Educational Leaders' Problem-Solving Conversations: Testing Validity of Key Beliefs About Problems, Their Explanations, and Solutions

• In Event: Park Central Roundtable Session 7
  In Roundtable Session: Principals' Problem-Solving and Decision-Making in Teams and Organizations

Abstract

Educational leaders’ conversations about problems are typically influenced by beliefs of three types—beliefs about the problem, about what explains it, and about how to solve it. In this study we investigate patterns in those belief types and in the validity testing behaviors leaders employ in these conversations. We drew on theoretical literature relating to problem-solving, interpersonal and leadership effectiveness, and validity testing to construct a model of effective problem-solving conversations. Our analysis of 26 leaders’ real conversations with others about problems revealed several patterns that have implications for leadership development—a tendency for leaders to avoid discussion of problem causes, to advocate more than inquire, to bypass disagreements, and weaknesses in the logic between solutions and the problem causes.

Authors

• Claire Sinnema, The University of Auckland

• Frauke Meyer, The University of Auckland

• Deidre Le Fevre, University of Auckland

• Hamish Andrew Chalmers, albany senior high school

• Viviane M. Robinson, University of Auckland