This is the unabridged (unedited) version of my article in "Improvement" August 2013, the magazine of the Association of Professionals in Education and Children's Trusts.
As the ASPECT group assimilates into PROSPECT union it is a great time to review how we support the many Independent Education Consultants in the association. Maybe we haven’t been as well served as we might have been in the past but this is not all the fault of ASPECT. I was disappointed a few years ago when we offered an “Independents’ Day” briefing and sharing materials day and only 7 people expressed an interest! Perhaps we should be relabelled interdependent consultants, then we might collaborate more. This article is another attempt to gauge interest in a service, within Aspect-Prospect, to support colleagues who want to work interdependently and network.
After running over 300 of
ASPECT’s “Thinking of Going
Independent?” courses, in the last eight years, I have lost count of the number
of colleagues setting up as sole traders, or Limited Companies. Some TOGI courses were provided nationally and
others in specific Local Authorities, for colleagues facing redundancy. There is still a demand for the day course,
although I meet colleagues who didn’t know the course existed. (For
more detail see the CPD section of IMPROVEMENT)
Yes, there are a lot of we
“freelancers” out here, wanting and perhaps needing further support as we
plough our lonely furrows. Indeed, I
think we are the true backbone of the Aspect Group within Prospect , now so many
have crossed the Rubicon from Local Authority salaried posts into the less
defined but equally important independent market.
In Summer 2011, I wrote an
article in IMPROVEMENT magazine[1]
Click
here 1 about the danger of a lack of direction in
the newly “atomised education services” and a need for a renewed commitment to
common moral purposes across the plethora of bodies and individuals working in
Public Services. This is especially
true amongst independent consultants who, by definition, work mostly
alone. Following that article, in
October 2012, the Wakefield and Kirklees Network of freelance education
consultants commissioned me to run a workshop to, “Clarify the values and moral
purpose within the work of Education Improvement Professionals[2]. The Wakefield and Kirklees Network is a
lively collection of like minded professionals who meet on a termly basis to
discuss key issues, share ideas and keep each other up to date. Are there any similar groups out there? Would
you like advice about running one? For information about their programme of
events contact John Smith etc@smoaklands.com or
Julie Bowdidge julie.bowdidge@collaboratives.co.uk
I had already written a
Pedagogical Oath for teachers Click
here 2 to mirror the Hippocratic Oath for Doctors
and we used it in the workshop, together with a set of real life Case Studies
facing freelance advisers, inspectors and consultants. That workshop led to me drafting a first “Consultants’
Oath” setting out the values and consequent behaviours that underpin the best
of our work. I circulated that draft and
in a follow up discussion, with the Wakefield and Kirklees Network, they liked
it, changes were made and the latest draft, below, incorporates suggestions from
other colleagues, after the day.
I know that colleagues are now
using it as part of their introductory contracting. Several are using it to
market their approach on websites - see mine Click
here 3 I have found it does attract comment and
it’s a useful reference point during initial discussions with clients. It’s also a great starter for discussion
amongst those working on school improvement because not all agree with the
implicit values. I’d love to discuss
this approach to school improvement with Sir Michael Wilshaw and Michael Gove!
In parallel to the process
above, the Aspect Group of PROSPECT Negotiating Officers asked me to
collaborate on working up this “Oath” or “Values Statement” as part of an
“offer” to support independent consultants during 2013 and beyond. We hope this will sit alongside legal advice
and networking opportunities as part of the newly thought through support in
PROSPECT. I was happy to offer this
document as part of that process.
So, what next? Do you feel
the need for such support within Aspect-Prospect? What are your thoughts on this “Independents’
Oath”? Maybe it ought to be called the
Interdependents’ Oath? It would be
really helpful if colleagues commented on the draft below. I am happy to collate relies.
In the meantime, feel free to use this version in your literature, as we work on it. You can share thoughts and send ideas to me at john@johnpearce.org.uk
In the meantime, feel free to use this version in your literature, as we work on it. You can share thoughts and send ideas to me at john@johnpearce.org.uk
John Pearce is a Senior
Associate with ASPECT-PROSPECT who writes and delivers a wide range of CPD
programmes including, “Thinking of Going Independent”.
The Independents’ Oath - our commitment to you
As
independent education improvement professionals our values inform our behaviour.
As we work
alongside you to identify, clarify and respond to your development need we
will:
Develop a shared moral purpose
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We
believe in integrity, trust, accountability and honesty. We are fair and ethical in our
dealings. We show respect and earn it
by building effective relationships, the foundation of all sustained
improvement.
We
promote simplicity, clarity, innovation and reflective practice.
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What will HELP
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What will HINDER
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Discussing
the proposal and contract openly and honestly
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Hiding
elements of our intentions,
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Creating
an agreed, written, programme of work and providing a specific contract with
you
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Unclear
or non-negotiable contractual arrangements
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Having
measurable and meaningful outcomes for both content and process
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Unrealistic
expectations, or vague aims, leading to unintended consequences
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Being
explicit about principles and ethics
(Clarifying WHY? prior to WHAT and HOW)
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Over-emphasising
ends to the detriment of means
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Communicating
a transparent approach to fees and charges
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Hidden
costs and unexpected charges at the invoicing stage
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Offering
simple guarantees
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Complicated
contractual arrangements
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Work alongside you
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We
know our best work will be collaborative and tailored to your needs. We
recognise we are not a permanent part of your workplace and that you know
your circumstance and culture best. We
will bring our experience, knowledge and understanding of leadership and
learning to support and challenge you as you develop, or sustain improvement
and progress.
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What will HELP
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What might HINDER
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Our
inclusive and cooperative mindset
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Only
responding to individual perspectives
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Listening
to you and your colleagues first
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Offering
solutions that work elsewhere
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Being
role models for those we work with
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A
mismatch between what we say and do
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Selecting
bespoke and appropriate interventions
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Using
“one size fits all” and “off the shelf” approaches
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Promote
leadership and
learning
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We
believe the best leaders are learners who look at what they do with a view to
doing it better next time. We also know that the best learners are leaders
too, because they are willing and able to collaborate and inspire others in
their endeavours. We thrive in working interdependently, making connections,
networking and openly sharing ideas, materials and strategies.
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What will HELP
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What might HINDER
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Picturing
the whole workplace as a learning environment (having a systems thinking
approach)
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Only
working in one area, or, focusing on one piece of the jig-saw, to the
detriment , or exclusion of others.
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Building a community of practice where success is
celebrated and failure studied
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Looking
to champion and emulate success and denying, or ignoring, lessons from
failure
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Seeing
everyone linked, or involved with the workplace as learners and potential leaders
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Working
only with individuals or the willing and motivated, thereby missing key
perceptions.
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Working
interdependently
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Working
independently
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Building
in monitoring and self-evaluation
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Just
doing the task at hand
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Think
long term
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Whilst
our work with you will be limited, our focus will always be on the long term
for you and your workplace. We are practical, imaginative and energetic about
ways to build your and your colleagues’ capacity to make and sustain
improvement. We will look for short
and midterm gains but will always keep your overall vision and purpose in
focus.
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What will HELP
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What might HINDER
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Helping
you clarify your long term vision
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Concentrating
on the urgent, not the important
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Keeping
the bigger picture in mind
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Focusing
only on the here and now
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Being
persistent in identifying need
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Jumping
to conclusions
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Looking
to develop existing strengths
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Seeking
change for the sake of change
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Seeking
strategic and capacity building approaches that sustain improvement
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Looking
only for quick fixes, or short term remedies – treating symptoms not causes
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[1]
“What you believe is what you get” IMPROVEMENT Summer 2011 click
here[2] All working to support school improvement - some prefer the title “School Improvement Advisers”