Charles Esther
On a Wednesday afternoon, a school district director emailed to say she might be late to the first community of practice session.
She explained she was giving a board presentation that evening, right before the session.
Her story isn’t unique.
It’s emblematic of the complexity educational leaders face as they navigate responsibilities, unforeseen demands, and the need for human connection.
The AI in Education Leadership Catalyst community of practice was intentionally designed to foster strategic leadership and collaborative networks necessary to navigate the complex implications of generative AI.
As co-designers, we envisioned a space where leaders could contemplate big questions.
How do we lead with integrity when the ground beneath us may be shifting?
How do we center pausing and introspection in an era of AI?
And, most importantly: How can we design learning experiences that are as adaptive and resilient as the leaders we serve?
A Critical Framework Guiding Our Work
The rapid integration of artificial intelligence into education demands a reimagining of traditional leadership paradigms.
In this ever-evolving landscape, the principles of Liberatory Design offer a powerful framework for navigating uncertainty and fostering equitable change.
Rather than viewing these mindsets as simply design principles, we contend that they represent crucial leadership competencies for the age of AI.
Build Relational Trust
From the outset, we listened deeply to the community’s aspirations and challenges.
One principal stated, “As a campus, we are currently having a number of issues with the use of AI and are working on an AI policy.”
By welcoming participants to come as they are, we honored the reality that leaders are also caregivers, juggling multiple roles.
Building relational trust is paramount for leading communities through technological shifts.
Progress, Not Perfection
Our mantra was progress, not perfection.
We modeled vulnerability and curiosity.
We embraced mistakes as learning opportunities.
Partnering across organizations, we demonstrated that collaboration, particularly among values-aligned leaders, can spark innovation and serendipitous partnerships.
Practice Self-Awareness
After each session, we conducted after-action reviews, asking reflective questions.
We shared end-of-session survey results and reflections with participants.
This transparency invited others to do the same, fostering a culture of continuous learning.
Recognize Oppression
We asked ourselves: Who isn’t at the table, and why?
When a participant was reassigned mid-program, we offered flexible engagement options.
This prompted us to continually examine barriers that hinder participation.
Embrace Complexity
Reframing our community of practice as a pilot freed us from the illusion of perfection.
We invited diverse perspectives into curriculum design, leading to richer learning experiences.
Focus on Human Values
We listened deeply to participants’ stories, surfacing issues that mattered most at the intersection of AI and education.
This helped us elevate the collective wisdom within the community.
Seek Liberatory Collaboration
Titles mattered less than lived experience.
We invited participants to co-design and co-facilitate sessions.
This nurtured shared ownership.
One community member reflected, “This is what a paradigm shift can look like. Not just professional development… but possibility development.”
Work with Fear and Discomfort
AI can be daunting.
We established a norm: Be comfortable being uncomfortable.
Leaders shared challenges in breakout rooms.
By holding space for vulnerability, we turned discomfort into growth.
Attend to Healing
Weekly check-ins gave participants the space to share what was working and what wasn’t.
One principal wrote, “Our first session was incredibly energizing.”
We acknowledged the emotional side of change alongside the technical content.
Work to Transform Power
We designed multiple entry points for sharing and learning.
We recognized that agency, belonging, and competence are core human needs.
By releasing responsibility gradually, we encouraged broader sharing beyond the cohort.
Exercise Creative Courage
We returned to our mantra: progress, not perfection.
We modeled curiosity and experimentation.
Collaboration among aligned organizations sparked innovation.
Take Action to Learn
Low-risk experimentation was key.
We tested curriculum components and designed an accelerated version to iterate quickly.
We asked guiding questions: What’s our vision? What frameworks will we use? How will we measure impact?
Recommended Resources
Practical Frames for Leadership Reflection
For leaders applying these mindsets, consider these questions:
- How am I building trust and psychological safety in my community?
- Who isn’t participating and why? What barriers can I help remove?
- How am I modeling adaptability and openness to feedback?
- In what ways am I demonstrating a responsible approach to technology?
- Where am I taking creative risks, and what am I learning from them?
Looking Ahead
The challenges facing education leaders are immense, but so are the opportunities.
The community of practice has provided a vital space for leaders to share experiences and learn from each other.
By centering relational trust, holistic leadership, and liberatory design, we can create learning experiences and systems that are inclusive, empowering, and transformative.
Powered by Google.org, ISTE+ASCD and six coalition partners are empowering educators to harness generative AI’s transformative potential.
