Change Wars (Leading Edge)

Winner: 2009 National Staff Development Council's Staff Development Book of the Year Award

What can organizations do to create changes that are both profound and enduring? This anthology explores why traditional change strategies have failed and examines constructive alternatives. International experts prove successful change can be a realistic goal. Real examples of pilot projects, model schools, and other groundbreaking endeavors illustrate precisely how theory translates into practice.

Benefits:

• Discover why the purposeful pursuit of a democratic and professional approach to change is essential for meeting the goals of education systems.
• Study the relationship between the government and teaching profession, a central issue in education reform.
• Understand the complexity and contours of change and the roles of leaders within racially polarized institutions.
• Examine the merits of international comparative benchmarks as drivers for educational change.
• Utilize industrial benchmarking a--research technique borrowed from industry to examine what makes education systems successful in countries across the world.
• Learn why research and development efforts must focus on the day-to-day practice of leadership and management.

Contents:
Introduction: Change Wars: A Hopeful Struggle
Chapter 1: The Fourth Way of Change: Towards an Age of Inspiration and Sustainability
Chapter 2: Teaching and the Change Wars: The Professionalism Hypothesis
Chapter 3: From System Effectiveness to System Improvement: Reform Paradigms and Relationships
Chapter 4: International Benchmarking as a Lever for Policy Reform
Chapter 5: Industrial Benchmarking: A Research Method for Education
Chapter 6: The Music of Democracy: Emerging Strategies for a New Era of Post-Standardization
Chapter 7: Preparing for the New Majority: How Schools Can Respond to Immigration and Demographic Change
Chapter 8: When Politics and Emotion Meet: Educational Change in Racially Divided Communities
Chapter 9: Engaging Practice: School Leadership and Management From a Distributed Perspective
Chapter 10: Institutions, Improvement, and Practice
Chapter 11: Level-Five Networks: Making Significant Change in Complex Organizations
Chapter 12: Reform Without (Much) Rancor
Chapter 13: Have Theory, Will Travel: A Theory of Action for System Change

Editors:

Michael Fullan, PhD, is former dean of the Ontario Institute for Studies in Education at the University of Toronto. Recognized as an international authority on educational reform, Dr. Fullan is engaged in training, consulting, and evaluating change projects around the world. His ideas for managing change are used in many countries, and his books have been published in many languages.

Dr. Fullan led the evaluation team that conducted the assessment of the National Literacy and Numeracy Strategy in England from 1998 to 2003. Later, he was appointed special adviser to the Premier and Minister of Education in Ontario.

In December 2012, Dr. Fullan received the Order of Canada, one of Canada's highest civilian honors. The Order of Canada was established in 1967 to recognize a lifetime of outstanding achievement, dedication to community, and service to the nation.

Dr. Fullan bases his work on the moral purpose of education as it is applied in schools and school systems to bring about major improvements. He has written several best sellers that have been translated into many languages. His latest books include The New Meaning of Educational Change and The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive.

Andy Hargreaves, PhD, is the Thomas More Brennan Chair in Education in the Lynch School of Education at Boston College. Previously, he founded and was codirector of the International Centre for Educational Change at the Ontario Institute for Studies in Education at the University of Toronto. Before moving to North America in 1987, Dr. Hargreaves taught primary school and lectured in several English universities, including Oxford. He has held visiting professorships and fellowships in England, Australia, Sweden, Spain, the United States, Hong Kong, and Japan. His current research interests include the emotions of teaching and leading and the sustainability of change and leadership in education, business, sports, and health.

He was awarded the Canadian Education Association/Whitworth 2000 Award for outstanding contributions to educational research in Canada. His book Teaching in the Knowledge Society: Education in the Age of Insecurity received outstanding writing awards from the American Educational Research Association and the American Library Association.

Dr. Hargreaves initiated and coordinated the editing of the International Handbook of Educational Change. He is coauthor (with Dean Fink) of Sustainable Leadership and (with Dennis Shirley) of The Fourth Way. Dr. Hargreaves is founding editor-in-chief of the Journal of Educational Change. His work has been translated extensively into more than a dozen languages.

Contributors:

Sir Michael Barber; Linda Darling-Hammond; Richard Elmore; Michael Fullan; Andy Hargreaves; Jonathan Jansen; Ben Levin; Pedro Noguera; Douglas Reeves; Andreas Schleicher; Dennis Shirley; James Spillane; Marc Tucker