Research School Network: The Importance of a Pre-Mortem and the Power of a Team When the Unexpected Becomes the Norm

When the Unexpected Becomes the Norm

This year has been a challenging one here at Norfolk Research School. We have had a few things thrown at us – not just from left field, but from right field, upfield, down from the sky and possibly even from underground!

It is a testament to the strong team we have built, both within and around the Research School, that we have nevertheless continued to carry out our work to a high standard, supporting schools and leaders throughout. Together, we have anticipated challenges, mitigated risks and responded when needed.

Reflecting on the year, I think one of the reasons we have been able to continue successfully is that we have not been afraid to consider worst-case scenarios and plan accordingly.


What Is a Pre-Mortem?

Last week, I was talking to trust leaders about the idea of a pre-mortem, and it reminded me how important this process is in any implementation context. This is particularly true in education, where people and relationships are central to success and there is rarely an opportunity to pause.

Pre-mortems ​“ensure that decision-makers identify – prior to enacting their decisions – the perceived possible drivers of failure in the pursuit of a stated goal. They ask leaders to imagine that the implementation of their idea has failed, and then require them to list all the possible causes of that failure.” (Stuart Kime)

A pre-mortem allows leaders to anticipate challenges, strengthen plans and put mitigations in place before problems arise, rather than reacting to them afterwards. It reduces the likelihood of initiatives going off track when the road ahead looks different from the one originally imagined.


Asking the Right Questions

A pre-mortem involves imagining a future scenario in which your plan is well underway, but things have begun to go wrong and outcomes are not matching expectations. This exercise is typically carried out towards the end of the Prepare phase of the implementation cycle, as leaders begin planning for delivery.

Questions you might ask in this imagined scenario include:
· What warning signs did we ignore?
· Which assumptions did we make that turned out to be misguided?
· Where is implementation most inconsistent?
· What else could still go wrong?


From Reflection to Action

The next step is to use this exercise to identify your three most significant risks and consider how you will mitigate them.

You might also use this opportunity to think about the people who could add expertise, support or capacity if challenges arise in the future, and how you can ensure they are ready to contribute should they be needed.

You can never hope to anticipate every twist and turn that a project will bring. However, having the courage to consider where those turns might lead will stand you in good stead as you navigate the road ahead.


The Value of a Strong Team

And I can tell you from personal experience that one of the best things you can do when embarking on any piece of work is to ensure that you have a wonderful team around you.

Thank you to everyone involved in our work this year, especially Susi Waters and Becky Layfield, who have demonstrated such talent, knowledge and tenacity throughout the year.