Deep leadership – 2: A culture of personalisation

Many of the schools that have made the most progress with personalising learning claim that their achievements depended on the schools’ having a particular kind of culture and that the effect of work on personalisation changed the culture still further. This pamphlet, titled “Deep Leadership – A Culture of Personalisation,” delves into the stories of schools that have made significant progress in personalising learning. Written by Professor David Hargreaves, the publication aims to provide insights into the dynamics of change involved in creating a culture of personalisation in schools.

The publication discusses how school culture is both a path to personalisation and a product of it, and provides case study examples to illustrate the three strands of co-construction, innovation, and distributed leadership. Through these case studies, school leaders and educators can learn about the central themes and professional journeys that these schools undertook, and how they can apply these learnings in their own institutions.

Hargreaves emphasises the importance of school culture in personalising learning, and how it reflects and is constrained by the organisation’s structures. It highlights the role of school leaders, especially headteachers, in shaping the values that underpin the culture and driving the shift to a culture of personalisation. The blurb also notes the significance of student voice in the process, as many school leaders believe that it is the most powerful gateway for personalisation.

Written in 2007, the publication remains relevant today as schools continue to strive towards personalising learning and creating a culture that supports it. With its practical insights and case study examples, “Deep Leadership – A Culture of Personalisation” is a valuable resource for educators and school leaders seeking to drive meaningful change in their institutions.