The change we seek to make often shows up as a strategy conflict. Here is how things have always been done (the status quo). And this is the strategy that requires change.
The habit of getting used to one strategy to get things done carries gravity. For example, promoting competition in the workplace creates a toxic working environment. It encourages people to work against each other and focus on gaining personal power instead of helping others succeed. It might help the business get more sales, win more clients, and make more money, but at the expense of connection, people's well-being, and the collective. Changing culture isn't easy, but it helps businesses win results and build connections internally and externally. Microsoft transformed from "know-it-all" to "learn-it-all".
In schools, the traditional way pushes students to study harder through repetition, memorization, and regurgitation. The method is based on efficiency and convenience: tests are required, and schools use grades to measure children. When a new strategy says we have figured out a better way (learning) to help every child improve their study without forcing them and students choose to study themselves, we witness children thriving and their studying results improve. Summit Public Schools are such an example.
Tension is normal. But focusing on strategy conflicts distracts. It prevents us from paying attention to what truly matters. When the collective can get past the conflicts and focus on the shared goals and outcomes instead, we can better see what's working and align with the strategy that serves.
