Details

Leading for Learning

How to Transform Schools into Learning Organizations
1. Aufl.

von: Phillip C. Schlechty
26,99 €
Verlag:	Wiley
Format:	PDF
Veröffentl.:	30.04.2010
ISBN/EAN:	9780470636275
Sprache:	englisch
Anzahl Seiten:	352

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Beschreibungen

Titelbeschreibung

Leading for Learning Written by acclaimed school reform advocate Phillip C. Schlechty, Leading for Learning offers educators the framework, tools, and processes they need to transform their schools from bureaucracies into dynamic learning organizations. Schlechty explains how to move beyond some of the deeply ingrained and negative conceptions of schooling that guide so much of their practice. He shows educators how they can take advantage of new learning technologies by increasing their organization's capacity to support continuous innovation. "Clearly not for the fainthearted, Schlechty's engrossing appraisal of American education calls for a bold, truly fundamental transformation of how we run our public schools. Some books are thought-provoking; this one is action-provoking." —W. JAMES POPHAM, professor emeritus, UCLA "Dr. Schlechty has once again written an insightful book that educational leaders can use as a road map in transforming our schools into learning organizations designed to serve twenty-first century students." —DR. RANDY BRIDGES, superintendent, Alamance-Burlington School System, NC "Because education is ultimately a community responsibility, Schlechty's proposal to shift school systems from bureaucracies to learning organizations can open doors to citizens who are frustrated by the bureaucracy in their efforts to reclaim their role in education. This book is as much for them as it is for professional educators." —DAVID MATHEWS, president, Kettering Foundation "Anyone in a school leadership position—from the board room to the classroom—should read this engaging and thought-provoking book. It's a must-read for all immersed in or contemplating the transformation of public education." —CLAUDIA MANSFIELD SUTTON, chief communications and marketing officer, American Association of School Administrators

Inhaltsverzeichnis

Preface ix The Author xix Part One Making the Case for Transformation 1 One: The Case for Transformation 3 Why Reformation is Not Enough 4 The Need for Transformation 5 Why We Tinker: The Problem Defined 19 Two: Systems and Technological Change 23 Understanding Schools as Complex Social Organizations 25 The Nature of Systemic Change 26 Disruptive and Sustaining Innovations 27 Critical Social Systems 29 Why Reform is So Difficult 31 Common Language, Power, and Separation 38 Three: Bureaucracies Versus Learning Organizations 39 Ideal Types: A Tool for Analysis 40 How is Social Control Established? 50 What is the School’s Function? 61 Images of School 68 Four: Bureaucratic Images of Schools 69 About the Metaphors 70 A Basic Framework 71 The School as Factory 74 The School as Professional Service Delivery Organization 87 The School as Warehouse or Prison 99 Getting the Problem Right 110 Five: A New Image of Schools 113 Learning Organization or Learning Community? 113 Transmitting the Knowledge Work Culture 123 The School as a Small Community or a Family 134 Critical Steps to Transformation 138 Part Two Getting Our Bearings: The Sociopolitical Landscape 141 Six: The Bureaucratic Impulse 143 Historic Roots 143 From Community Institutions to Government Agencies 148 The Consequences of Bureaucratization 153 The Need for Grassroots Action 156 Seven: Reassessing Standards 159 An Upstream Struggle 160 The Profit Motive 161 Who Are the Customers? 164 The Meaning of Standards 169 The Trivialization of Standards 170 No Tests for Standards 172 The Effects of Standards 173 Different Constituencies, Differing Standards 180 Eight: Restoring Civic Capacity and Building Social Capital: Two Keys to School Transformation 187 Schooling and the Decline of Communities 188 The Need for Community Building 191 Politics, Economics, and the Moral Order of Communities 193 The Need for School Board Leadership 195 Public Education as a Moral Imperative 199 Building Social Capital 201 Can It Be Done? 204 A Concluding Comment 206 Part Three Taking the First Steps: How Transformation Can Happen 207 Nine: Painting a New Image of Schools 209 The Uses of Metaphors and Mental Models 209 Lessons Learned About the Use of Metaphors 216 Selecting Metaphors to Aid in Transformation 218 A Suggested Exercise 219 Other Uses of Metaphors 219 A Concluding Comment 221 Ten: Creating the Capacity to Support Innovation 223 Capacity Building: A Point of View 223 System Capacity Standards 224 Persistence of Effort 238 Eleven: Standards as Sources of Direction 241 Reframing the Problem of Standards 242 Helping Communities Hold Schools Accountable 248 Organizational Performance Standards 253 Some Thoughts on State and Federal Policy 258 Accountability and Equity 259 A Word of Caution 262 Twelve: A Theory of Action 265 First Steps 265 Toward a Theory of Action 271 Subsequent Steps 275 A Theory, Not a Prescription 276 A Closing Comment 278 Thirteen: Engaging the Heart and Recapturing Our Heritage 281 Developing a Marketing Mentality 281 Some Additional Suggestions for Action 284 A Common Cause 287 Appendix A Organizational Properties and Systemic Qualities 289 Appendix B Images of School 307 Bibliography 313 Index 319

Autorenportrait

The Author PHILLIP C. SCHLECHTY is founder and CEO of the Schlechty Center for Leadership in School Reform. Schlechty is the author of Creating Great Schools, Working on the Work, Inventing Better Schools, Shaking Up the Schoolhouse, and Schools for the 21st Century.