The process of educational change: a school-based management initiative in two Western Canadian public school districts

This study explored, described and attempted to understand the process of change by examining the conversion to school-based management in two Western Canadian public school districts. The study sought to determine where, when, how and why the main actors and factors initiated and provided impetus to the change to school-based management. The emergence of these questions was based on a review of the literature on educational change, school improvement efforts and the change to decentralized decision-making. The literature indicates not only a need to explain the causes of change but also a need to determine ways to influence those causes, to change our planning processes and to produce better planners and implementers. A case study method was utilized with interviews of 43 persons to obtain their perceptions. The sample represented seven levels of district organizational structure: classroom teachers, school principals, central office staff, superintendent(s) , assistant/ associate superintendent(s), trustees, and local teachers' association representatives in each district. Other data sources included district documents and the researcher's field notes. The data were first analyzed descriptively by using Fullan's three phases of the change process: initiation, implementation, and continuation (including perceived outcomes) . A comparative analysis of the data was then undertaken between the two school districts. Finally, an interpretive analysis was undertaken in relation to the current literature on change in education. The main findings are the existence of the following: 1. two subphases of adoption (pre-adoption and formal adoption). Although the literature suggests possible subphases of adoption, this study acknowledges two such subphases. 2. two subphases of implementation (pre-implementation and formal implementation). As with adoption, the literature refers to the possible existence of subphases; however, this study identifies two such subphases. 3. three subphases of continuation (outcome determination processes or mechanisms, identification of outcomes and outcome review). The literature makes reference only to the broad phase of continuation with no reference to subphases. It is interesting to note that the study identifies three main sub-activities or subphases characterizing continuation. 4. four process change variables, each encompassing a number of interactive factors which guide the change process through the three broad phases of change. These process change variables are sources of the initiative, attributes of the initiative, support gathering and context. Again, the literature refers to the cause of change; however, it is interesting to note that certain variables work to influence the causes of change. 5. a management cycle which provided, within the context of continuation, a process for achieving desired school and/or district outcomes. Implicit in the cycle are critical elements for school improvement such as strategic planning, monitoring and review of progress (outcomes), budget planning and resource management. The literature identifies the importance of monitoring results (outcomes) and the importance of change; however, the existence of a cycle of such events during continuation appears novel. 6. a revised model of change in education which offers a modification to that of Fullan and others. This model serves to outline the influences contributing to the change process in general and leads to a revised model of change in education. A number of recommendations based on the findings and conclusions are made. Those addressed to practitioners suggest they should utilize a pilot test to determine the quality of the initiative and it should be held concurrently with preparation of district and school personnel, develop a "blueprint" and/or "template" (vision) for production of an initiative; and establish a management cycle for procuring data on the initiative' s performance in order to compare the outcomes to the original goals for change. The remaining recommendations are addressed to those who would do further research which confirms the change process variables and the clusters of factors associated with each.Education, Faculty ofEducational Studies (EDST), Department ofGraduat