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Reduce Change to Increase Improvement: (Corwin Impact Leadership Series)

Reduce Change to Increase Improvement: (Corwin Impact Leadership Series)

          
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About the Book

Too much change, not enough improvement

 

Planned changes often fail because those designing them underestimate the complexity of implementation.

 

Reduce Change to Increase Improvement provides a practical structure for helping system and school leaders increase improvement while reducing ineffective change and innovation. By drilling down to the beliefs and values that inform the actual practice of change leaders, Robinson identifies the mindset, processes, and actual behaviors that contribute to successful reform efforts and, importantly, provide school leaders with concrete tools that enable them to be more effective.

 

The structures described in the book are illustrated by numerous examples, cases, and conversation extracts and center on four phases of engagement:

  • Agreeing about the problem to be solved
  • Revealing the beliefs that sustain the current practices
  • Evaluating the relative merit of the existing practices and proposed theory
  • Implementing and monitoring the new theory of action

"Finally, a serious, evidence-proven book about educational change that takes a different tact – beginning with the impact on the learner. Reduce Change to Increase Improvement is a treasure-trove of concrete information for educational leaders. Robinson, always cautious about "change for change sake", brilliantly delineates each step of the way for leaders using authentically-documented conversations and practical discussion-starters that guide us through this collective inquiry approach towards student improvement. All leaders need this concise, clearly-stated text to guide their intentional improvement practices.

Dr. Lyn Sharratt, International Consultant and Author

OISE, University of Toronto, Ontario, Canada



Table of Contents:
List of Tables and Figures Preface Acknowledgments About the Author 1. Too Much Change, Not Enough Improvement Not All Change Is Desirable Distinguish Between Change and Improvement Improvement Means Positive Impact on Learners The Impact of Leadership on Student Outcomes Reflection and Action 2. Understand the Challenge of Improvement Understand Theories of Action Espoused Theories of Action Versus Theories in Use Helping to Change Theories of Action Reflection and Action 3. Two Approaches to Leading Improvement: Bypass and Engage The Limitations of the Bypass Approach The Bypass Approach: A National Initiative From Bypass to Engagement Reflection and Action 4. The Four Phases of Theory Engagement Phase I. Agree on the Problem to Be Solved Phase II. Inquire Into the Relevant Theory of Action Phase III. Evaluate the Relative Merit of the Current and Alternative Theories of Action Phase IV. Implement and Monitor a New, Sufficiently Shared Theory of Action Reflection and Action 5. Learning How to Lead Improvement: Coaching That Engages Principals Excerpt 1: Engage Others’ Thinking Excerpt 2: The Self-Referential Critique Excerpt 3: Bypass and Reframing Reflection and Action 6. Learning How to Lead Improvement: Professional Learning That Engages Participants The Context Phase I. Agree on the Problem to Be Solved Phase II. Reveal the Relevant Theories of Action Phase III. Evaluate the Relative Merit of the Current and Alternative Theories of Action Phase IV. Implement and Monitor a New, Sufficiently Shared Theory of Action Reflection and Action Afterword by Stephen Dinham References Index


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Product Details
  • ISBN-13: 9781506325361
  • Publisher: Sage Publications Inc Ebooks
  • Publisher Imprint: Corwin Press Inc
  • Language: English
  • Series Title: Corwin Impact Leadership Series
  • ISBN-10: 150632536X
  • Publisher Date: 27 Jul 2017
  • Binding: Digital download and online
  • No of Pages: 152


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