Public Book Club

Chapter 1 states “every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision.” How does this apply to education? Does education (or educators) use a series of effective short-term tactics until we get the desired outcome/result we want? If so, what is an example?

Referring to the first paragraph in Chapter 2, do you believe school districts offer the same programs, with the same quality and level of service? Why or why not?

Does the field of education use manipulation (i.e., fear, aspirations, peer pressure, and novelty/innovation) to get their desired outcomes? Explain.

How would you define loyalty in education?

Is transactional or transformational leadership more effective for successful organizations? Which type of leadership do you find to be more effective in education? Is the type of effective leadership in education different at the state, district, or classroom level?

What is the “Golden Circle” and how can it be applied to education?

The author uses Apple as an example of a company that starts with why. Do you agree with Sinek’s example? How is this example related to trust?

Is it hard for a school or district to determine their purpose, cause or belief (their WHY)? Why or why not? Do charter, private, or magnet schools find this easier? Is it difficult for schools/districts to stay true to their WHY? Explain.

Do you agree with the author’s statement that “People don’t buy WHAT you do, they buy WHY you do it?” Is this true for public education? Do people “buy” WHY we educate? Explain.

The author states “absent a WHY, a decision is harder to make.” Do you agree? Explain why or why not.

How do you know when you have found your “WHY” and it is right?

How does WHY work when building a team? How do you use it to get people on board with you?

The author shares how Continental Airlines changed to measure things the employees could control together. Do we create and measure the impact educators have on learning as a group rather than individually? Explain.

The author states, “The role of a leader is to create an environment in which great ideas can happen” (Ch 6, p 99). How can we do this within our school districts or buildings?

Why is it important for all to grow for the success of an organization?

What are your thoughts on the Law of Diffusion? Is it applicable to education? How does “Why” impact whether or not our ideas or products are embraced?

Provide an example in education where the HOW and WHAT may be different but the WHY is the same.

Is it important for us to help students find their WHY? Why?

WHY and HOW people are both present in successful organizations. Share your experience working with WHY and HOW people.

In education, we often talk about “best practices.” The author states “best practices are not always best” (Ch 9, p 166). What does he mean by this? What does this indicate about best practices for education?

How well does your school or district communicate your WHY? Do you pass the Celery Test?