One day you take a pause, look around, and wonder, “How did we get here?  Is this where we are supposed to be?”.  You find yourself in a place and circumstance you had not anticipated.  A school is not immune from this wonderment.

Organizational creep is a phenomenon not a person though there may be similarities between the two.  The verb to creep is to move slowly and carefully and to creep has many applications in our language.  The botanical verb to creep is to grow by the extension of roots and branches.  Creeping is natural in nature.  In human endeavors, children creep to become taller and more adult-like over time.  Habits creep up on us, especially the late-night snack’s effect when we step on a bathroom scale in the morning.  Groups and organizations also creep, especially in their mission, purpose, and goals.  Mission creep occurs when an organization’s actions stray beyond the stated mission of the organization.  The outcome of creeping means the organization may no longer be faithful to its initial and stated mission, but become bit off-centered in trying to be something it isn’t intended to be.

Life gives us many examples of organizational creep.  As a micro example, an idea for a new project is presented to a group of decision makers.  In the initial explanation, the idea is straightforward.  The focus of the new idea is to create new eco-friendly space that people in the organization can enjoy in a relaxing moment – a break area.  Every person enjoys breaks, lunch, before and after work moments and this place will be enhance their relaxation and be eco-friendly to boot.  Keep it simple.  A budget of $1,000 is approved and the idea is launched.

Ah, but after a few months the tables and chairs no longer fit the concept and benches and tall boys are wanted.  An eco space calls for greenery and plantings are ordered and installed.  The new space is appealing and more folks use it.  At the close of year one, expenses total $5,000, well over the approved budget, but because the space is popular and used no one points to the budget over run.  During year two, users ask if they can bring some of their work to the eco area and work there.  Just a few users initially are interested, but the space will need new infrastructure.  WIFI and electrical outlets are installed.  Now more users are interested and management of the eco space is required to efficiently schedule its use.  And, to do increased maintenance.  And, to be present to support users who have work-related needs.  At the start of year three, decision makers are asked to approve hiring an eco space facilitator at $15.00 an hour.  That wage is $31,200 a year.  Mission creep achieved.  Break room becomes new work environment and $1,000 per year becomes $30,000-plus.  Simple is as simple does; it creeps toward complexity.

Or, is this example an example of a good idea becoming a better idea?  Retrace back to the initial purpose: an enhanced space for moments of relaxation in a workday.  Retrace back to the initial cost/effect: $1,000 for a small concept.  Retrace the decision making: instead of the mission driving decisions the space drove the decisions.  Creep.

Schools see unintentional organizational creep all the time.  Most creeping is additive and addictive.  A classroom wants new shelving for more reading materials for children to read while in the classroom.  Done.  Materials go digital and the classroom wants several computer carousels.  Done.  Tech goes personal.  The classroom wants an IPad for each child.  Done.  The new tech needs more WIFI and electrical outlets.  Done.  A behavioral study indicates that in class reading time increased with the addition of more reading material and remained at that level with the addition of computer carousels and IPads and WIFI and electricals.  The mission of reading improvement was overcome by the mission to change with the times. 

We also observe mission creep by inadvertently altering time for instruction.  An elementary school has a balanced approach to academics, arts, PE, and foreign language instruction.  The balance is that children receive instruction in all these subjects each day of the school week.  When annual assessments indicate that many K-5 children are not making expected progress in numeracy and mathematical problem solving, a school conducts a study looking for improved curriculum.  The new adoption requires more minutes each day for math instruction.  Done.  On another front, children whose reading achievement is below expectation are assigned to work with a reading interventionist.  The time for this additional work is carved out of the full instructional day and children who do not need intervention are provided time for personalized reading.  The upshot to these changes is that instructional time for art, music, PE, and foreign language are reduced.  At first the reduction was in minutes per day for these “specials” and later a shift to alternating day instruction in specials and then to once-a-week instruction.  Achievement assessments indicate that performance in math and reading improved with additional time.  Learning and individual growth in art, music, PE, and foreign language diminished with the loss of time.  And, interest in art, music, and foreign language decreased.  At no point did the school evaluate its mission for K-5 education or proclaim a change from a balanced time approach to an increased focus on academics approach.  The school crept from balance to imbalance.  After the fact, we find our creeping has inadvertent outcomes.

How to prevent creep?  Regularly check yourself in the organizational mirror.  In the left hand, hold up your adopted mission statement.  In the right hand, hold up a snapshot of your organizational structure including where you spend time, money, and resources.  Does your right hand reflect the priorities and commitments of your left hand?  If these align, your organization still has fidelity with its stated mission.  If not, your organization is experiencing creep.  It is time to reconsider your mission or to rescale your organizational behaviors.  Either reconsideration or rescaling may be appropriate as doing something is required to re-achieve organizational fidelity to mission and purpose.  Sometimes we outgrow our mission and the mission must change.  Sometimes we creep beyond our mission and we must realign our work to the continuing mission.