Article shows a logical outline of problem areas in alternative schools and the strategy for dealing with them as demonstrated by one school district. (Editor)

On the premise that alternatives are needed and that they will have a better service and survival rate if they are public rather than private, Illinois has instituted a network for educational options. (Editor)

Smaller districts produce a variety of learning programs more spontaneously, more informally, and more easily. Will smaller districts become the leaders in developing successful alternatives? (Editor)

It is Haworth's hope that by 1980 the American public high school will provide many more options for its students in the academic, social, instructional, and human climates where most of their waking time is spent. The survey results presented here indicate that his hope may become a reality. (Editor/RK)

To implement curriculum changes successfully, five guidelines should be followed: changes should be research-based; successful innovation requires organizational changes; innovations must be feasible for the average teacher; implementation efforts must be organic, not bureaucratic; and a definite curriculum plan is essential. Guidelines for…

The author presents a questionnaire designed to assist principals in selecting committee chairpersons who will function as effective change leaders. (DS)

Like many other people, teachers resist change out of habit, fear, and a sense that change is futile. Principals can enhance change by timing innovations appropriately, involving all those affected by the change, convincing those involved that the change is "theirs," and demonstrating serious commitment through adequate support. (PGD)

Answers teachers' hypothetical objections to computers in the classroom, especially their concerns about programing skills, time limitations, software, suitability, and proper usage. Compares future societal impact of computers to that of earlier technological advances like automobiles, telephones, and mass communication systems. (MLH)

Author cautions educators to be realistic in their assessment of school needs and to be discriminating in the innovations they choose to implement. (Editor)

School districts need a comprehensive, long-range blueprint for their total operation. The goal-competency-objective hierarchy allows them to become systematic in design and operation. (Author)

Although collective bargaining agreements can inhibit the principal's instructional role, it is still possible to be both contract administrator and instructional leader. (Author/JM)

Two suburban high schools, one outside of Denver, Colorado, and the other near New York City, have developed experimental programs that attempt to introduce their students to the city. (Author)

Traditional school administrative policy often establishes the structure and organization of the school first; from this structure, the program and curriculum then follow. By contrast, a case study is offered of an educational change as support for the reverse sequence, whereby the school program can be the determiner of school organization. (CJH)