By enabling students to mediate their own disputes, educators may be synthesizing the finest potential in the school--the creative, constructive dynamic inherent in conflict. This article describes a mediated dispute resolution program used in several schools and offers implementation advice. (MLH)

To avoid bad decisions, principals must be willing to invest time, energy, and resources and prepare the problem-solving team for the frustrations involved in tackling tough problems. Simple probing techniques such as "creating (or intensifying) the problem,""the Five Whys""I wish" statements, the nominal Group Technique, and multivoting can aid…

Based on 2 years' experience with 30 principals learning and applying a school-based, school-defined improvement procedure, this article discusses 3 sources of resistance to shared decision making presented in a principals' center environment: certain principals' personality characteristics, teaching staff composition in certain schools, and…

Communication between the schools and the central administration is imperative for a successful school-based management program. Once shared decision making is in place, accountability must follow. Principals must establish ways to monitor the instructional process and should know which teachers are obtaining the best results. (MLH)

Leadership in the restructured school is provided by many individuals; teachers function as a community of scholars helping one another through discussions, coaching, and reflective activity. School leaders must acquire specific skills in certain areas, including vision setting, group process, conflict resolution, curriculum and instruction, and…