Successful School Improvement: The Implementation Perspective and Beyond

By Michael G. Fullan | Go to book overview

5: Staff Development,
Innovations and
Institutional Development*

It is instructive to turn the implementation lens on staff development itself.t It has been well known for at least fifteen years that staff development and successful innovation or improvement are intimately related. However, even in the narrow sense of successful implementation of a single innovation, people have underestimated what it takes to accomplish this close interrelationship more fundamentally. I argue later in this chapter that we must go beyond the narrow conception of staff development to consider how it relates to institutional development of schools.

Staff development is conceived broadly to include any activity or process intended to improve skills, attitudes, understandings, or performance in present or future roles (Little 1989; Sparks and Loucks-Horsley 1990). Despite the fact that we know a great deal about what effective staff development looks like, it is still not well practised. There are at least two major and often mutually reinforcing reasons for this. One is technical - it takes a great deal of wisdom, skill and persistence to design and carry out successful staff development activities. The other is political. Staff development is a big business, as much related to power, bureaucratic positioning and territoriality as it is to helping teachers and students (see Little 1989; Pans 1989; Pink 1989).

The problem of harnessing staff development is compounded by its increasingly sprawling prominence. It is correctly seen as the central strategy for improvement, but it is frequently separated artificially from the institutional and personal contexts in which it operates.

The purpose of this chapter is to use the implementation perspective in order to provide clarity concerning the different ways in which staff development and innovation are related. Putting staff development in an innovation perspective should help us in sorting out where and how to put our energies into

* Adapted from Fullan (1990)

The terms 'staff development', 'professional development', 'in-service' and 'ongoing assistance'
are used interchangeably in this chapter.

-97-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Successful School Improvement: The Implementation Perspective and Beyond
Settings

Settings

Typeface
Text size Smaller Larger
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen
/ 130

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.