Trying to balance accountability with accessibility is one of the key problems of leadership in any organization, but in educational institutions the challenges are unique in that the fundamental purpose of the organization requires engagement and collaboration from all those part of the enterprise. This model makes sense of the challenges of designing an institution that supports learning and teaching, but which balances two sometimes conflicting goals:  creating a culture of learning while achieving excellence in learning and teaching.

No single model is representative, each has its strengths and problems – the idea is to visualize the contrasts in some way.  The range of ‘less focus’ and ‘more focus’ is meant to refer to the central purposes of the organization.  So, if the central purpose leans more toward ‘excellence’ or ‘quality improvement’ that is one direction, while if it leans more toward ‘learning culture’ or ‘organizational development’ then that is another purpose.

Each model utilizes elements of the others and no model is exclusive, it is only in the degree to which the model leans in that direction that determines its position.  The description of each model refers to a series of metrics, including ‘who’ carries out the functions, the direction and type of learning and service provision, whether it is focused on goals or process, and whether it is competitive.

Ultimately, the purpose serves the organization by creating the conditions for its operation, as well as by shaping expectations for performance.  Like any good classroom, the function and purpose that underlie the enterprise should closely align with the structure.   At the same time, purposes should be flexible and, to my mind, not neglect the processes that allow people to be people, and to realize their best selves in any organization.