The Butterfly Model

As a school the BSP is committed to ensuring that  staff remain at the cutting edge of educational thought and practice so to kick start the summer term staff training was led by Mr Roy Leighton, an expert in values-based areas in education, the arts and business environments in the U.K. and internationally for over 30 years.

He presented a stimulating and thought-provoking discussion about the ideas and principles behind his Butterfly Model. This model provides a framework to enable an individual or, in our case, a school to identify, shape and plan the changes we want to achieve – the smallest of changes can make the biggest of differences in ways you can never predict.

The Butterfly Model attempts to reconnect people with what makes us human. It is simply a way of looking at the world with wisdom and then acting accordingly on an ongoing basis. For a teacher this means that their role is to mentor and support students from knowing, to doing, to being – playing a key part in their eventual success andfulfilment.

Drawing on ideas and inspiration from Japense educationalist Tsunesabur Kakiguchi (1871-1944) who believed strongly that education should be linked to real life and shaped by teachers not bureaucrats, his understanding was that there is far more to education than just the sitting of exams. He believes that the purpose of educa-tion is to develop the happiness of children by providing an adaptable framework that allows for personalisation and collaboration in the learning process that is directly linked to community – a community that encompasses family, school, town, country and even to the world as a whole.

Mr Leighton also discussed the work of Dr Clare Graves who identified the following 6 stages of maturity devel-opement to support and develop family dynamics, personal and organisational change.

 •   There must be potential for change

 •   There needs to be a genuine openess to find  
 •   We need to accept and embrace that disagree ment will be an outcome of any change

 •   There must be a willingness and an honesty to identify and deal with barriers of all kinds

 •   We  must be open to emerging insights into what has and hasn’t worked and to possible    alternatives

 •    There must be consolidation and support  

 through out this change process.

Clearly this presentation has provoked a huge amount of debate and discussion amongst staff which will be put to good use in the months to come.

Nicholas Hammond 


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