Education is often seen as one of the most change-resistant industries because it has been such a political handball. Many teachers are tired of the political interference and government bureaucracy, leaving them jaded, disillusioned and sceptical of innovation. Coupled with this, teachers are already overwhelmed by the increasing demands on their time, making it difficult to embrace new initiatives. So how do you go about asking your teachers who are tired, overwhelmed and sceptical to embrace a new approach to teaching and learning?
Conventional wisdom in psychology states that the brain has two, independent systems at work at all times: the emotional system and the rational system. Jonathan Haidt, prominent American social psychologist, author, and professor at New York University's Stern School of Business, presents these two sides of our brain as an image of a rider and an elephant (see https://www.youtube.com/watch?v=X9KP8uiGZTs).
The emotional side of our brain is the elephant, and the rational side is the rider, perched on top of the elephant. The rider holds the reins and seems to be in control, but the relative size of the rider compared to the elephant shows just how precarious this perception is. If the elephant doesn’t want to go somewhere then it won’t. There is nothing the ride can do.
Most decisions about change are the result of our emotional brain, even when there is an indisputable rational reason for changing. Take for example, smokers. Even when presented with the data, gruesome pictures and details about an untimely death, people still don’t stop smoking. Likewise, if someone is unsure about whether to marry their significant other, you’re not going to help them make the decision by talking about the tax and financial advantages of the marriage. As a school principal, you are not going to successfully introduce a different approach to learning, like Vivedus, by presenting to the staff all the logical rational benefits, you also have to appeal to the teachers’ emotional systems.
Chip and Dan Heath have built on the image of the rider and the elephant and presented compelling guidelines for bringing about change. This work is presented in, “Switch: How to change things when change is hard” (2011). Heath and Heath show, with well researched evidence, that to successfully ask people to change their behaviour (e.g. adopt new approaches to teaching and learning), you must do three things:
- Direct the Rider (Rational Brain)
The rational side of our mind needs clear, actionable goals to move forward. Leaders should:
- Identify bright spots—what is already working—and build on these successes.
- Break down big goals into smaller, manageable steps.
- Provide a clear vision for change, such as the adoption of innovative learning frameworks like Vivedus.
- Motivate the Elephant (Emotional Brain)
Even with logical reasons to change, people need emotional motivation. To engage teachers emotionally:
- Create opportunities for them to connect with their purpose—why they became educators.
- Showcase real stories and examples that inspire hope and demonstrate the positive impact of change.
- Start small: introduce low-risk, incremental changes to build momentum.
- Shape the Path (Remove Obstacles)
The best intentions will fail if practical barriers remain. School leaders must:
- Reduce administrative burdens by streamlining meetings and processes.
- Eliminate redundant systems and focus efforts on meaningful outcomes.
- Provide continuous support through professional development and collaborative learning communities.
Change Is Hard, but possible. Creating meaningful change in schools requires more than new policies or frameworks—it requires a shift in culture. Leaders must engage both the rational and emotional aspects of their teams, build trust, and remove obstacles along the way. With the right approach, it is possible to transform schools into vibrant learning communities that prepare students for the future. The road to change is long and filled with challenges, but history shows us that transformation is achievable when leaders have the vision, courage, and strategy to move forward. The key lies in starting small, celebrating progress, and staying the course—because the future of education depends on it.
