Sponsors of national education studies should design studies that recognize differing viewpoints, avoid imposing defined action, and help schools interpret complex and changing environments. Additionally, such studies should cultivate practitioners' suggestions about school improvement needs and compensate districts for direct participation costs.…

At century's end, educators confront numerous "wicked" problems (like juvenile violence) that resist their best programs and cleverest organizational schemes. Such problems require the entire community to take responsibility for working through conflicting motives and perceptions. Hosting public-engagement forums builds capacity for…

The charter-school movement radically changes the existing system, deeming it unrescuable. The superficial conceptual rationale for creating these complex new settings will engender implementation processes that practically guarantee charters' failure. Matters are not helped by enthusiastic proponents who egregiously underestimate the consequences…

U.S. schools command the world's envy for forging common bonds, but fall short in fostering in children a sense of respect for education. In most other countries, being educated means behaving civilly, not finishing school. American children blame their lack of interest on the school or teacher. Parents should teach children to say "thank…

School leaders should realize that consultants cannot substitute for developing collective actions within the organization. The "Consultant from Oz Syndrome" stems from placing undue confidence in external sources, confusing consultants with magicians, and denying their limitations. While journeying down the yellow brick road of…

A retired superintendent decided to become an educational consultant. A thorough self-assessment convinced him that speaking in front of groups and running training sessions constituted a perfect occupation. After attending a National Speakers Association meeting, he learned entrepreneurial and self-marketing skills that have paid off handsomely.…

America's founders recognized education as highest priority. James Madison thought education to be "the best security against crafty and dangerous encroachments on the public liberty." Teachers must educate not only children's abilities, but also their characters. American education was intended to implant virtue, to cultivate what…

State legislators are increasingly determining how school sports are conducted. Following Texas's lead, several states, including Ohio and Florida, now require students to earn passing grades or lose playing and practicing opportunities on school sport teams. Kentucky's governor signed a bill imposing stricter penalties on those threatening…

Leadership involves more than analyzing data and making decisions. Even the most strategically made plans can be circumvented by people or unanticipated events. Scenario planning allows administrators to weave various components (driving forces, predetermined elements, and critical uncertainties) into plausible stories of what futures can unfold.…

To maintain the highest degree of ethical conduct, superintendents must avoid illegal practices, favoritism, questionable affiliations, and abuses of power. They must be transparent in business dealings, follow board policies and bylaws carefully, encourage participative decision making, treat everyone equally, and be highly visible and…

Three-dimensional model building can help superintendents understand and monitor alternative perceptions of the school organization. Using simple models to depict district leadership or supervision plans (using nails in a board or other simple materials) can bring tangible meaning to abstract visions. (MLH)

Describes state open-records laws and school district policies and procedures for responding to citizen requests for public records information. Includes information about requirement in recently enacted No Child Left Behind Act for districts to provide the military with access to student directory information. (PKP)

Describes the master's degree in school leadership at the University of Tennessee at Chattanooga, a principals preparation program focusing on their acquiring theoretical and practical knowledge of teaching and learning through course work and hands-on experiences in schools. (PKP)

Excerpts from interview with John Kotter, Konosuke Matsushita Professor of Leadership at the Harvard Business School, about his thoughts on the role of the superintendent as leader and manager. Describes his recent book "John P. Kotter on What Leaders Really Do," 1999. Lists eight-step change process from his book "Leading Change," 1996. (PKP)

A "retired" school leader who has held five interim superintendencies explains why his unanticipated second career has been professionally and financially rewarding. Interims should maintain a daily log, greet staff and students, share what they know, set an example, be enthusiastic, support the incoming superintendent, and have fun. (MLH)