Stonebrook Unified School District

Case Overview

“Each one of us is truly responsible for the culture of this school district. These four days have taught me that everyone wants the same thing. We’ve been slowed down, mired, and frustrated—but change is truly possible, and it’s happening right now.”
— Sprint Participant, Day 4

Background

The work began with hope.

Over the course of six months, Clarity Consulting Partners delivered “Science of Hope” workshops to most of the staff in Stonebrook Unified School District. These sessions introduced core concepts of psychological resilience and personal agency during a time of deep organizational fatigue. The district was still reeling from the compounding impacts of the COVID-19 pandemic, including an $11 million budget shortfall, three failed levies, and families transferring out at a scale equivalent to an entire school building.

The newly appointed superintendent had a bold vision: to lead not only a financial and operational turnaround, but a cultural one. As a visible, values-driven leader, she knew that hope alone would not be enough. She needed to catalyze real systems change—and she needed to do it quickly.

That’s when she partnered with Clarity to lead a Culture Design Sprint—a four-day immersive process that would engage diverse voices, design real solutions, and create immediate momentum.

Framing the Work

Our initial scoping conversations helped clarify the unique context and ambitions of the district. We posed a series of questions to shape the sprint direction:

• What are you trying to achieve?
• Who are your internal and external stakeholders?
• What does the typical journey look like for a staff member or student?
• What aspects of your current culture are working—and which are standing in the way?
• What must we learn or resolve in the sprint to move forward?

These conversations led to several “How might we…” questions that would shape the design and pacing of the sprint:

• How might we define the culture we want to build?
• How might we create a step-by-step plan to intentionally shape that culture?
• How might we generate buy-in across internal teams and community stakeholders?
• How might we ensure that this cultural work connects to our broader strategic goals?

The Sprint Experience

A sprint team was formed—intentionally cross-functional and inclusive. It included a building principal, a student, a labor representative, a bus driver, a talent lead, and others from across the district. The sprint was scheduled for Friday through Tuesday (with a pause on Sunday), minimizing disruption to the school calendar while enabling deep focus. A cozy, informal space was rented nearby—away from district facilities but close enough to maintain relevance. The room was warm, inviting, and creative, punctuated occasionally by train whistles.

Day 1 – Clarifying the Challenge

Despite some skepticism from participants—shaped by years of unfulfilled initiatives—the team arrived on Day 1 open and ready to engage. By mid-morning, they had collectively defined a long-term cultural aim. After lunch, they shared “lightning demos,” each highlighting a cultural idea or example that inspired them. As sketching and sticky notes filled the walls, the atmosphere shifted from cautious to collaborative.

“We joked we hadn’t drawn pictures since kindergarten,” one team member shared. “But the more we participated, the more energized we became.”

Day 2 – Ideation and Decision-Making

On Saturday, the team leaned into ideation. Using design sprint methods like “together alone,” participants independently reviewed the prior day’s ideas and sketched out their own vision for a culture intervention. They worked side by side, fueled by music, warm beverages, and emerging camaraderie. By the end of the day, the team had coalesced around two key prototypes:

1. A set of Culture Codes—a shared language and definition for the desired culture.
2. An implementation strategy—tools and practices to embed the culture across talent systems.

Day 3 – Prototyping

Monday was hands-on. The team developed physical artifacts: draft culture statements, an initial rollout timeline, and sample tools for embedding the culture in hiring, onboarding, and performance management. Energy was high and purposeful.

To build alignment beyond the room, the Superintendent invited school board members to tour the space in pairs. The open public meetings act prevented them from attending together, but walking them through the visual artifacts—walls filled with sketches, storyboards, and sticky notes—ensured transparency and early buy-in.

Day 4 – Testing and Refinement

Tuesday was all about feedback. Two groups of sprint team members met with staff from across the district—bus drivers, teachers, coaches—and tested the prototypes. The reaction was affirming and energizing.

“I can’t believe you’re talking about trust, accountability, and follow-through,” one tester said. “That’s exactly where we’re at.”

The team used the feedback to refine the tools, close knowledge gaps, and strengthen implementation plans. The sprint concluded with shared reflections, celebratory cider, and a unified sense of purpose.

Results and Impact

• Adopted Culture Codes: The district finalized and implemented the new culture framework.
• Embedded Practices: Talent systems—including hiring and onboarding—were aligned to reflect the culture goals.
• Staff Morale Improved: Sprint participants became internal champions. Word spread, and more staff expressed interest in participating in change efforts.
• Enrollment Stabilized: After years of decline, student enrollment showed signs of leveling.
• Ongoing Momentum: The culture continues to be a living system. New hires are now welcomed with a literal orange carpet—Stonebrook’s school color.

Participant Reflections

“This wasn’t just another initiative. It was a real turning point.”

“For the first time in years, I feel like we’re moving together—and we’re moving forward.”

“We built a definition of culture, and now we have the tools to become it.”

Conclusion

This culture sprint brought together urgency, creativity, and community. In just four days, the sprint team redefined the culture of Stonebrook Unified—not in abstract terms, but in tangible tools that are already transforming how people work, lead, and relate to one another.

At Clarity, we specialize in turning momentum into movement. With the right structure and support, real change doesn’t have to take years, it can start in days.

Note: The name of the school district has been changed to protect the anonymity of our client. All content, reflections, and outcomes reflect the actual engagement.