Although restructuring efforts commonly begin at the site level, Reed Union School District initiated its participative decision-making process at the district level. To end collective-bargaining strife, seven teacher representatives, one classified representative, the district's three principals, the superintendent, and two board members formed a…

Considers what rights children should have in their education. Argues that international tribunals should consider whether children have the right to participate in decisions about the type of education they receive and what rights they have under international law if they disagree with their parents' choices. Describes the convention and urges…

Although parents are eager to play all roles at school from tutor to decision maker, they are hindered by lack of support from educators. Superintendents, school boards, principals, and teachers must rethink the definition of power and control. Real power means that all stakeholders, including parents, make decisions together to meet students'…

Some enlightened approaches to encouraging staff participation and ownership culled from Oregonian school executives include 4 C's (comments, criticisms, complaints, and compliments) advisory committee, 5-minute stand-up staff meetings, potlatches (monthly dinner workshops), "5/10" (short-answer) reports eliciting teacher comments,…

Principals must become new-age leaders dedicated to achieving a learning renaissance in the nation's schools. Like Sisyphus, principals often find themselves in the ultimate organization box, facing endless uphill struggles. Two exemplary Los Angeles practitioners have transformed their work places into egalitarian learning networks. A new…

Describes a mother's involvement in a school-based management team at her daughter's middle school in Scottsdale, Arizona. The author worked with another parent, five teachers, a classified representative, a student, and a business person. Designed as a policymaking group, the team successfully revised the school mission statement, assessed school…

Results of a survey of 500 Western Australia residents (76 percent response) showed general acceptance of employee participation in organizational decision making, especially regarding health, safety, and physical conditions. Less agreement existed regarding decisions about fellow workers. Opinions varied by sex, union membership, and employment…

Despite overwhelming obstacles, including teacher shortages and woeful underfinancing, the Nomlinganiselo School in New Crossroads, South Africa, is well managed. The teachers are dedicated; the students are fed, cared for, and eager to learn. The key ingredient is the partnership Principal Makasona has formed with teachers and parents. (MLH)

Self-directed work teams need coaches, not managers. The process of turning middle managers into coaches involves sensitivity, negotiation, and training in adjusting to the new role. (SK)

To address the social challenges facing schools, administrators must revitalize the work culture. Borrowing from successful business practices, the School Management Institute has implemented a 25-day Managing Productive Schools leadership training program in Florida, Minnesota, and Virginia. The program is based on the cultural conditions,…

Scarcely two weeks after Joan Kowal became superintendent of Volusia County (Florida) County Schools, the state legislature sliced $6 million off a $220 million operating budget, effective immediately. Kowal responded by convening a broad-based stakeholder's conference and asking participants to decide where cuts could be made. Other decisions…

The Puget Sound Educational Consortium went beyond the typical school/university partnership by endeavoring to change both the university and the schools. Such partnerships succeed when structures emanate from productive activities. Forging a culture of collaboration means creating a vision, developing opportunities for leadership and learning,…

Staff and students at an Illinois high school recently decided to challenge all previously held assumptions about all school operations. For this group, school was best viewed as culture (not bureaucracy) dependent on collaboration, shared leadership, and flat organizational structure. Group identified communication styles matching their approach,…

Describes school restructuring, discusses its basic premises, and identifies current restructuring components that can serve as a guide for public school educators and researchers. Schools undergoing massive change will enjoy several benefits, including renewed prevalence of both excellence and equity, a renewed interest in the teaching…

In 1989, the Ontario (Canada) government established Teacher Education Council, charged with promoting collaboration in teacher education and with Ministry advisement functions. Composed of four members from each major stakeholder group (school boards, teachers' federations, universities, and government), the council addressed various teacher…