Introduction
members and leaders of the Sanger Unified team for over a decade, we will speak to the paradoxes, research, and lessons that impacted our experiences and tenure. New and veteran practitioners alike will gain valuable insight into the importance of collective efficacy at all levels of the school organization in three critical areas: (1) balanced leadership, (2) how to build and empower teams, and (3) collective learning with a systematic response. The first six chapters focus on building six different aspects to enhance collective efficacy. Chapter 1 discusses changing organizational culture, exploring efforts to change a toxic culture of dysfunction into one of intentionality and reflection by utilizing Margaret J. Wheatley’s (1992) concept of below the green line (BTGL). Chapter 2 stresses the importance for teams to discover their purpose—the connection to something greater than themselves. Leaders that help teams find the “right why” speak to the heart of human beings and develop hope around a compelling message. In chapter 3, we examine the importance of unleashing the power of a meaningful vision that incorporates and involves all stakeholders in the crafting of the vision through collaboration. Chapter 4 then presents our case that belief and accountability are essential components in building collective team efficacy. When leaders can inspire through non-negotiable beliefs and convictions, teams cultivate an ability to take on challenging situations. In chapter 5, we discuss the process for using integrity as the reward for autonomy to build the collective commitments of teacher teams. We explore why merely having norms may not be enough for some teams, and how using autonomy to build and reinforce behaviors is crucial for building collective efficacy. Then, in chapter 6, we finalize our story by putting the focus on collaboration as the foundation for building collective team efficacy. Chapter 7 then combines all these lessons together and introduces our Theory of Action, a framework of understanding for how teams assess and build collective team efficacy and how teams can identify the types of experiences they need to foster and enhance collective team efficacy. In the epilogue, we tie everything together so teams can internalize the clear and compelling case for prioritizing collective efficacy. Lastly, to assist teams in measuring and improving collective efficacy, we share tools, resources, and processes at the end of each chapter as well as in the appendix. The first six chapters include the following sections. • The Challenge: This opening section provides a description of the organizational experience and sets the context for the chapter. • The Change: This section describes the change event (or events) that Sanger’s leadership instituted to address the identified challenge. • Leadership Paradoxes: This section defines the specific paradoxes that challenged team collective efficacy during a specific time period and helps leaders and teachers see the balance required to successfully build collective efficacy.
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