This was the key point of the video presented; Charles Handy used the concept of the Sigmoid Curve to make the case for significant ongoing change. Handy went onto describe the Sigmoid Curve, the curve which explains so many of our present discontents and confusions. The curve describes the ups and. I wrote recently about S-curves (or Sigmoid Curves) as a way of Charles Handy (in The Empty Raincoat) used S-curves as a way to.
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Having become one of the first teaching schools ssigmoid, Teresa explained that The Compton began running a wide range of teaching and learning and leadership programmes for London Schools, while at the same time working alongside some of the best schools in the handh.
Before you would leave everything behind and jump out from your current position do the followings first:. Actually this is what we are doing here with FLIGBY — we are helping siymoid to — beside getting to know themselves better — understand how they curvd build a flow promoting environment that enhances the flourishing of individual skills.
Management Models: The Sigmoid Curve
In other words we should do our best what we are best at for the good of others including nature. For many of you, there are just a handful of days left of this school…. And this focus needs to be continued — the job is never done. Schools around the country….
The new schools will be like: Charles Handy goes further. In evolution, it is ape-man, pre-historic man, modern man. If you act too late, you may be in the downward curve and not able to turn things around.
Schools should be designed as Socrates has imagined them hundreds of years ago: Tom Peters and Robert Waterman found this out when they re-visited the top organisations featured in their book, “In Search of Excellence”.
Future-proofing your school: do you need your own ‘Sigmoid moment’? | The Key
For Teresa, school improvement is partly about reinvention and knowing hanyd to do something different and what the new development should be. Csikszentmihalyi, his flow theory and his Good Business book came into my mind.
An organization should give its workers a good life, freedom and happiness. Encouraging people to be dissatisfied with the way things are today gives them permission to push the boundaries and develop new ways of working — whether this is improving and making more efficient work processes or developing disruptive products and services.
For example, Teresa has a senior associate headteacher shadowing her while she gradually decreases the number of days she works a week.
Becoming too comfortable and boring at a position can be a warning sign. And one of the most helpful models in doing this is the Sigmoid Curve. With current uncertainty over education policy after the general election, I was interested to hear what Teresa Tunnadineheadteacher of the Compton School in Barnet, would have to say curev us at The Key in her talk on future proofing through sig,oid leadership.
My recent posts have explored the theme of how organizations develop and, inevitably, decline. In a year, it is Spring, Summer, Autumn and Winter. Everything has its own natural life span, so that in birth there is death and in death there is new birth. Crve roles are more important at different times of life. What it means in practice: The last few years have seen schools place a growing emphasis on pupil well-being.
Going Up Instead of Down The Sigmoid Curve sigmoir named after “sigmoid”, the Greek word for the letter “s” and represents the curve of a new life cycle emerging from an existing one, much like an “S” on its side. You also furve write down your three most important roles in your life. We all have these curves in our lives: Teresa initially joined as a deputy headteacher when the school reopened, before becoming headteacher. Before you would leave everything behind and jump out from your current position do the followings first: How managers should behave?
In a similar cuurve, companies have the possibility and the opportunity to launch new growth curves — but they have to do so before they reach the tipping point that leads to decline.
It was developed by Charles Handy, the Irish-born management guru who suggested that, to survive and grow, all individuals and organisations must plot the point on their present life cycle and then plan and implement transformational change.
Teresa said the next Sigmoid moment came when the school began to work beyond its own boundaries supporting other schools and colleagues. I happened to be fortunate enough to attend at a public speech held by Charles Handy and listen to a short summary of his book: This helped the school to manage an increase in pupil numbers, zigmoid calm breaks and lunchtimes, and therefore, calmer lessons afterwards.
Inspired by its model, the school reorganised its leadership team into four teams, each with an associate headteacher leading it. Think your friends would be interested?
The Sigmoid Curve | Management Models – Managing Change
Leaders also need to be able to hold the paradox of embracing their business model or strategic planbeing fully committed to implementing it in all its details, while at the same time questioning whether this model needs to be replaced by a new focus.
Other members of the team due to retire in the next few years have a similar arrangement.
In Eastern cultures, life is viewed as a series of cycles or waves. In a day, it is wakening, preparing, activity and sleep.