set of values and standards are going to be enforced must be repeated over and over again. The importance of the communication process is often overlooked in situations such as this.
º Publicize Changes/Recognize those making them: It is as important to win adherents to the change process as it is to defeat those who resist change. People who stick their necks out need to be recognized and rewarded. They are critical to success. A related goal is to get all of those uncommitted people off the fence and onto the side of change and higher standards. In this respect, it is important to achieve some visible short-term successes to convey the message that the good guys are winning.
º Focus on Long-term Satisfaction: Change of this nature, if it is to occur, is a process that makes few friends in its early stages. In an environment in which there has been little accountability for performance, and high quality education has been a low priority compared to jobs, contracts, and politics, this will not be fun or popular at the beginning. Popularity in certain circles in the early months should be seen as a bad omen. The exception to this rule will be the small group of heroes who have been hungering for positive change and for someone to lead the effort. Focus on the long-term vision of a school system that really educates kids and prepares them for life.
The accrediting body has both punished the Virgin Islands and given it an opportunity. The crisis provides a platform for change that is virtually unparalleled. Threatening that opportunity is the fact that the prevailing political culture in the Virgin Islands has created an atmosphere of almost palpable pessimism about the possibilities for positive change. Improving the territory's schools will not be easy, but, as others have proven, it can be done. Pessimism is self-fulfilling. A critical role of the leader is to find enough followers who have faith in the mission to take the leap and commit themselves to improving the life chances of these youngsters.
Frank Schneiger
Editor's note: Management consultant Frank Schneiger has worked with V.I. agencies since 1975, most recently as consultant to United Way of St. Thomas/St. John. He is one of the founders of the St. Thomas/St. John Youth Multiservice Center.
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