Effective Change in SchoolsFocusing on the Improving Schools Project in South Wales, Effective Change in Schools explores the process of successful and substantial educational change. The 32 schools which took part in the project all made significant changes in their practice in order to improve pupil achievement. This book describes and analyses the central features of that educational transformation process. The authors include: *information about the project, its aims and purposes *fresh and innovative perspective on the change process in schools and the leadership and management of change *examination of the key aspects of school effectiveness and improvement *description of the strategies adopted by the schools to initiate change and an outline of the issues that the schools faced as they attempted to move forward *consideration of the role of leadership in educational transformation and the essence of the successful leader. This is an invaluable guide to anyone endeavouring to bring about change in their own school or who has an interest in educational management and leadership. |
Contents
| 1 | |
2 The Improving Schools Project | 7 |
3 Educational change | 16 |
4 The institutional transformation perspective | 47 |
the schools in the preacceleration stage | 76 |
moving into the acceleration stage | 89 |
the acceleration stage | 109 |
the postacceleration stage | 125 |
9 The leadership of educational transformation | 140 |
10 Some final considerations | 161 |
the work undertaken by the project to enhance collaboration | 167 |
Annotated bibliography | 169 |
| 175 | |
| 177 | |
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Common terms and phrases
action learning action research activities adapt anxiety associated approach authority behaviour change management change process chapter Chris James classroom collaboration complex context culture depressive position dimension educational change effective emotional enable ensure environment ership example explores external feedback focus focused governors head headteacher identified implementation important improve pupil achievement individual influence initiatives institution's institutional transformation involved key stakeholders lead leaders in relation leadership action leadership principles linked local education authority management of change Melanie Klein members of staff Merthyr Tydfil monitoring National Curriculum non-rational notion optimises organisations parents particular perspective phase position practice primary schools primary task problems professional psychodynamic reflective relationships responses schools we studied secondary schools self-esteem sense significant social defences stage strategies sub-systems Systems thinking tasks of teaching teachers teaching and learning themes transformational leadership unconscious understanding University of Glamorgan vision