In the VUCA era, multi-unit educational institutions face dual challenges: maintaining policy cohesion between the board of trustees and the loosely coupled operating units, and ensuring that teacher involvement is not merely formal. This study aims to analyze micro-deliberation practices in educational management at Yayasan Nasyrul Ulum — an institution overseeing MTs, MA, MDTA, and a boarding school — and examine how the mechanism integrates teacher consultations with the foundation's policies. The qualitative approach used was a case study strategy, involving in-depth online interviews with key informants, who were purposely selected from the teaching staff. Data analysis was conducted inductively by connecting field findings to the mixed-scanning theory, open social systems, and loose coupling. The results of the study show three main findings: first, the loosely coupled structure of the foundation's units creates scheduling asymmetries and managerial blind spots that cannot be overcome with a deterministic approach; second, the teaching team proactively initiates micro-deliberation — internal discussions of four people before formal meetings — as a mechanism for filtering ideas, resulting in proposals based on consensus and technically validated; third, the top-down policies of the foundation's leadership are not final orders, but rather adaptive experiments (focused trial and error) that can be evaluated by teachers as practitioners in the field. The study concludes that micro-deliberation is a strategic instrument that bridges the gap between teacher deliberation and foundation policy, and that the mixed-scanning approach is the most relevant model for decision-making in the context of multi-unit educational institutions in Indonesia.