集体领导的力量：让利益相关者参与提高学校系统绩效

The World Governments Summit is a global platform dedicated toshaping the future of governments worldwide. Each year, the Summitsets the agenda for the next generation of governments with a focus onhow they can harness innovation and technology to solve universalchallenges facing humanity.The World Governments Summit is a knowledge exchange center at theintersection of government, futurism, technology, and innovation. Itfunctions as a thought leadership platform and networking hub forpolicymakers, experts and pioneers in human development.The Summit is a gateway to the future as it functions as the stage foranalysis of future trends, concerns, and opportunities facing humanity.It is also an arena to showcase innovations, best practice, and smartsolutions to inspire creativity to tackle these future challenges.To InspireAndEnableTheNext GenerationOf Governments2 McKinsey & Company is a global managementconsulting firm committed to helping organizationsrealize sustainable, inclusive growth. We work withclients across the private, public, and social sectorsto solve complex problems and create positivechange for all their stakeholders. We combine boldstrategies and transformative technologies to helporganizations innovate more sustainably, achievelasting gains in performance, and build workforcesthat will thrive for this generation and the next.McKinsey &Company3 Table of ContentsTopicsExecutive SummaryIdentifyCreate AComprehensive List OfStakeholdersAnd TheRoles They PlayIdentify Underlying Motivations And Mindsets Of StakeholdersGatherMatch Engagement Method To ContextEngage Stakeholders Early And OftenCreate An Expectation Of Engagement Across The SystemInfluenceFoster Conviction Through Compelling Change StoriesReinforcing With Formal MechanismsBuilding The Skills For SuccessCreating And Highlighting Role Models For The ChangeEmpower 6101218222427323438404143445 Executive SummaryImproving school systemperformance takes time andresources– but engagingcritical stakeholders helpsfoster a collective effort andlead to greater success6 FosteringAuthenticEngagement1Jake Bryant et al., “How Covid-19 Caused a Global Learning Crisis,”McKinsey, April 4, 2022, https://www.mckinsey.com/industries/education/our-insights/how-covid-19-caused-a-global-learning-crisis.2McKinsey’s analysis of international World Bank’s HarmonizedLearning Outcome assessment scores, rates of learning poverty, andpopulation growth predictions.3Eric Champagne, Francis Gaudreault, and Moira Hart-Poliquin,“Results, Adaptability, Capacity and Engagement: Narrowingthe Implementation Gap” (Ottawa, ON Canada: Centre onGovernance Working Paper Series, No. 03/20/EN, October 2020),https://ruor.uottawa.ca/bitstream/10393/41200/1/CoG%20Working%20Paper%2003_20_EN.pdf.Over the past 25 years, education outcomes havestagnated globally, while the COVID-19 pandemichas exacerbated existing inequalities in theeducation system. Learning has been pushedback by eight months globally on average,1andthere are now over a billion students in learningpoverty, defined as children under the age of10 years old who are unable to read andunderstand a simple text.2For decades, the education community hasstudied what interventions can reduce inequitieslike these and move more students to proficiency,collecting strong evidence for what foundationalskills students need to master, such as reading,numeracy, and critical thinking. Despite agrowing evidence base, school systems oftenstruggle to turn well-designed policies intoaction, and well-intentioned changes fizzle out inthe “implementation gap.”3To make changesstick, leaders must know not only whatinterventions to use, but also how to implementthem well at scale. 7 School systems that have improved andsustained gains in student achievement employ acommon set of implementation strategies. Oneof these is building a broad coalition for changeto sustain reforms over time. This report focuseson how education leaders can effectively andauthentically engage educators, families, andcommunities to build stronger and moreequitable education systems.4It uses evidencefrom case studies of school systems globally thathave achieved consistent improvements instudent learning outcomes, information gleanedfrom 200 interviews with school system leaders,as well as broader public sector and privatesector transformation experience.5An authentic stakeholder engagement approachacknowledges that stakeholders such as teachers,school leaders, and families hold uniqueknowledge about what the key issues are, whatschools and students need to thrive, and howprograms can successfully be implemented. Itthus prioritizes early and frequent engagement todesign resonant policies and implementationplans that consider local context and complexities.However, it is also important to recognize the realrisks inherent in stakeholder engagement.Engaging stakeholders effectively takes time,energy, and many resources to do well. And even-well planned engagement can back