The psychological fallout of school restructuring can paralyze central office staff. Superintendents need effective incentives to keep people engaged in organization-building. They must create a trusting, risk-taking environment, develop a shared mission, empower staff to make decisions, provide learning opportunities, afford professional…

The traditional trustee-superintendent relationship is based on trustees' lack of direct access to knowledge and both parties' expectation that the paid expert (the superintendent) should do the work. This article calls for a drastically revised board-superintendent relationship and outlines new ways to recruit board members and move current…

A survey of superintendents from seven New Jersey counties revealed that most districts provided little training for substitutes or teachers using them, despite employing an average of 5,320 subs weekly. Teachers, substitutes, and students provided suggestions for improvement. Substitutes prefer schools with strong support systems. (MLH)