There are many forces and factors that impact school reform. Forces include all stakeholders such as students, staff members, parents, and community members. Factors refer to internal and external aspects of planning and implementation. Combined, forces and factors can positively affect school change when done with transparency, inclusion, and analysis. Forces within a school comprise students, teachers, administrators, non certified personnel, parents, district leaders, and community members. Student involvement in school improvement is critical to the process of change. Students will feel more a part of the school and will develop more ownership in improvement. Similarly, staff members who are informed of the rationale for change and given an opportunity to examine school data are better able to assist with effective decision-making during the goal setting process. Leadership that is effective in guiding an inclusive process of conducting a needs assessment, communicating issues and facilitating development of a strategic plan for reform is necessary for success. Perspectives from all stakeholders are considered and involvement of district personnel is sought for support.
Lessons learned from Olsen and Sexton (2009) in their qualitative study of threat rigidity show that a school’s reform climate affects teachers and in turn, teachers affect the reform climate. Restricting the flow of information while applying pressure to conform without transparency and open communication leads to negative feelings toward reform. Understanding group dynamics can offset potential intergroup and intra-group tensions that may result when divisiveness occurs. Encouraging and participating in collaborative sessions where all members...
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...ve School Reform.
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I had the pleasure of being able to shadow Superintendent Shirley Hall of the Maplewood School District. Ms. Hall took the reins of the district over in 2012 from a very popular superintendent who was credited with making great strides within the district. Although Ms. Hall had very large shoes to fill, she seems to be doing it with grace and enthusiasm. She credits the previous superintendent with making systemic changes and establishing the overall forward momentum of the district, but recognizes that she cannot rest on past success. Her goal is to take the district to the next level of educational excellence by focusing her and her administrative team's efforts on the P.E.L.P. coherence model from Harvard University. This model focuses the leadership's attention on the interdependence of the various aspects of their school district and how they reinforce one another to support the implementation of an improvement strategy. One of Ms. Hall's mantras was change, but not just for change sake, deep change for sustained improvement. Therefore, although Ms. Hall's predecessor was able to put the district on the right path, Ms. Hall has taken the baton and run with it; establishing her own style and path to excellence.
Dr. Tanisha L. Heaston, principal of Treadwell Elementary talks to me about educational change. In my first meeting and interview with her, she displays many if not all the leadership benchmarks of a Change Master and Facilitator. Defined by McEwan (2003), a Change Master is a highly effective principal who is flexible and futuristic. A realistic leader who is able to both motivate and manage change in an organized, positive, and enduring fashion. As a Change Master, she uses a situational approach since every school community requires somewhat different skills. Dr. Heaston respects change resisters, procures resources for her school, and trusts her teams which aligns with ISLLC Standard Six.
Changes need to be made in American school systems. In fact, once American schools are reformed it would make it easier for those who want to learn receive an education. In the essay, “Lets’ Really Reform Our Schools” by Anita Garland, Garland explains why schools need to be reformed. Garland claims that American schools are in trouble and that they are a disaster. Garland also mentions that we need to restructure our thinking about the whole purpose of going to school and what one should expect from students. To start off, attendance shouldn’t be mandatory and one must stop forcing everyone to attend school. Next, cafeteria lunch is always a big problems with students. Students are hyped up with all
The American school system is no stranger to criticism, but everybody seems to have a distinct idea of what should be done to improve it. It was not too long ago that we had no public schooling system at all. A man would change that forever, immortalizing himself as the “father” of American education. It was surprising to me that I had never heard of this man, especially considering I had finished my journey through free and compulsory education two years ago. The man who went on to change American education, was Horace Mann, the first Secretary of the Board of Education in Massachusetts. Horace Mann tirelessly campaigned for the public to be educated, heralding it as a “great equalizer.” So why is the gap between social classes rising exponentially? There are fundamental issues holding us back from fulfilling Horace Mann’s dream of an education system which empowers citizens by leveling the playing field for everyone, including pedantic policies, a limited curriculum, and standardized testing.
A child’s first day of school is often viewed as a rite of passage; the first step on the road to a happy and successful life. This is true for most children from affluent families who live in the best school districts or can afford expensive private schools. But what if a child’s first day of school is nothing more than the first step on the road to poverty and possibly even illiteracy? The documentary Waiting for “Superman” addresses many issues in a failing school system and the innocent children that system leaves behind. Although the documentary spends little time suggesting parents’ roles in their children’s education, it clearly shows that we must make changes to help children from low-income families and improve the teacher’s unions.
Many individuals have been affected negatively by trouble makers in school. Troublemakers have either disrupted classes or bullied other students. Yes, trouble makers may harm one’s learning environment, but should they be kicked out of school? Though many individuals argue that troublemakers will not change and hold the class down, they should not be kicked out because they need help. Most of these kids that are disobedient do not know the distinction between right and wrong. We should not withdraw trouble makers from school, rather, we should help these troublemakers and teach them right from wrong. In the article “Let’s Really Reform Our Schools” by Anita Garland, she states that American high schools are disasters because there are troublemakers (694). She asserts that the withdrawal of troublemakers in schools would make the learning environment peaceful for students who want to learn
There are many factors involved in creating a good learning environment for children. There is little evidence that decentralization as the first (or only) element of an educational program of school restructuring is a successful strategy. Changes in governance may be critical to restructuring when they occur along with other activities that are designed to enhance student learning, and when they function to support this goal (Conley, 1993). Recent problems in commercially managed schools in Baltimore and Hartford may be indicative of combinatorial effects of complex factors that can render seemingly well thought out plans ineffectual in satisfying the communities they serve.
Standard 1 of the Florida Principal Leadership Standards (2011) describe the priority of the school leader as, “effective school leaders demonstrate that the student learning is their top priority through leadership actions that build and support a learning organization focus on student success”. Our number one priority and focus is and always should be our students. They are the reason behind our professions. It is the faculty the ones who should be supported by the administrators. The leaders should celebrate their success, encourage them, support their assertive instructional decisions, and motivate them each day to create the right conditions for learning. The principals must plan to project growth the most accurate possible, employing all the help that they could get for this challenging task. Students should not be affected because qualified teachers are not available. Strategic schools use the resources at had to relocate, and alleviate the human resources problems.
Stakeholder loyalty is a key element to a school organization. Having strong partnerships with stakeholders is a valuable resource. According to Pam Robbins and Harvey B. Alvy, “Studies confirm that when families are involved, more students earn higher grades in English and Math, improve their reading and writing skills, complete more course credit, set higher aspirations, have better attendance, come to class more prepared to learn, and have fewer behavior problems” (2009, p.178). If EMES or WCSD 6 loses stakeholder loyalty, it will have a big impact on student achievement. Another area that would be affected is legislation. WCSD 6 is in need of community support if they want bond issues to pass. According to John Smith, Florida public school districts started to reach out to stakeholders that do not have children in the school district. They were having difficulty passing important school legislation (1998). He goes on to state, “…responsibility that all stakeholders share for the quality of their local schools” (1998, p. 52). With more funding WCSD 6 could buy better programs that could have an impact on student performance. Mr. Ungeheuer (U), EMES principal stated, “I...
In “What’s Wrong with Schools,” Casey Banas uses the experiences of Ellen Glanz, a high school social studies teacher to express how different students and teachers feel about schooling. Ellen Glanz chooses to improve her teaching by pretending to be a student and sitting in on several classes and what she finds in the typical classroom includes students doing the bare minimum, disinterest, cheating, detachment, the list goes on and on. I agree with Ellen Glanz in that this separation between educators and students causes a great amount of passivity. Unfortunately, these types of circumstances in classroom settings are becoming more and more typical.
...uture of American Public Education looks grim. A change in allocating money to the proper intuitions and programs is a necessity for growth and a well rounded educational system. This will allow all students regardless of location to receive the same tools and resources to obtain a high success in learning. The inherent assumptions and discrimination against poor, minorities, and special education students must be eliminated to provide a equal and democratic school society, which will enrich and prepare these students in becoming prosperous adult community members. Reform should include high standards from administration and teachers, not just from the students. Most importantly, reform should include giving the students, teachers, and families a voice in how we teach the students.
Organizations need to understand the ten principles presented by Hall and Hord (2001): Change Principle 1: “Change is learning- It is as simple and complicated as that” (p. 6). Moreover, the name change implies a learning process for each and every participant. Sometimes knowledge can be fun and easy for some individuals, but at times, it might be a problem for others. In the process of transformation, the people need to be permissive for new ideas to flow in order to learn and understand the changes that are going to take place in the organization. Change Principle 2: “Change is a process, not an event” (p.8). This principle guides the leaders to make sure that the staff understands that implementing a change is not something that is just going to happen in one occurrence, but rather it is a process that is going to take time. Leaders or staff will not be able to determine the extent of the change they are trying to adopt. Change Principle 3: “The school is the primary unit for change” (p. 9). The staff has to be aware that their individual actions wi...
With the passage of NCLB, many school reform efforts have been initiated using top-down model in which each school leaders have been charged with initiating bold administrative changes to address the legislation. With the number of leadership theories and models, researchers have become interested in studying those to determine which might bring forth the most significant results for leading such change. Due to the lack of highly qualified administrators and the increasing demands for administrators, Bush, O’Brien & Spangler (2005) studied a program, the Southern Tier Leadership Academy, a collaborative of the New York Education Department. The study included three separate cohorts who completed an eight month program. Whereas, Somech (2005) chose to investigate directive and participative leadership approaches, and which would more significantly impact school effectiveness. Perhaps Somech’s reflect Scherer’s (2009, p.7) understandings as described in Educational Leadership, ‘broom-wielding leadership can indeed be beneficial’ as is putting advocates into positions of power and influence and building teams, both of which are seemingly contrasting opposites.
When all stakeholders share similar core values and agree on the aims of education, reform efforts stand a better chance for success. Knowledge, skills, critical thinking, and citizenship are core values found at the heart of my beliefs for education. I also believe it is the aim of education to prepare students as contributing members of society. In schools where core values and education aims are revisited due to reform implementation, strategies are identified along with a plan for implementation, monitoring and evaluation. The federal government, state, districts, school leadership, teachers, students and parents all have significant responsibilities to make reform efforts a success.
Change is not always viewed as an opportunity, it is frequently observed by teachers, students, and administrators as a burden rather than an avenue to success (Graff, 2011). There are a vast number of elements that ...