The COVID-19 pandemic significantly disrupted the educational system. This unsolicited disruption unearthed several challenges which were masked throughout the years. Times have changed, and the design, methods, and delivery of education must adapt to survive. I believe Ellen White had this idea when she penned, “Let every worker in the Master’s vineyard, study, plan, devise methods, to reach the [students]. . . . We must do something out of the common course of things. We must arrest the attention. We must be deadly in earnest”—Evangelism, p. 122.
Our educational system needs renewal for survival. Without transformation, there is no growth. Change happens best when external drivers are producing an atmosphere for change. The pandemic created a forced wind for change to happen. If there was ever a time for renewal, transformation, and change, the time is now.
Continuing with Adventist education’s mission amid the trends and current ways of living is a challenge that administrators must overcome. These environmental factors indicate that some of the approaches that previously drove success in Adventist education have become more unreliable over time. Adventist institutions are bombarded with numerous issues that have caused enrollment downturn, budgetary constraints, and strain on human resources.
Educational leadership must clutch this opportunity and collaboratively develop a strategic change plan to create an atmosphere conducive to post COVID-19 growth. The future of Adventist education has numerous possibilities, and those in leadership positions should act in earnest.
Every educational leader ought to pay attention to the clues—the global challenges, and the future possibilities—to know when to push for a transformation. Because change can be complex, here are five considerations:
• Don’t just change for the sake of change. Without vision, the people perish (Proverbs 29:18). Change does not happen in a vacuum. There should be a strategy to change which is futuristic and vision-centered. Adventist education hangs on the vision of preparing young minds for now and eternity. Accomplishing such a comprehensive strategic vision of higher purpose ought to adapt to environmental changes—always standing on principles but flowing like a river with methods.
• Engage all stakeholders. Successful change is determined by the extent of engagement. Including all members of the educational institution at all levels will reduce change resistance and encourage participation. Be careful to consistently remind everyone associated with the change, whether directly or indirectly, of the strategic mission. Most times, everyone agrees with the mission, the challenge is with the method of implementation. Listen to all opinions and use the wisdom of deductive reasoning to achieve the end goal. Trust the process. Trust God.
• Develop change agents. You cannot do it all. Develop key persons among the stakeholders who will be dedicated to ensuring that change happens. These persons should not police; they should collaborate. Collaborators help others to understand the necessity of change. They answer the question adequately, “Why we are changing?” These change agents are strategically positioned and empowered to assist individuals in managing the impacts of the change.
• Communicate. A narrative that is not compelling is distracting. Regularly and consistently communicating what is happening will assist people in understanding the vision. Make sense of the change by explaining why the change is vital to student outcomes. Be honest and clear about how the change will impact the community, both positively and negatively. And repeat this process as often as possible. Communicate regularly and frequently, using different styles of communication for stakeholders to comprehend.
• Celebrate the small wins. Celebrating your small victories is a powerful way to demonstrate progress. Break large goals into smaller goals, find the journey’s small wins, and make a big deal about them. Discover the positives and not only communicate and celebrate but also document these along the journey. Take it one day at a time. Do not rush the process. Change takes time.
The pandemic provided a perfect opportunity for educational change and innovation—perhaps nothing similar has been presented before. Adventist education is too critical to the mission of the church for us not to strategically make necessary changes to develop and enhance governance, pedagogy, and product value.
