Without regular research, you don't really know what everyone is thinking
One of the true joys of working alongside school district leadership teams and Boards of Education is seeing mission-driven professionals and elected community volunteers focused on the needs of students.
They study data. Absorb the contents of reports. Evaluate the merits of various options on tough decisions they have to make. It’s not something for the faint of heart or for those who don’t recognize that it is the ultimate “deep dive.” Those who are really, really committed know exactly what I’m talking about.
But this “all in” approach can also become, strangely enough, a set of “blinders” for these very same, hardworking, deeply caring individuals. These blinders typically appear in one of two ways – and sometimes both.
First is the “Everyone is as excited and interested in this information as I am” syndrome. This condition – which has a variant known as “Everyone should be…” etc. – manifests itself in complicated, feature-driven explanations of plans, programs and proposals.
Second is a condition known as “I talked to a patron in the checkout line at the grocery store, so I know what everyone is thinking.” While it is understandable the comments of those who step up and share their thoughts are the ones who get the attention of school leaders, doing so makes the leap that a small, more active percentage of patrons reflects the views of the entire community.
And when such sketchy “data” is used to make decisions on ballot issues, the risk of taking a backwards step increases exponentially.
To avoid these “illnesses,” school districts should follow a regular regimen of community research. (OK, that’s the last of the medical metaphors. Thank you for your patience with the author’s attempt at “creative writing…”)
Research doesn’t make decisions for school districts; it leads to more informed decision-making, by:
Tracking performance perceptions. It’s a familiar saw, but it’s no less accurate than the day it was coined: Perception is reality. For example, you may know that you squeeze every penny to get the most out of your district budget, but a segment of typical residents may be swept up in the general “waste is everywhere in government” meme. If you don’t know the depth of these feelings, how can you effectively correct this misperception?
Testing ballot issue ideas. Successful ballot issues require the right mixture of projects and price tag – even those where there is no tax increase required. Asking a cross-section of patrons whether it supports or opposes project ideas (and what it would be willing to pay for those ideas it believes in) is just smart business.
Learning where patrons turn most often for district news. It can become very easy to get stuck in the rut of “we’ve always done it this way,” when it comes to communications strategy and tactics. Asking a statistically reliable sample of patrons where they look for district updates helps make certain your scarce resources are wisely invested.
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