# data[].attributes.body
Finance

# data[].attributes.body
Apathy as seen it fail before

# data[].attributes.headline
Understanding the 'why'? Understanding the 'how', expectations

# data[].attributes.subject
Understanding the 'why'? Understanding the 'how', expectations

# data[].attributes.headline
Complacent, happy with things as theyare

# data[].attributes.subject
Complacent, happy with things as theyare

# data[].attributes.headline
Managers and senior managers attached to old ways of working  

# data[].attributes.subject
Managers and senior managers attached to old ways of working  

# data[].attributes.headline
1.  No big strategy including technology enhanced learning.

# data[].attributes.subject
1.  No big strategy including technology enhanced learning.

# data[].attributes.body
2. .

# data[].attributes.body
1. Low trustworthiness due to highly-bureaucratic structure - the desire of having full control over the institution can lead to a lot worse situation.

2. Resistance to Change - some people adapt to change much quicker than others

3. Lack of clear guidance and proper leadership (Being told what to do instead of getting 'dirty' and showing what should be done)

# data[].attributes.body
2. Always done it this way
3. IT freedom

# data[].attributes.body
1. Prioritisation against everything else
2. Discipline/subject inertia to change
3. Incentivisation

# data[].attributes.body
Attitudes
Antique managers
Ease of use and relevance
Convincing management that staff development worth it

# data[].attributes.body
1. Vision created in silo - lacking collaborative input from all levels/roles
2. Ambitious vision with insufficient investment and resources
3. Conflicting priorities resulting in lack of time to focus

# data[].attributes.body
1. Out of touch senior management, with no communication.
2. Staff fear of losing their jobs.
3. Funding of said change!

# data[].attributes.body
1. Inability to understand or translate the strategic rhetoric to an operational (classroom) context.

2. Disconnect between organisational strategies with local and personal objectives and priorities.

3. No shared understanding of vision or aims across the organisation, including business support, teaching and learning, and the leadership.

# data[].attributes.body
Reasons for proposed change not communicated well / at all or unpopular - staff will resist change.

# data[].attributes.headline
1. Progressive vision of education from teachers to senior leadership. 

# data[].attributes.subject
1. Progressive vision of education from teachers to senior leadership. 

# data[].attributes.body
2. Funding available and the priorities that lead the allocation of these.
3. The lack of staff who are willing to challenge the norm.

# data[].attributes.body
Culture "we always do it this way"
Infrastructure " it doesn't work"
Teacher skills "I can't do it