Change has changed. We are in a critical time of history. The age of farms and factories and even information worked for a while, but everything has changed. What worked yesterday does not necessarily work today. Organizations fail when they over-invest in “what is” at the expense of “what could be.” Executives often say, “This is how our industry work.” My stock reply: ‘Yeah, until it doesn’t.” Truth is, every organization is successful until it’s not. In a world of unprecedented change, there’s only one way to protect yourself from creative destruction—do the destructing yourself.1 “Average is officially over because, you see, every employer today has in this hyper-connected world access to above-average computer software, robots, and not just cheap labor, but cheap genius, from so many different places. So Woody Allen's observation that 90 percent of life is showing up is, as they say, N/A, no longer applicable. If you just show up to your job and do average, whether you are a lawyer, an accountant, or a butcher, a baker, a candlestick maker, there is a machine, a software, a robot, or a foreign worker now that is so much more quickly, cheaply, and easily available to take you out. So you had better be a creative creator or a creative server.”1 We have to say goodbye to the knowledge economy and say hello to the creative economy. A new breed of worker and leader are now required...people who are creative, good at connecting with others, and able to see solutions like no one else. Indispensable.2 We are at a “tipping” point in education. With competition from private schools, charters schools, home schools, and virtual schools; with education funding in a crisis of epic proportions; with new, yet inefficient, assessment systems; and with the shift toward globalization, it is time. As our ancestors proved in shifting from the agricultural system to the industrial system, we can do it, but we must be willing to adapt. That’s why we need to change the way we change. 1 From What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel (Hardcover - Feb 1, 2012) 2 From Linchpin: Are You Indispensable? by Seth Godin (Hardcover - Jan 26, 2010)

1. What if we had a “campaign”…

2. …and asked our stakeholders, beginning with our students, our students’
parents, our Denton ISD educators, our businesses, and our community
via social networking (Facebook, Twitter, YouTube, etc.) and took online
polls; surveys; and specific, open-ended questions such as…
What is school for? What matters to you? Why are you here in Denton
ISD? Etc., etc., etc.

3. What if we kicked off the campaign with a video
where educators answered these same questions
and put it out there on social networking sites, our
district webpage, TV, etc. to generate a buzz.

4. What is school for?

5. And told “our” story.

6. Note: The purpose of the next 2 videos is to
demonstrate how a video might “look and feel”
to “market” this “campaign” to the masses.
Focus on the format, not the content (although
this was a cool project)!

7. Note: The purpose of the next 2 videos is to
demonstrate how a video might “look and feel”
to “market” this “campaign” to the masses.

22. In order to change, you must... ,
, and .
http://www.heathbrothers.com
/switch/chapterone.php

23. What is school for?

29. The idea of risk is so tied
to the idea of greatness –
you cannot be great
without risking yourself.

31. For more information, visit
www.dentonisd.org/eic
or “Like”
www.facebook.com/cshade
dentonisd