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A teacher in Indiana says he was fired in May forrefusing to use trans students’ new names out of religious objections.

Delaware’s regulation change has resulted in condemnation from LGBTQ equality groups that supported it in earlier versions, including the Human Rights Campaign (HRC), Equality Delaware, and NCTE.

“The current draft of the regulation fails Delaware’s moral and legal obligation to ensure a safe and quality education for all students, including transgender students. Transgender kids in Delaware are frightened by this regulation and we hope that the Delaware Department of Education and Governor [John] Carney will immediately withdraw this draft to end this nightmare for trans kids in our state,” HRC National Press Secretary Sarah McBride, a board member of Equality Delaware, said in a statement.

Bunting rewrote the rule to accommodate the protestsof conservative activists who oppose transgender rights. According to her official bio , Bunting is a former superintendentofthe Indian River School District, which hadopposedthe initial draft of the regulation. Her office declined to comment for this story, instead pointing to a statement regarding the reworked Regulation 225. Carney’s office did not return requests for comment.

Rashbaum said the committee formed to create the initial Regulation 225—which included students, teachers, administrators, as well as parents of trans children—has been cut out of the process to rewrite the regulation. “Why didn’t they reconvene the committee if they wanted to rewrite the regulation? I feel like the committee spent a lot of time and effort working on the first iteration of the document,” she said.

“You put this committee together because you felt that people had knowledge of transgender students, and then you just dismissed the whole committee and rewrote major sections of the proposed regulation without any comments from people who actually worked with these children.”

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5. Hug the bear.

6. See whole. As a movement grows, it becomes difficult to maintain a direct line of sight on everyone taking part, which makes it hard to assess progress. Exceptional initiatives, by contrast, develop effective, efficient systems of data collection that are engineered first and foremost to inform movement members in executing their daily work, thereby increasing the odds of their use. These systems can leverage powerful technologies like open-source mapping platforms to generate continuously updated views of data over time across geographies. Leaders then use these data to springboard further investigation, deploying active field operations that go out to learn from trouble spots and high performers in the field. These initiatives revere learning at the periphery. As General Colin Powell put it , “The commander in the field is always right and the rear echelon is wrong, unless proved otherwise.”

6. See whole.

7. Play jazz. It is impossible to predict what will unfold in large, complex networks with many moving parts. But rather than bemoaning this reality, the most successful initiatives seem to relish it, adjusting to the unexpected, even embracing the unforeseen as an opportunity for learning. If the strategy we’re pursuing is the sheet music, this flexibility is akin to playing jazz— adapting to circumstances and trying new things without ever entirely abandoning the original theme. In a large network or movement, such an attitude can bear even more fruit; if every individual and organization that takes part views itself as an experimenter—and if the knowledge generated by one is efficiently shared with many—the rate of improvement across the network can grow exponentially.

7. Play jazz.

8. Lose control. Most leaders of successful large-scale change report a common epiphany; at some point, their deputies out in the field begin to elude their control, running ahead of their direction and creating new solutions appropriate to their local needs. While this can at first cause alarm, it is in fact the emblem of true success—a desirable delegation of authority to skilled intermediaries who are clear on the mission and clear on the needs of the constituencies they serve. This doesn’t mean leadership pursues its work with any less intensity; roles simply change. Rather than asking, “How can I get all these people to do what I want them to?” savvy leaders begin to ask, “How can I help all these people do what they want to do?” They become responsible for removing impediments to those in the field; they listen hard to their challenges and dreams, and do all they can to address them.

8. Lose control.

Though there is much more to say about these eight essential actions—indeed, each probably merits an article of its own—our hope is that this serves as a checklist to help change leaders assess their current strategies and operations, and proceed with more success. Though hardly magic, the ideas here can unleash groups of good people to exceed their own expectations and do very great things.

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