Building district problem-solving capacity requires learning, collaboration, and a commitment to excellence. It takes time, investment, and effort—but the benefits are enormous.

What’s Your School or District’s A.T.Q.
(Analytic Thinking Quotient)?

Directions: Think about how people in your school or district typically handle issues that arise. Answer True or False for the following statements:

When significant decisions are made, there is a clear and well-articulated rationale for the choice—people know why that decision was made and why other options were not selected.

True False

When addressing important issues, input is solicited from all critical stakeholders and people know they have been heard.

True False

Conflict is openly and constructively addressed—leaders do not avoid situations where they anticipate conflict.

True False

Even when people do not agree with a decision, they trust that a fair, reasonable process has been followed.

True False

Problems are effectively fixed the first time—the same problems do not arise again and again.

True False

Changes and new initiatives are implemented smoothly, effectively, cost-efficiently.

True False

School and district leaders mentor others in effective decision-making and problem-solving.

True False

People from diverse stakeholder groups are able to work effectively together in resolving tough issues.

True False

People are typically open to trying new solutions that make sense.

True False

When dealing with significant issues, people take the time to collect relevant information and use it effectively.

True False

Meetings are consistently seen as productive and worthwhile – people know their time is well-spent and their input valued.

True False

Results