Like many ASCD members, I have been reflecting on the future of ASCD. To respond to changes in social conditions, technology, and globalization of markets—and to meet the diverse needs of our large membership—ASCD must change.
Our Association has changed in the past to meet changing conditions. ASCD started out in 1943 with a small group of central office curriculum supervisors and college professors of curriculum and instruction, who focused on theoretical issues in education. At that time, membership numbered in the hundreds. As more members joined, it became necessary to broaden the thrust of the Association to include matters of a practical nature. Addressing both theory and practice, ASCD grew slowly at first and, I might add, calmly.
When I became president, I heard stories about defining events that took place toward the end of the 1960s, when great social changes were taking place in the United States. In 1969, dramatic and memorable events occurred at ASCD's annual meeting that changed our Association forever. The oral historians told me that activist groups coalesced as a result of their concern about ASCD's lack of diversity and inclusiveness. Their perception was that ASCD talked about diversity but took little action in that direction. Apparently, the dissidents took over the agenda and direction of the annual meeting. The president was not able to give her address, and she was so distraught that she resigned on the spot. These revolutionary acts changed the very fiber of ASCD. Diversity and inclusiveness became major thrusts of our Association. In the aftermath of the conference, ASCD's constitution was revised. The six-member Executive Committee was broadened to a 13-member Executive Council.
The next major change in ASCD was the tremendous growth of membership in the 1980s. ASCD is now recognized as the premier education association serving the needs of many diverse members. Currently, our membership includes more than 150,000 educators throughout the world.
A survey of our members conducted last year validated the core values of ASCD. When asked about the mission and culture of ASCD, the respondents overwhelmingly cited the focus on teaching and learning and the diverse membership base. The same survey also revealed new directions that the founding members did not anticipate: making our Association more international and influencing the educational and political policy arena.
This brings us to the present, when ASCD must again transform itself to meet changing conditions throughout the world: liberalization and globalization, to name two. Liberalization of once-closed authoritarian countries into freer societies brings about social changes that affect education. Globalization brings about interconnection and competition, again affecting education. To survive, education organizations must change to meet these new forces.
In 1964, Richard O. Carlson used the analogy of wild animals versus domesticated animals to classify organizations. Carlson classified public schools as domesticated animals whose sustenance was guaranteed, whereas private sector institutions were classified as wild animals having to continually search for resources. In the future, I believe that public schools and ASCD will have to move to the wild animal classification: they will have to justify their existence and seek out sustenance in order to survive.
John P. Kotter has highlighted the changes in culture that organizations need to make in moving from the 20th century to the 21st century:
Successes of the Past, Looking to the Future - table
20th Century Culture | 21st Century Culture |
|---|---|
| Inwardly focused Centralized Slow to make decisions Political Risk averse | Externally oriented Empowering Quick to make decisions Open and candid More risk tolerant |
As we move into the 21st century, ASCD members may see some of the changes predicted by Joan Schweitzer in her recent presentation to ASCD's Board of Directors. If we check the ASCD Web site in March 2005, we may read that
- ASCD goes virtual and sells its headquarters building.
- ASCD battles with for-profit companies for new product ideas and development.
- The ASCD staff consists of contract employees in 100 key cities.
- The annual meeting in Tokyo is declared a strategic and financial success.
- ASCD's membership surpasses two million through Internet usage.
- Technology revolutionizes ASCD's financial, operational, and governance systems.
As ASCD journeys into uncharted territory, I am reminded of a line by the poet Antonio Machado: "Wanderer, there is no path. You lay a path in walking." I invite you to dream and create a great vision of the future for ASCD as we undertake this journey into the new millennium.