James Clear, author of the popular book “Atomic Habits”, describes three types of decisions using the metaphor “hat, haircut or tattoo”:
“Most decisions are like hats. Try one and if you don’t like it, put it back and try another. The cost of a mistake is low, so move quickly and try a bunch of hats.
Some decisions are like haircuts. You can fix a bad one, but it won’t be quick and you might feel foolish for a while. That said, don’t be scared of a bad haircut. Trying something new is usually a risk worth taking. If it doesn’t work out, by this time next year you will have moved on and so will everyone else.
A few decisions are like tattoos. Once you make them, you have to live with them. Some mistakes are irreversible. Maybe you’ll move on for a moment, but then you’ll glance in the mirror and be reminded of that choice all over again. Even years later, the decision leaves a mark. When you’re dealing with an irreversible choice, move slowly and think carefully.”
Clear’s metaphor provides a powerful framework for school boards. Many decisions made at the governance level in schools involve choices between short-term initiatives, medium-term structural decisions, and long-term cultural shifts.
A “hat” represents a temporary, easily reversible decision such as piloting a new digital learning platform for a semester. If it doesn’t work, the Board and the Principal can simply remove the “hat” and try something else.
A “haircut” suggests a more significant but still reversible decision, like introducing a new timetabling model. Undoing this change would take time, but the original decision to introduce the new timetable would not have to have been permanent.
A “tattoo” represents a fundamental, usually irreversible shift such as deciding to build a new classroom to provide additional teaching capacity in the school.
The “hat, haircut or tattoo” metaphor encourages a school board to be intentional and transparent about the weight and permanence of its decisions. For example, when a board considers rebranding its logo or renaming the school, it must recognise this as a “tattoo” as it is a decision which goes to the heart to the school’s values and identity. “Tattoo” decisions such as this demand a profound level of investigation, consultation, and thoughtful discussions.
On the other hand, introducing a new communications app for parent-teacher interactions might only be a “hat”, being useful to try but certainly not something that defines the school’s identity. By categorising decisions in this way, school boards can manage risk, align resources appropriately, and maintain trust with stakeholders who want to know whether a change is temporary or transformative.
The “hat, haircut or tattoo” metaphor also helps board members to maintain a strategic mindset which empowers them to lead with clarity and purpose. It should foster a culture of reflection, where board members don’t simply ask “What will be the immediate impact of this decision?” but rather “What does this decision say about our long-term future?” This medium-to-long term lens helps boards to avoid reactionary policy making and instead encourages a more strategic approach to governance. This is especially important during times of crisis, such as responding to a pandemic, when distinguishing between a “hat” (temporary safety protocols), a “haircut” (hybrid learning models), and a “tattoo” (establishing a distance learning support facility) helps the board to act swiftly while maintaining long-term vision.
Ultimately, the “hat, haircut or tattoo” metaphor is a simple but helpful tool that can equip boards with the perspectives required to navigate seemingly complex decisions, ensuring their decisions use resources wisely to serve both present needs and future generations.
- Dr Stephen Codrington
We offer support for school leaders and board members in many areas, including strategic planning and board meeting processes.
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