Because the demand for excellence in public education is ever present, this article explores the development of a professional enhancement program designed to select and develop a qualified, competent faculty and staff. The basis for the program is a strong educational philosophy, which leads to a vision of what schools can be. It stresses the…

In a story set in the future, the author presents guidelines for persons wanting to implement change in education. (IRT)

Principals as change agents must work with teachers to establish a climate conducive to change. Principals should assume an assertive change posture and improve their skills in dealing with various factors influencing change. Teacher discontent with working conditions is a key ingredient in the change process. (MLH)

A student participatory model, developed to combat a drug problem, could be helpful in solving other school problems. (Author/MLF)

This case study provides a practical view of the instructional leader's role in effecting change. Encompassing a principal's first three years in a suburban school district, the article shows how an enervated, dispirited middle school was reenergized and discusses replication possibilities. Includes eight references. (MLH)

The High School Self-Renewal Program offers a method for defining and solving school problems. (Author)

Perceiving the need for change and then wanting to change are not enough, proclaims this writer, who suggests that schools recruit and assign a person full time to facilitate the change process while working with teachers. She describes the situation and the person. (Editor)

Teachers are the most effective change agents for improving schooling. The Reading to Learn project suggests ways for administrators to promote collaborative teaching, including encouraging the coaching concept among teachers, creating support systems, offering ongoing teacher training opportunities, setting expectations for experimentation and…

Based on a study of change facilitation in eight high schools, this article debunks three common myths concerning administrative organization as an obstacle to managing high school change. Tentative guidelines are provided to help determined managers cure stagnation and thwart bureaucratic intransigency. (MLH)

Citing the need for revision of the assistant principal's role, the author outlines various programs designed to provide alternatives to the old techniques of disciplining problem students. (Editor)

To be catalysts for school improvement and help beginning teachers adjust to their new environment, principals must include certain topics in the school's orientation program, such as knowing and accepting oneself, building self-confidence, developing positive attitudes, planning, involving students, and knowing one's colleagues. (MLH)

Fourth-generation program evaluation is a collaborative, responsive approach that attaches great importance to the claims, concerns, and issues set forth by various stakeholders. This model stresses value pluralism and has several community-involvement phases: planning, data collection, results, final evaluation report, and follow-up. (20…

A school's reengineering must first make sense to the leadership team before being sold to a skeptical faculty. The principalship's real power lies in persuasion. The Six "I" Framework, a model to help principals argue persuasively for change, is based on interdisciplinary instruction, integrated instructional targets and assessment practices,…