To study the actions that can be used to manage and support change in high schools, two researchers made two-day visits to two high schools in each of nine districts in various geographic areas of the nation, where they interviewed students, staff, and central office personnel. In each district, researchers selected one school they judged to be…

Based on a study of change facilitation in eight high schools, this article debunks three common myths concerning administrative organization as an obstacle to managing high school change. Tentative guidelines are provided to help determined managers cure stagnation and thwart bureaucratic intransigency. (MLH)

The procedures and coding schema that have been developed by the Research on the Improvement Process (RIP) Program for analyzing the frequency of interventions and for examining their internal characteristics are described. In two in-depth ethnographic studies of implementation efforts, interventions were the focus of data collection and analysis.…

Researchers using a combination of principal logs, on-site observation, face-to-face interviews, and regularly scheduled telephone interviews documented how principals intervene in the management of school change on both a day-to-day and a year-long basis. The data are from the Principal-Teacher Interaction Study conducted at the Austin campus of…

The Concerns-Based Adoption Model (CBAM) for staff development is an empirically-based conceptual framework which outlines the developmental process that individuals experience as they implement a new innovation. The model is based on the assumption that, when persons responsible for implementing change via inservice programs have relevant…

Describes the Principal-Teacher Interaction Study that focused on the interventions made by nine elementary school principals and their staff and on their involvement together in the implementation of new curricula. Examines what principals and others did in the process of facilitating change and what effects their interventions had on the…