Learning organizations must have a shared organizational vision. Schools can develop good vision statements when personnel base discussions on a collective investigation of research; emphasize meaningful, credible improvements; and share their thoughts and hopes while working toward consensus. Indicators that schools can impact through school…

Teachers' quests for more data-based planning, problem solving, and decision making often stumble against limited capacities for engaging in thoughtful interactions, with groups typically lacking process tools, collaborative communication skills, and reflective habits. This article presents a three-phase model for guiding data-driven dialogue in…

Traditional needs assessments strategies are inadequate today. Today's needs assessment involves determining problems, priorities, opportunities, and learning needs before making decisions about professional development. Four questions to guide discussions on needs assessment include whether it was planned collaboratively, whether multiple sources…

Getting answers to questions about schools and student learning requires that educators know how to collect, analyze, and interpret data. Six critical steps in this process include: posing questions, establishing judgment criteria, making a plan, gathering data, analyzing data, and interpreting results. These steps can serve as a beginning guide…

Presents a model to help schools pose and answer data-based questions about teaching and learning, describing different types of data that educators can use to piece together pictures of their schools (e.g., student learning statistics, demographic data, and school process data) and discussing how educators can cross data from different categories…

A three-step framework to help teachers examine and modify teaching practice based on data analysis includes: specify current levels of student performance, create action plans, and evaluate and communicate progress. A case study of a teacher who used the framework to pinpoint one student's writing problems, create change in practice, and assess…

Staff development programs should be established by using a set of assumptions grounded in research and best practice. The article examines faulty assumptions that guide too many programs, then presents 14 new assumptions that should guide effective practice and successful staff development. (SM)