Little is known about how restructuring networks actually affect the cultures of school systems. This report examines the creation of an "island" of reform in a school district in northwest Ohio. The research emanated from the discovery of a new "island" in northwest Ohio called the Pathfinder Network. The group formed through like-minded educators coming together to address school problems. As the group evolved, Network principals and teachers observed that few colleagues outside of the group wanted to talk about innovation. This sense of isolation gave rise to a study that probed how central-office administrators, board members, and principal colleagues conceptualized systemic change. The research examined how cultural changes at a single school site affected or did not affect the system's culture. A focus group dialogue was initiated with network principals, elected district-level administrators, university faculty, and board members. Data from the dialogues were then used for semistructured interviews with superintendents, board members, central-office personnel, and principals in all districts of the Network. The findings unmasked the theories of organizational learning embedded within the culture of the local school systems and the defensive behaviors used by district members to sustain inert cultures. (RJM)