Our History

In 1991 there were a lot of things in place:

• need: a review of the Department of Education had cut more than 16% of our staff allocation
• understanding: quality made sense
• opportunity: we had some AQC contact
• our potential to learn: we had confidence in ourselves and our supporters
• our culture: our values and hopes matched those expressed in the Deming philosophy which promised to meet needs and help us achieve our commitments of the school

Strategy

1. Bridge from existing history and culture to incorporate the functional basis of the transformation (I think I have underestimated the importance of this as the required starting point)

2. Identify existing cultural & historical starting points: what in the present situation will support, enable, require, justify… the proposed transformation

3. Identify changes required

• what to change (redundant, impediment, inadequate…): reduce waste variation, rework
• what to change to (necessary, intended, desirable, feasible…): Deming approach) and 
• how to bring about the change (culturally, historically...) work with staff and community to identify opportunities to apply quality management

4. Modify, retell and demonstrate myths to incorporate new cultural practices and to place it into contemporary history

5. Develop and introduce appropriate principles and practices

• Tasks, tools timelines and training for success

6. Minimise change

• Reduces episodic (historic) disruption
• Reduces cultural dissonance
• Maximises sense of growth and development both historically and culturally

7. Demonstrate short term gains build history through successful experience

8. Embed new practices (activities) into the history and culture of the school