A school leader spends every day encouraging change. What they wish to change depends on the school’s current priorities: it may be a new policy, better behaviour, or fresh approaches to teaching and learning.
But whatever the goal, success depends on the leader’s ability to help teachers and students make – and sustain – change. Which is hard.
In particular, change is hard due to the power of habit. Most of the time, most of our actions are habitual. Think back: when did you last change what you have for breakfast, how you get to school, or what you do first each day? If you have just moved house, your route to school may have changed recently. But if I were to ask you a dozen such questions, I’d be surprised if you had changed more than one or two things this year. What this shows is how much of our day is made up of habits: automatic responses to situations.
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