Reseña del editor:
This book presents cases of schools (Part One) and programs at the district level and beyond (Part Two) in which reform, while driven by high-stakes accountability, became larger and deeper through data-driven dialogue, culture change, organizational learning, and other elements of high performing cultures. Commentaries on cross-case patterns by Ann Lieberman and Michael Fullan and a chapter on "now what?" first steps provide implications for initiating deep change that results in improved student learning outcomes even in challenging activity settings.
Reseña del editor:
This book is about deep change. In a series of research reports and commentaries, it mainly features case studies of powerful reform for the most part in local districts and in individual schools. They are set within the constraints of obvious political realities, essentially the recently legislated and bureaucratically enforced dimensions of high-stakes accountability. In this book, educational practice does not flow only from theory; neither does theory evolve only from educational practice. Rather, practice and theory fruitfully interact, not just some of the time, but most of the time. These accounts of deep change, moreover, are written gracefully, in understandable prose, and largely absent the barnacles of breathless advocacy. To be sure, the accounts are uneven, not as a function of their quality which uncommonly is high, but as a function of their foci and perceived attractiveness
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