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Educational Change Over Time? The Sustainability and Nonsustainability of Three Decades of Secondary School Change and Continuity

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Purpose: This article presents the conceptual framework, methodological design, and key research findings from a Spencer Foundation-funded project of long-term educational change over time. Research Design: Based on more than 200 interviews, supplementary observations, and extensive archival data, it examines perceptions and experiences of educational change in eight high schools in the United States and Canada among teachers and administrators who worked in the schools in the 1970s, 1980s, and 1990s. Findings: The article indicates that most mainstream educational change theory and practice in the field of educational administration neglects the political, historical, and longitudinal aspects of change to their detriment. Educational change, it finds, is shaped by the convergence of large-scale economic and demographic shifts that produce five change forces (waves of reform, changing student demographics, teacher generations, leadership succession, and school interrelations) that have defined three distinct periods of educational change during the past 30 years. Conclusions: These forces and their convergence have ultimately reaffirmed the traditional identities and practices of conventional high schools and pulled innovative ones back toward the traditional norm in an age of standardization (though to a lesser extent where the schools are professional learning communities or have anactivist orientation). Conclusions are drawn in the form of a strategic theory of sustainable change.
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Educational Administration Quarterly
DOI: 10.1177/0013161X05277975
2006; 42; 3 Educational Administration Quarterly
Andy Hargreaves and Ivor Goodson
Secondary School Change and Continuity
Educational Change Over Time? The Sustainability and Nonsustainability of Three Decades of
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10.1177/0013161X05277975 ARTICLEEducational Administration QuarterlyHargreaves, Goodson / CHANGE OVER TIME?
Educational Change Over Time?
The Sustainability and Nonsustainability
of Three Decades of Secondary School
Change and Continuity
Andy Hargreaves
Ivor Goodson
Purpose: This article presents the conceptual framework, methodological design, and
key research findings from a Spencer Foundation–funded project of long-term educa-
tional change over time.
Research Design: Based on more than 200 interviews, supplementary observations, and
extensive archival data, it examines perceptions and experiences of educational change
in eight high schools in the United States and Canada among teachers and administra-
tors who worked in the schools in the 1970s, 1980s, and 1990s.
Findings: The article indicates that most mainstream educational change theory and
practice in the field of educational administration neglects the political, historical, and
longitudinal aspects of change to their detriment. Educational change, it finds, is shaped
by the convergence of large-scale economic and demographic shifts that produce five
change forces (waves of reform, changing student demographics, teacher generations,
leadership succession, and school interrelations) that have defined three distinct periods
of educational change during the past 30 years.
Conclusions: These forces and their convergence have ultimately reaffirmed the tradi-
tional identities and practices of conventional high schools and pulled innovative ones
back toward the traditional norm in an age of standardization (though to a lesser extent
where the schools are professional learning communities or have an activist orientation).
Conclusions are drawn in the form of a strategic theory of sustainable change.
Keywords: educational change; secondary education; sustainability; standards-based
reform
This article and the four following it present the methodology, findings,
theoretical insights, and strategic implications gained from 5 years of data
collection and analysis on the subject of long-term Change Over Time?
3
Educational Administration Quarterly
Vol. 42, No. 1 (February 2006) 3-41
DOI: 10.1177/0013161X05277975
© 2006 The University Council for Educational Administration
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programs in eight U.S. and Canadian secondary schools, through the experi-
ence of teachers and administrators who worked in them in the 1970s, 1980s,
and 1990s.
In a world and a field of educational administration where almost all edu-
cational change efforts and explanations are based on snapshot views of
change that do not exceed a span of more than 4 or 5 years, these articles and
the projects from which they derive examine change (and its absence) in the
long run. The articles identify five major internal and external change forces
that are responsible for major shifts of direction in the life of a school and
those who work within it. They show how across all schools, these forces
converge at particular historical moments to define a distinct periodization of
educational change that amounts to considerably more than recurring cycles,
waves, or swings of the pendulum. This periodization has its origins outside
schools in major economic and demographic upswings and downswings.
The project and articles show how these change forces and this periodization
impact on conventional and innovative schools, respectively. In doing so,
they clarify the nature of and raise questions about the sustainability of edu-
cational change efforts over time, throughout the educational environment,
as changes in any one school affect others around it. Last, grasping the longi-
tudinal nature of interrelated and cumulative change forces on the educators
who undergo them casts fresh light on the prospects for and sustainability of
contemporary movements in standards-based reform.
LITERATURE REVIEW
For more than three decades, in the field of educational administration
there has been intensifying interest in the problem of educational change
(Fullan, 1982; Sarason, 1972), in why teachers resist it (Datnow, 2000; Gitlin
& Margonis, 1995; Hargreaves, 1994; Huberman, 1992; Lortie, 1975;
Rosenholtz, 1989) and in why it is difficult to “diffuse” innovations (Have-
lock & Havelock, 1973) and generalize or “scale up” reforms (Datnow, Hub-
bard, & Mehan, 2002; Elmore, 1995; Stein, Hubbard, & Mehan, 2004)
beyond pilot projects or from one school or district to others. Educators
appear to know how to create islands of change but not how to construct
archipelagoes or build entire continents of them (Hargreaves, Earl, & Ryan,
1996). Because of their size, bureaucratic complexity, subject traditions and
identifications, and closeness to university selection, high schools have
proved especially impervious to change and to adapting to the changing
learning needs of their increasingly diverse student body (Goodson, 1983;
Grant, 1988; Hargreaves, 1994; McLaughlin & Talbert, 2001; Siskin, 1994).
4 Educational Administration Quarterly
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Some high schools do manage to change fundamentally in ways that ben-
efit all their students (Louis & Miles, 1990), but these change initiatives
rarely last or spread. Indeed, although many innovations can be implemented
successfully with effective leadership, sufficient investment, and strong
internal and external support (Gross, Giacquinta, & Bernstein, 1971), very
few innovations reach the institutionalization stage when they become a rou-
tine and effortless part of most teachers’ practice (Anderson & Stiegelbauer,
1994; Fullan, 1991).
Wave after wave of change initiatives promise to conquer the intractability
of educational change (Sarason, 1990). The most recent of these include
forcefully executed, closely aligned, and intensively applied large-scale
reform efforts at the district (Elmore & Burney, 1997) or national level—as in
15 years of U.K. National Educational Reform (Whitty, Power, & Halpin,
1998), Secondary School Reform mandates in Ontario, Canada (Gidney,
1999), and the Comprehensive School Reform movements (Datnow et al.,
2002) and No Child Left Behind legislation in the United States (U.S.
Department of Education, 2002). However, after registering initial gains in
test scores, even these tightly coordinated efforts seem to produce results that
plateau after 2 years and that have a much stronger impact on elementary
school students than on those in high schools (Fullan, 2003; Stein et al.,
2004). Producing deep improvement that lasts and spreads remains an elu-
sive goal of most educational change efforts (Hargreaves & Fullan, 1998).
Ultimately, the sustainability of educational change (whether what mat-
ters, spreads, and lasts) can only be addressed by examining change experi-
ences in a range of settings from the longitudinal perspective of change over
time. Yet most investigations of educational change are based on (often
overly optimistic) snapshots of the early implementation of particular change
efforts (e.g., Lieberman, 1995; Wasley, 1994) that do not monitor the extent
of their long-term persistence. These have spawned popularly adopted and
seemingly universal principles, lessons, or rules of change that show little
sensitivity to time or context beyond the snapshot studies. These rules or les-
sons include the claims that practice changes before beliefs (Huberman &
Miles, 1984), that it is better to think big but start small (Fullan, 1997), that
evolutionary planning works better than linear planning (Louis & Miles,
1990), and that the most effective change strategies are top-down and
bottom-up (Hopkins, Ainscow, & West, 1994) and combine both pressure
and support (Fullan, 1993).
Because of the funding and policy logic of research projects, contempora-
neous longitudinal studies of educational change usually have a ceiling of 5
years and most typically focus on the impact of particular initiatives with a
limited shelf life (e.g., Smylie et al., 2003). Evaluations of change persisting
Hargreaves, Goodson / CHANGE OVER TIME? 5
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longer than this usually concentrate on particular networks such as the
League of Professional Schools (Allen & Glickman, 1998), the Coalition of
Essential Schools (Muncey & McQuillan, 1996), or the National Writing
Project (Lieberman & Wood, 2002), which sit outside the mainstream.
Existing historical studies of school change provide some insights into its
sustainability and nonsustainability. These point to broad patterns of organi-
zational persistence and development in the long-term history of change
(Cuban, 1984), the fate of particular reform movements and policies (Tyack
& Tobin, 1994), and to reform in particular areas like curriculum (Goodson,
1983). Reform effects figure less strongly in historical studies of single
schools and their experiences of change (e.g., Goodson & Anstead, 1998;
Grant, 1988; Labaree, 1988), where factors such as leadership succession,
shifts in district focus, and the maturing lives and careers of teaching staff
seem to lead to an attrition of innovative energy over time (e.g., Fink, 2000;
Gold, 1999; Smith, Dwyer, Prunty, & Kleine, 1987; Smith, Prunty, Dwyer, &
Kleine, 1988; Smith, Prunty, Kleine, & Dwyer, 1986). Life cycle research on
the effects of age and career stage on teachers’ (Huberman, 1993; Sikes,
Measor, & Woods, 1985) and principals’(C. Day & Bakioglu, 1996) orienta-
tions to change shows how educators’ responses to change as they age vary
according to their prior experiences of change in earlier career. But the inter-
related and cumulative effects of age and career stage factors in the change
process have not yet been examined in terms of their impact on individual
schools or larger systems.
Almost alone, Brouillette’s (1996) doctoral study of the geology of school
reform in a small school district shows how school change processes are
embedded in an interrelated set of longer term change forces that extend
beyond the district, and even the educational system itself, to wider change
movements in society as a whole. Nespor (1997) has undertaken a similar
analysis during a shorter time period of how networks of influence involving
urban development patterns, the changing economy, school district politics,
race relations, superintendent succession, business pressures, and reform
movements affect change initiatives and processes in one elementary school
in the context of its district. In general, with just a few exceptions (e.g.,
Oakes, Quartz, & Lipton, 2000), change theories neglect these larger politi-
cal and social forces that give change its historical meaning and significance;
or they appeal to generalized theories of paradox (Deal & Peterson, 1995) or
complexity (Fullan, 1993; Hoban, 2002), where there is no place for power or
the past.
Most change theory and practice in educational administration has only a
forward arrow. In rational terms, this omission is remarkable, for what else is
change about if it is not about time, about the movement from one state to
6 Educational Administration Quarterly
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another (Goodson, in press)? Perhaps the reasons for this neglect are ideolog-
ical and political rather than rational and implementation focused. As
McCulloch (1997) argued, many politically driven reform efforts and the
change theories on which they draw either ignore the past or stigmatize it as
something to be left behind, or swept aside—as in assertions that the 1970s
was an age of “uninformed professionalism” in education (Fullan, 2003).
The past is treated as a problem to justify political mandates to direct the
future. As one reform-driven Ontario education minister in the early 1990s
famously said in remarks that were captured on video, “You can’t change if
you are improving” (Hargreaves, 2003; Lafleur, 2001). Sarason’s (1990)
long-standing observation that most explanations of educational change
avoid thoughtful engagement with a historical and political perspective still
applies.
The Change Over Time? project set out to investigate the sustainability of
educational change by looking retrospectively at how educational change
forces have exerted their effects across eight secondary schools during three
decades in two countries. In this sense, and in comparison to the existing lit-
erature, the project has analyzed change longitudinally and retrospectively,
through the eyes of teachers and administrators, over a good deal longer
period than the 5 years that contemporaneous studies normally allow. It has
focused not only on exceptionally innovative schools whose experiences do
not transfer easily to the mainstream, or on the impact of particular change
efforts or reform movements in isolation from the other changes that schools
experience, but also on how a diverse range of schools have generated and
responded to multiple change efforts and forces—ones that are internal to the
school as well as ones that are externally imposed—during a long period of
time.
A key question was provoked by Tyack and Tobin’s (1994) ground-breaking
history of the “grammar of schooling. In their analysis of the impact of five
different reform movements from the early 20th century, they argued that the
ones that reinforced an existing, taken-for-granted “grammar” of subjects,
classes, lessons, age-grades, and testing that had defined public education
from the late 19th century were the most likely to be adopted and become
institutionalized. By contrast, innovative reforms that were interdisciplinary,
open-plan, or mixed up the age categories challenged the grammar and
enjoyed only localized or temporary success. By examining change forces
that included but also extended beyond reform movements, and by deliber-
ately searching for different patterns of innovation, the Change Over Time?
project sought to deepen and develop Tyack and Tobin’s thesis. In doing so,
the project has not treated the educational system as one governed only by its
own logic. It has sought to tell a story of action within a theory of context
Hargreaves, Goodson / CHANGE OVER TIME? 7
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(Goodson, 2003), involving significant and sometimes epochal changes in
the wider social, economic, and political landscape that have affected schools
as institutions and the lives and missions of those working within them. As an
Irish saying proclaims, “You have to listen to the river if you want to catch a
trout.
DESIGN AND METHOD
The retrospective and contemporaneous study of Change Over Time?
called for an intensive qualitative investigation of a range of secondary
schools, using archival and observational data, but concentrating especially
on the oral testimonies of teachers and administrators who had worked in
these schools for some or all of this 30-year period.
Site Selection
A purposive sample (Merriam, 1997) was employed to identify eight
(originally seven) secondary schools serving differing communities and hav-
ing varying structures and cultures. The schools were located in two coun-
tries (within Ontario, Canada, and in New York state in the United States) to
compare and contrast patterns of educational change across national settings
and to reduce the risk of attributing all change events to one country’s own
reform agendas.
Three schools were concentrated in one “rustbelt” city of the northern
United States. They comprised a magnet school established to counteract
White and bright flight to the suburban perimeter (Barrett); an urban school
with an increasingly unionized staff, which catered to students not attracted
to the magnet (Sheldon); and a small, alternative high school that was estab-
lished in the aftermath of race riots in the 1960s and that challenged the tradi-
tional grammar of schooling and even the idea of “school” as a walled institu-
tion as it struggled to maintain its mission and existence through activist
engagement with its community in the face of successive reform movements
(Durant). The other five schools were located in southern Ontario, Canada.
They comprised an academic collegiate in a leafy suburb facing modest
changes in its student population (Talisman Park); a high school with a stable
staff that once served a small, all-White rural community but now catered to a
student body of increased ethnocultural diversity in the context of rapid
urbanization (Stewart Heights); a secondary school that was once one of the
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most innovative in Canada but now largely indistinguishable from those
around it (Lord Byron); a secondary school recently established on the lines
of a learning organization and supported by advanced technological capabil-
ity (Blue Mountain); and a predominantly working-class school with an
almost century-old tradition of technical, commercial, and artistic education
(Eastside). Four of the schools appeared to conform to the traditional gram-
mar of schooling described by Tyack and Tobin (1994), whereas the remain-
ing four seemed, to greater or lesser degrees, to have tried to challenge that
grammar in different ways by developing more innovative identities.
In summary, the sample comprised magnet, urban, suburban, innovative,
alternative, academic, and vocational institutions. Where possible, the
schools were also selected because team members had prior research rela-
tionships with them that would deepen the basis for trust with and under-
standing of participants in the research sites. These prior connections also
made available existing supplementary databases on which the research team
could draw to strengthen the overall analysis. More extended descriptions of
each case are provided in the articles that follow. Table 1 summarizes their
chief characteristics.
Hargreaves, Goodson / CHANGE OVER TIME? 9
TABLE 1
School Case Site Characteristics
Conventional (Grammar Bound)
Talisman Park Traditional academic collegiate Canada
Stewart Heights Conventional high school facing urban Canada
expansion and increased ethnocultural diversity
Sheldon Traditional city high school encountering United States
urban decline
Barrett Elite magnet school established to United States
counter “White and bright” flight
Innovative (Grammar Challenging)
Eastside Long-standing urban commercial, technical, Canada
and “artistic” high school
Lord Byron Innovative suburban school struggling to Canada
maintain its distinctive identity
Blue Mountain Suburban school recently established on Canada
the principles of a learning organization
Durant Small, alternative urban high school with United States
activist links to its community
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Interview Sample
The core database of the study was teacher interviews. The interviews
were embedded within a wider ethnographic investigation and understand-
ing of each school (Agar, 1996; Denzin & Lincoln, 1994; Woods, 1986). The
interview data were collected from three cohorts of teachers who had worked
in the schools in the 1970s, 1980s, and 1990s. There was some deliberate
overlap of membership across the cohorts to establish historical continuity
and depth in the sample. A subset was included of teachers whose experi-
ences in their respective schools stretched back to the 1980s or 1970s. To
avoid bias by administrative nomination, participants were initially selected
from staff lists for 1974, 1986, and 1998 at regular statistical intervals. The
selections were then reviewed and adjusted to ensure representation of
enough teachers (up to 25%) who had worked in their respective schools
across two or more cohort periods; and to ensure a balanced composition of
different subject departments (high and low status, large and small, with
more than one teacher drawn from each of the larger departments). Teachers
at different career points; teachers of different gender, race, and ethnicity;
and a mixture of teachers in regular classroom roles and leadership positions
were also included in the sample.
Cohorts 1 (1974) and 2 (1986) comprised 12 teachers each per school,
whereas Cohort 3 was a slightly larger group of 14. This formed an important
baseline against which to compare the contemporaneous effects of reform
and other changes in at least two separate occasions during the data collection
period. Principals and at least one assistant principal were also interviewed
for Cohorts 2 and 3. Some teachers were deliberately selected because they
had taught in their school for many years across multiple cohorts. Approxi-
mately half the teachers interviewed in each case (except the most recently
established one) spanned two and sometimes all three cohorts in their school.
In some cases, the nature of the schools or the research team’s prior research
relationships with them necessitated some modifications in design. In the
innovative school established in 1994, only the most recent cohort was inter-
viewed; fewer interviews were conducted in the urban alternative school
because of its small size; and the vocational school drew more extensively on
an existing historical database that was supplemented with a smaller number
of contemporaneous interviews. Interviews with 186 teachers were conducted
in total, supplemented by more than 50 repeat interviews or questionnaires
with Cohort 3 teachers and interviews with administrators for Cohorts 2 and
3 (see Table 2).
All interviews were conducted with participants’ informed consent. They
were semistructured around a deliberately limited number of eight questions
10 Educational Administration Quarterly
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with subsidiary probes to allow for maximum rapport and for authentic and
emergent rather than research-driven establishment of meaning, interest, and
priority in response. Interviews took between 1 and 2 hours in most cases.
They focused on teachers’ motivations toward and patterns of entry into
teaching; their working relations with colleagues; their perspectives on and
espoused practices concerning teaching, learning, and the nature of their stu-
dents; teachers’ careers and career stages; teachers’ understanding of and
metaphors for the culture of their schools; teachers’ past and present experi-
ences of externally imposed and internally initiated change; and the connec-
tion between teachers’ experiences of work and change to their lives outside
school. Life history interviews with principals and other administrators in
Cohorts 2 and 3 were conducted on similar lines.
The semistructured nature of the interviews called for extensive training
and feedback among the research team to learn how to manage and become
comfortable with its relatively open-ended design. Interviews were con-
ducted face to face except when Cohort 1 members were geographically
inaccessible. Telephone and e-mail interviews were substituted in these
cases. Some repeat interviews of Cohort 3 were also carried out in this man-
ner when reform impacts and teachers’ work-to-rule action because of union
reaction to standardized reform in Ontario created difficulties in scheduling
face-to-face interview time.
Interview data were methodologically triangulated with school observa-
tions and documentary evidence (Denzin, 1970). Archival data provided an
important complement and sometimes a counterbalance to teachers’ inter-
view recollections. Such documentary data comprised minutes of meetings,
Hargreaves, Goodson / CHANGE OVER TIME? 11
TABLE 2
Number of Teacher Interviews by School and by Cohort
Cohort 3 Cohort 2 Cohort 1
School Teachers (1990s) Teachers (1980s) Teachers (1970s) Total
Blue Mountain
a
12 12
Lord Byron 14 10 10 34
Talisman Park 14 5 7 26
Stewart Heights 17 6 3 26
Eastside
b
4318
Sheldon 14 12 10 36
Durant 9 10 1 20
Barrett 14 9 1 24
Total 98 55 33 186
a. Cohort 3 only (school opened in 1994).
b. Site added in year 2, supplementing existing extensive database.
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staff lists, mission statements, school aims and objectives, evaluation reports,
curriculum outlines, course catalogues, school yearbooks, newsletters, news-
paper articles, proposals for reform and change, and departmental memos.
Schools varied in the quality of their available archival data. Some schools
discarded their records, forgot where they were stored, or had them stock-
piled in filing cabinets of former principals, whom we accessed as we could.
In general, schools with a more self-conscious sense of academic pride, or
ones like Durant, Eastside, and Lord Bryon, which felt they were establishing
and having to defend a distinctive and sometimes deviating mission, were the
most likely to compile and keep the detailed records. More unremarkable
schools like Sheldon or Stewart Heights did not.
As part of its triangulating strategy, the research team also collected obser-
vational data in the course of visiting schools for individual interviews or to
collect archival sources. Observations took place in whole school and depart-
mental staff meetings, course planning sessions, parents’evenings and visits,
parent council meetings, implementation team meetings, and professional
development sessions. Other observations and discussions of a more infor-
mal nature took place in locations such as staff lounges, departmental rooms,
or cafeterias.
To provide a clearer sense of context, data were also collected at the dis-
trict level. These were typically arranged more systematically than docu-
ments in individual schools. The U.S. district site possessed detailed demo-
graphic data on the ethnic, racial, and socioeconomic status makeup of the
student body on an annual basis. Such data were also available for the city as
a whole. Because Canadian districts do not yet collect information of this
sort, census data were used as a substitute. Other relevant district data
included documents on educational reform and other changes that impacted
the project schools, the minutes of board meetings, school evaluations, long-
range plans, administrative reports to the board, presentations by public dele-
gations, lists of promotions and transfers, budget information, enrollment
reports, and correspondence with the Ministry or State Department of Educa-
tion. All district policies and procedures were typically catalogued, dated,
and tracked.
University and school district ethical protocols were respected throughout
the project. The individual, district, and schools are fully anonymized in the
study. As is often the case, adhering to ethical protocols sometimes caused
frustrating delays. Confidentiality procedures at the board/district level
because of retirement agreements with teachers’ unions, for example, meant
that permission of former teachers of the schools being studied had to be
secured through the board/district before they could be approached directly
by the research team.
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As in physical science, the very phenomena being studied typically
impact on the means of investigating them (Hargreaves, 1986). Accelerated
attrition rates in the teaching force because of demographic turnover, reform
impacts, and early retirement packages necessitated identifying replace-
ments for some of the original interview sample in Cohort 3, although this
also provided access to studying a new, incoming generation of teachers. In
Ontario, reform measures that halved teachers’ time out of the classroom,
reduced the number of department heads, imposed a heavy burden of curricu-
lum implementation, and led to work-to-rule union actions made it extremely
difficult to schedule the planned repeat interviews. As an alternative, a num-
ber of interviews were therefore substituted with paper or e-mail open-ended
questionnaires, an opportunity that was then also made available to the U.S.
sites for reasons of consistency.
Data analysis was extensive and collaborative. After intensive team delib-
eration, it was decided that first-order analysis would take the form of sub-
stantial school case studies of more than 100 pages each, organized accord-
ing to a set of thematic lenses derived from the proposal, developed through
teamwork, and decided by the team (Miles & Huberman, 1994). In other
words, the unit of analysis was the school case rather than, say, types of teach-
ers across all cases. The initial themes were teachers’life and work; the exter-
nal context, including policy and demographics; school culture; school struc-
ture; school identity; and leadership and mentorship. Case drafts were
circulated to all other team members for feedback as critical friends. The
principal investigators oversaw the process and provided detailed feedback
along with other team members. Using a grounded theory approach (Glaser
& Strauss, 1967), each case and its author raised emergent issues that were
then tested and investigated in the other cases. Through this process of ana-
lytic induction (Lofland, 1995) and after many individual case redrafts, the
initially selected themes were recrystallized into nine, then five major change
forces that were perceived as significantly affecting a shift in the course and
character of all schools.
1
These five change forces were waves of policy
reform, changes in leadership and leadership succession, changing teacher
demographics and their impact on teachers’ generational missions, shifting
student and community demographics, and changing patterns of relations
among schools. The five forces emerged as those that most significantly
affected the structures, cultures, and identities of the schools over time. Three
of these change forces are analyzed in detail in the ensuing articles in this
issue: teacher generations and nostalgia (Goodson, Moore, & Hargreaves),
leadership succession (Fink & Brayman), and interschool relations (Baker &
Foote).
Hargreaves, Goodson / CHANGE OVER TIME? 13
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Each case writer also looked for significant changes of direction in their
schools and dated and labeled these as the markers of defined periods in their
schools’ organizational history. The resulting, highly detailed case reports
provided the project database for all subsequent cross-case analysis. Grids
were then created for each school, interlocking the five change forces with
the chronological periods and their effects on structure, culture, and identity
within each period. This process led, with uncanny clarity, to the detection of
a distinctive threefold periodization for all schools, in two countries, in terms
of the causes, nature, and consequences of educational change (Goodson, in
press). In combination with literature searches, this analytical process also
helped create the basis of a theory of sustainability of educational change
(Hargreaves & Fink, 2004, in press).
Throughout the analysis, stringent efforts were made to capitalize on
investigators’ deep personal knowledge of their own cases while guarding
against overattachment to them. Each school, therefore, had a second team
member assigned to it, to develop knowledge of it, albeit in a lesser capacity.
When undertaking cross-case analysis of the five change forces, a baseline
principle of searching for disconfirming data was established in which all
analyses had to include and account for at least three divergent school cases
in the data (Glaser & Strauss, 1967). This is why all the ensuing articles in
this issue revolve around three cases. From the outset, therefore, all team
members undertook responsibility for developing cross-case insights and
ideas as well as reports on their own particular school cases as a way of ensur-
ing that team members did not project their own ideological or generational
preoccupations on to their chosen schools (Hargreaves & Moore, 2004). The
cross-case analyses draw freely and fully on the individual school case
reports but do not cite them directly.
2
In the remainder of this opening article, the overall findings of the Change
Over Time? project are presented in terms of the five major change forces that
individually, and together, led to substantial changes of direction within sec-
ondary schools; the effects of these change forces on the structures, cultures,
and identities of the project schools; and the convergence of the forces at par-
ticular points in time in ways that defined distinct historical periods across all
eight schools in both countries. Evidence for most of the findings summa-
rized here can be found in the ensuing articles on teacher generations
(Goodson, Moore, & Hargreaves, 2006 [this issue]), leadership succession
(Fink & Brayman, 2006 [this issue]), interschool relations (Baker & Foote,
2006 [this issue]), and the capacity of different forms of innovative school
structures and cultures to resist evolutionary tendencies toward the attrition
of change (Giles & Hargreaves, 2006 [this issue]). In this article, issues not
discussed in the companion articles, such as the impact of student
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demographics or waves of reform, will be exemplified through data drawn
from the case of Stewart Heights—one of the least discussed in the other
articles.
THE FIVE CHANGE FORCES
Waves of Reform
The Change Over Time? project confirms the historical research of Tyack
and Tobin (1994), which indicates that schools are subject to influence by
repeated waves of reform that define historical periods or directions that the
schools, depending on their identity, either embrace or resist. These waves
challenge, then in turn revert to traditional grammars of schooling defined in
terms of conventional academic subjects, schedules, tracking, and assess-
ments. Teachers accept or resist particular reforms according to the corre-
spondence or not of the reforms with their generational missions, their aca-
demic subject orientations and commitments, and their school’s identity.
Thus, social-justice-oriented reforms that challenged the traditional gram-
mar of schooling and increased teachers’ curriculum autonomy were more
likely to be embraced by teachers during the time they started building their
careers in the 1970s by teachers working in and drawn to the four schools
with explicitly innovative identities and (especially with later instances of
innovative reform in the early 1990s) by teachers outside the mainstream,
high-status areas of curriculum in guidance, special education, and minority
subjects.
Reforms that reinforced the traditional grammar of schooling and exer-
cised more constraints on teacher autonomy were more typically embraced
by teachers who, in generational terms, began their careers later than the mid-
to late 1970s; by teachers in Barrett Magnet who felt that they were already
meeting required standards; by teachers in the traditional, academic environ-
ment of Talisman Park who welcomed the academic emphasis of subject-
based reforms; and by teachers in mainstream, high-status subjects,
especially science and mathematics, whose subject-based commitments,
identities, and careers aligned with the substance of the reforms.
The response of Stewart Heights to a reform known as The Transition
Years in the early 1990s provides a clear example. Introduced by the first-
ever socialist government in Ontario history, The Transition Years sought to
restructure grades 7, 8, and 9 by legislating detracking (destreaming) in grade
9 (the start of high school), defining a common curriculum in broad,
outcome-based terms, and promoting interdisciplinary study and alternative
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forms of assessment. At Stewart Heights, although the guidance department,
along with younger teachers and researchers in the humanities and minority
subjects, supported the reforms, others were skeptical or cynical. Comment-
ing on the detracking policy, for example, a female math teacher in her 40s
said,
I hated it because I got a class of 27 students who didn’t know what a division
sign looked like. I think it was not fair for both upper- and lower-end students.
The upper-end students just zipped by and the lower-end students faded away
after the second week. You knew they were dying in math and they could not do
anything. They just sat there and it could be a big disturbance. I don’t like
destreaming for that reason.
Although some teachers dealt with the diverse levels of ability in de-
tracked classes by offering alternative assignments, adapting the seating ar-
rangements, or teaching two distinct lessons within the same class period,
many teachers of high-status subjects who defined them as having a linear
structure, however, found it hard to move away from teaching secondary
school classes together at one pace as a unit. One former French teacher at
Stewart Heights, now in her 50s, recalled how detracking caused her depart-
ment to provide a “watered-down” program so as to prevent struggling
students from failing.
I found it distressing to have to try to teach a class with that broad range of abili-
ties the same stuff, and I was very aware that the material was too hard for the
lower half of the class. Even though I had several years of experience as an ele-
mentary teacher, I was not able to do a differentiated program for two or three
different ability levels. They can’t function for very long [in French] all on their
own, particularly at the grade 9 level. And so I found it very upsetting to see our
grade 9 program watered down, semester after semester, in order to avoid high
failure rates.
Just as important as the content of the reforms were their interconnected
and cumulative effects. Teachers with long careers do not experience reforms
in isolation but in interrelationship. A snapshot event that replaces bad with
good for policy makers is a long-term, historical, and career-long process for
teachers that has cumulative meaning and impact for them (Huberman,
1993). The three decades encapsulated by our Change Over Time? study
were ones of repeated policy reversals. In Ontario, the highly student-
centered Hall-Dennis report era of the 1960s and 1970s (Hall & Dennis,
1968), with its emphasis on child-centered learning, discovery, and inquiry,
was followed by increased subject emphasis and tightening of credit require-
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ments (OSIS) alongside inclusive special education legislation in the 1980s,
then superseded by the new socialist government’s emphasis on an interdisci-
plinary common curriculum and detracking in the early 1990s (Ontario Min-
istry of Education and Training, 1995), turning again to a standards-based,
subject-defined, content-loaded, and high-stakes tested curriculum in the late
1990s and beyond (Gidney, 1999). In the United States, the Johnsonian era
that spawned free schools and schools without walls in an era of women’s lib-
eration and civil rights was followed in the early 1980s by the bellicose lan-
guage of A Nation at Risk” (U.S. Department of Education, 1983) juxta-
posed with legislation introducing magnet schools (Henig, 1994) and special
education inclusion (Individuals With Disabilities in Education Act), mov-
ing on to statewide initiatives in common learning outcomes and alternative
portfolio assessments, and finally, from the mid-1990s, to an ever-tightening
orientation toward standardization, content-based curricula, and high-stakes
testing, which culminated in the federal legislation of No Child Left Behind
(U.S. Department of Education, 2002). These cumulative policy reversals led
teachers with mature lives and longer careers to experience reforms as
swings of a pendulum that made wholesale commitment ultimately futile—
unless the reforms in question aligned with and furthered their own values,
interests, and identities. Cycles of change for policy makers last no more than
the 5 years defined by electoral cycles. For teachers, they last almost a life-
time (Huberman, 1993).
For instance, some of Stewart Heights’ teachers who had lived through
years of educational reform were now, toward the end of their careers,
resigned to disconnecting from the process. “I’m trying to just ignore it.
I’m just not letting my head or my heart get involved in all the crap that is go-
ing on around me, all the negative talk. I don’t want to deal with it, said a 50-
something female French teacher who had been teaching for 31 years.
I’ve seen enough things happen, OSIS and all the rest of it coming through.
They always promise that it’s gonna be radically different and it never really is.
I’m not allowing myself to get upset about it. I just want it to pass me by.
Older teachers learned to become cautious and to keep their focus on the
classroom. Looking back over her career, a Stewart Heights school librarian
who was approaching retirement said,
I remember when the Hall-Dennis report came out and everybody was all hot to
trot about it and the implications. I said, “Hey, just wait, go into the classroom
and do the best job that you can.” I’m very much a wait-and-see person.
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Describing her membership on the school’s current committee to implement
Secondary School Reform, she observed that “we’re all kind of sitting on the
cliff waiting to see what’s going to happen.
Waves of reform are experienced by teachers not only as cumulative but
also as contradictory. This was especially true in both countries in the 1980s
and early 1990s—between the age of innovation and optimism that charac-
terized the 1970s and the age of globalization and standardization that took
deep root from the mid-1990s (Goodson, in press). This intervening period
or interregnum of the 1980s was one in which meanings and missions from
the two ages of innovation and standardization jostled with each other for
integration, coexistence, or simple supremacy. Caught in the middle of these
competing missions and their meanings, Ontario teachers were left trying to
reconcile open-ended outcomes with detailed subject standards, alternative
assessments with traditional report cards, and increased student autonomy
over learning and assessment with decreased teacher autonomy over what to
implement and how (Hargreaves, Earl, Moore, & Manning, 2001).
In the American schools, teachers engaged with portfolio assessments
alongside the tightening screw of conventionally tested subject achievements
and graduation requirements, teachers in Barrett Magnet tried to keep excel-
lence in the inner city while being required to include children with a range of
disabilities under special education legislation, and teachers acceded to con-
tracts that gave them improved pay and working conditions in exchange for
compliance with and commitment to reform demands. In both countries,
almost all teachers found these contradictions enervating and exasperating,
and their commitment to change weakened as their inventiveness was eventu-
ally overcome and their energy could no longer be sustained.
Leadership Succession
One of the most significant events in the life of a school that is most likely
to bring about a sizeable shift in direction is a change of leadership. Although
waves of reform exert the greatest and most immediate pressures on whole
systems, it is changes of leaders and leadership that most directly and dramat-
ically provoke change in individual schools.
Throughout the three decades encompassed by the study, leadership suc-
cessions were always emotionally intense events. At Lord Byron and Durant,
teachers mourned the loss of charismatic leaders and worried (rightly) if any-
one would be able to fill their shoes. They felt betrayed on those occasions
when their departing leaders took some of their best staff members with
them, as happened when one charismatic principal left Talisman Park
(see Fink and Brayman’s article). By comparison, when authoritarian or
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bureaucratic leaders were succeeded by ones with a more human touch,
which occurred in Talisman Park and Stewart Heights, the overwhelming
feeling was one of relief. Leadership succession is, in this sense, almost
always an emotionally intense episode in the life of a school. It is a critical
event that calls for careful management.
Fink and Brayman’s article in this volume shows how leadership succes-
sion can be planned or unplanned and foster continuity or discontinuity in a
school’s path of change. Its analysis reveals how there were very few exam-
ples of planned continuity in the project schools, whereby improving schools
were allocated a new leader who would build on past achievements to move
the school further forward. The most successful instances of succession—all
in the innovative settings of Durant, Blue Mountain, and Lord Byron—were
when insiders were groomed to follow their leader’s footsteps and furthered
their achievements within the culture of the school. In the slightly more com-
mon instances of planned discontinuity, new leaders such as Bill Andrews at
Stewart Heights typically had initial success in turning their schools around
but did not stay long enough to embed the improvements and make them sus-
tainable. Most instances of succession, as Fink and Brayman’s article shows,
were a combination of unplanned continuity and discontinuity—discontinu-
ity with or truncation of the last principal’s achievements and reversion to
continuity with the mediocrity that preceded them. Few things, our data sug-
gest, succeed less than leadership succession. In general, successions are
poorly planned. They are more a reaction to events, as leaders get promoted
or retire, than a thoughtful attempt to create sustainable improvement that
stretches beyond individual leaders.
One reason for poor succession is the kind of knowledge that principals
and systems use during the succession process. Drawing on Wenger (1998),
it seems that three kinds of knowledge are drawn on during the succession
process. Inbound knowledge is the knowledge of leadership or a particular
school that is needed to change it, make one’s mark on it, turn it around.
Insider knowledge is the knowledge one gains from and exercises with other
members of the community after becoming known, trusted, and accepted by
them. Outbound knowledge is the knowledge needed to preserve past suc-
cesses, keep improvement going, and leave a legacy after one has left.
The Change Over Time? project data are dominated by schools’ and sys-
tems’ preoccupations with inbound knowledge—with initiating and impos-
ing changes rather than looking back and consolidating existing ones. In the
later years covered by our work, almost no principal stayed long enough to
acquire the status of trusted insider. And outbound knowledge was only fully
considered by three of the innovative schools—Durant, Lord Byron, and
Blue Mountain—when each groomed an assistant principal as a likely
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successor to the incumbent principal to continue promoting the leader’s and
school’s vision. Creating extensively distributed leadership (Spillane &
Halverson, 2001) also added to these principals’ successful outbound trajec-
tories. It was the whole staff, not just one successor, who were able to move
the school into its next phase of development. On the evidence of this project,
the sustainability of school improvement and reform initiatives is repeatedly
undermined by excessive emphasis on the inbound knowledge of leadership
at the expense of equally important outbound concerns.
In the past decade, the change force of leadership succession has become
magnified by the accelerating pace and frequency of successions themselves.
The rapid demographic turnover of leaders as the baby boomer generation
retires, a rush to early retirement precipitated by standardized reform pres-
sures, and increasing pressures on school districts to bring about rapid
improvement in underperforming schools is creating instability and non-
sustainability in school leadership (Association of California School Admin-
istrators, 2001; National Clearinghouse for Comprehensive School Reform,
2002). In the latest period of their history, all our schools show how leaders
are now typically changing schools fewer than every 5 years before they can
become accepted insiders. Inbound knowledge is everything, improvement
efforts are repeatedly cut short, and sustainability is the casualty. In this
accelerating carousel of principal succession, the principals spin around and
around while the schools just go up and down (Hargreaves, Fink, Moore,
Brayman, & White, 2003). Principals rotate through schools and teachers
endure, waiting their leaders out—ensuring that unplanned continuity and
discontinuity will be the consequence of most succession events and that
teacher resistance to change will become entrenched (MacMillan, 2000). As
the current principal of Stewart Heights said, having replaced his predecessor
who had stayed for just 3 years, “It’s only been 1-plus years [of his tenure at
the school], but teachers are coming to me already and asking how long am I
going to be here.
During the three decades of the Change Over Time? study, not only have
leaders changed but so has the nature of leadership itself. Fink and Brayman
show in their article that, until the mid- to late 1970s, leaders were remem-
bered as larger-than-life characters (in a good or a bad way) who knew people
in the school, were closely identified with it, made their mark on it, and
stayed around for many years to see things through.
In the early to mid-80s, the most creative leaders in the project’s most in-
novative schools motivated and assisted their staff to work through the re-
form paradoxes that defined the period (Hargreaves, 1995) by building cul-
tures of collaboration and by twisting and channeling the reforms to advance
their schools’ own purposes. By comparison, less effective leaders like the
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leadership at Stewart Heights in this period simply tried to shield their teach-
ers from the intensifying reform demands and, as a result, left their schools to
drift. In the words of Stewart Heights’ own leader at that time,
One of the difficulties I found for my personal approach to leadership was that I
didn’t have a particular direction or goal for my school. I simply wanted to fa-
cilitate the relationship between teachers and students, and I thought my job
was to take as much of the administrivia, and annoyance and pressure from out-
side sources off the teachers so that they could work effectively with kids.
From the mid- to late 1990s, however, teachers were seeing their leaders
as being more like anonymous managers who had less visibility in the school,
seemed to be more attached to the system or their own careers than the long-
term interests of the school, and, because of accelerating succession, rarely
remained long enough to ensure that their initiatives would last. The pres-
sures on the urban principalship of No Child Left Behind legislation, in
which one of the prescribed options for repeated annual failure to improve in-
volves removal of the principal, is likely to exacerbate these tendencies even
further (U.S. Department of Education, 2002). In all these senses, school
leadership remains a common force for bringing about short-term change but
because of succession rates and problems, mainly fails to fulfill its capacity to
secure sustainable improvement.
Student and Community Demographics
Schools change over time in their student composition and in the commu-
nities they serve. Almost all the project’s school cases have been affected by
multicultural immigration, by internal migration or “White flight” in Ameri-
can cities, by shifts in school size as local family populations shrink or swell,
and by regulations such as the Individuals With Disabilities in Education Act
(U.S. Department of Education, 1997), along with other tendencies that
increase inclusion in regular schools and that encourage more students to
stay in school when they may previously have exited earlier.
There are differences between the United States and Canada in their actual
experiences and ideological representations of how they respond to race and
diversity. Americans widely subscribe to a “melting pot” or assimilationist
ideology whereby successive waves of immigrants are absorbed into a com-
mon identity (Gibson, 1988). Yet the mythical nature of this melting pot ide-
ology has been highlighted by writers who point to the fact that many Ameri-
cans regard themselves as having hyphenated identities (Booth, 1998). In
practice, American cities have largely become characterized by strict racial
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and residential segregation, compounded by growing gaps between wealth
and poverty. The American city is urban and problematic, unlike the Western
European city, which is more typically urbane and culturally diverse (Pop-
kewitz, 1998). In the urban school district in which the project’s three U.S.
schools were located, only 18% of it was populated by minorities in 1970,
compared to 41% in 1990 and 57% in 1999. These trends were even more
exaggerated in school district figures where minority populations leapt from
37% in 1970 to 73% in 1990 and 82% in 1999 (see Baker & Foote in this
volume).
In Canada, the widespread belief is that the country is a complex mosaic of
different cultures, races, and identities (Adler, 1974; R. J. F. Day, 2000). Con-
stitutionally, Canada is officially a bilingual and multicultural nation. With a
lesser legacy of slavery in historical and numerical terms and without the
experience of large populations of cheap, minority labor moving from an
adjacent country across its border, more of Canada’s minority population
compared to the United States is what Ogbu (1993) has described as a volun-
tary, rather than involuntary one. This is reflected in more overt drives to suc-
ceed educationally within the terms of the dominant culture.
Even so, Canada is by no means immune to racial and residential segrega-
tion. The school district in which Blue Mountain and Lord Byron is located,
for example, is the third wealthiest in Canada and has an overwhelmingly
White student population and surrounding community. There is scarcely a
minority teacher to be found in the entire district, and there are no minorities
at all in the district office. By contrast, the metropolitan district in which Tal-
isman Park and Stewart Heights are located has experienced massive urban
expansion and a great increase in minority populations in the past 15 years.
Census data for this region indicate that the immigrant proportion of the total
population increased from 32% in 1986 to 43% in 2001. Between 1991 and
1996, the largest net declines proportionately in immigrants were Yugoslav
(–55%), British (–33%), French (–32%), German (–21%), and Dutch
(–12%), with the greatest proportionate increases being East Indian (65%),
Croatian (57%), Vietnamese (54%), Polish (53%), Chinese (50%), and
Black (50%). During the period of data collection, the district was led by a
Caribbean-born superintendent and had another Caribbean-born educator as
an assistant principal at Stewart Heights. In minority terms, though, these in-
dividuals were administrative exceptions. At Stewart Heights, a teacher with
33 years of service in the school commented,
I remember there was one Black staff member in the early years and that was it
and hardly any ethnic groups of students, but that certainly changed over the
years. By the time I finished teaching [in 1998], in my last accounting class I
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had about 30 kids in it, and one day one of the boys said to me, “Miss, do you re-
alize you’re the only White person in this room?” And I hadn’t thought about it,
but I was.
Her colleague with 36 years experience in the school elaborated when she re-
called going
into the school about 2 months after I retired and I just went through the halls at
lunch hour. I could have sworn that I was in Bombay. There were so many East
Indians there—more than any other group. While I was walking through the
hallway that particular day, I hardly saw a White face.
These demographic shifts in student and community populations pre-
cipitated internal and external change in six of the project schools and also
colored how teachers dealt with it. Teachers and schools largely responded
conscientiously to increased diversity with programs to capture students’ in-
terests and with clubs like the Unity Group at Stewart Heights to strengthen
their sense of belonging. In the U.S. urban school district, magnet school ini-
tiatives such as Barrett Magnet were introduced to keep the brightest minor-
ity students and their families in the city. But although many teachers were
used to and enthusiastic about collaborating about their teaching, they did not
normally address students’ diversity by having conversations about and re-
sponding to their learning (Delpit, 1995). As a result, increased diversity and
poverty were often seen as bringing about problems of lower standards and
deteriorating behavior that had their origins solely in the students and their
families and not also in the teaching and learning practices of the schools.
This is very evident, for example, at Sheldon High School (described in
Baker and Foote’s article). At Stewart Heights, continuous observations of
the School Climate Committee indicated that over time, it had initially re-
sponded to problems of student misbehavior by reviewing the curriculum
and strengthening the school as a community. After the impact of Secondary
School Reform in the late 1990s, however, when teachers were overloaded
with implementation and had less time to spend with students, the School
Climate Committee began to blame students themselves for increasing mis-
behavior and merely tightened up behavioral codes and other demands for
compliance in response.
Teacher Generations
Teaching and change in schools are driven by a generational center of
gravity, a dominant demographic of teachers who are of a particular age and
career stage. This tends to have its identity formed and consolidated in the
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early (but not the earliest) stages of the career in ways that bear and absorb the
themes and missions of that time and for which, in later years, teachers expe-
rience yearning and nostalgia. Goodson, Moore, and Hargreaves’s article,
which this section summarizes, shows how understanding change, and how
teachers support or resist it, is not simply a matter of teachers’ age or even
their career stage (Huberman, 1992, 1993) but also of the generational mis-
sions of teaching and the demographic forces that shape them. For mid- and
late-career teachers especially, teacher change and resistance to it is as much
about generation as degeneration.
The teachers in our sample who were part of the baby boomer generation
were, in general, the numerically dominant and often most politically influ-
ential group in their schools throughout their careers. They were formidable
forces of change and also, especially later, of resistance to it. Their genera-
tional missions crystallized in the early years of their careers. Many of these
teachers recalled their younger, energetic, hopeful, and more idealistic selves
in early career as ones that were defined not only by optimism and fun but
also by the social justice missions of the period that they bore: to make a dif-
ference in the world at large as well as in individual children’s lives. They
remembered their schools as smaller, family-like institutions and their work
as being characterized by professional autonomy and the freedom to inno-
vate in ways that enabled them to give their students their best.
At the same time, the 1960s/70s teachers’ generation mourned the loss of
schools as communal environments free from racial strife, students who
came to class ready and able to learn, and stable communities that reflected
and supported the values of schooling. Part of this sense of loss was for stu-
dents and communities who learned better, behaved better, and were easier to
teach. These nostalgic reflections on the past were intensified by compari-
sons against current trends of growing cultural diversity, increasing poverty,
and White flight that seemed to make many of today’s students too demand-
ing to teach.
Stewart Heights teachers, for example, reflected on how their school had
been a “village school” when it opened in 1958, dealing with “farm kids”
who were “down to earth, “easy to handle, and “pleasant to talk to. Al-
though the school at that time also catered to more demanding “city kids”
from a nearly “factory town, the school then was recalled as a small one with
a strong school spirit. Another teacher reflected how
they used to really focus tremendously on school spirit and had cheerleaders
and football teams and a lot of organized spirit days. That hasn’t happened in
several years, and I really couldn’t tell you why, but maybe it’s because the
school population is too large. I think it’s sad in a way because we like to teach
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loyalty to not just the family one belongs to but also to their affiliations—in this
case, the school. It doesn’t seem to be there as much as it used to be.
Other Stewart Heights teachers believed that increased choices for after-
school activities, the growth of part-time jobs that seemed to take precedence
over everything, study commitments, or plain apathy were responsible for
the decline in school spirit. One view that no one (except the principal) ex-
pressed, however, was that this “lack of school spirit” and consistent in-
creases in suspensions, violence, and drug use among some students in the
1990s might have reflected the staffs inability to connect with their changing
students.
In the later years of their careers, as they aged, dramatic socioeconomic
and racial shifts, the accelerating carousel of principal succession, and
increasing centralization and standardization in the district and the state or
province weakened the capacity of teachers and leaders in the more innova-
tive schools to maintain the structures and cultures that had inspired them at
the beginning of their careers. In an attempt to slow, or reverse, the process of
“degeneration” in public schooling that they perceive, and to defend the mis-
sions and practices to which they have committed their careers, this genera-
tion has become increasingly antagonistic toward and embittered about
external and internal changes that, in their eyes, threaten to destroy all they
believe in and have committed themselves to achieving for their students and
their schools. They feel social nostalgia for the broader missions and pur-
poses that standardized policy has seemingly stolen from them and political
nostalgia for their lost professional autonomy.
The emerging generation of teachers that is demographically replacing
their baby boomer predecessors has not yet developed any memory or nostal-
gia. The present conveys no sense of loss for them, as there is no past to com-
pare it against (Evans, 2000). As a teacher in his 60s at Stewart Heights
observed,
I think what’s going to happen is as new teachers come into the system, they
won’t know what we had before, and so they won’t miss it. But I think the peo-
ple who are working now who have been in the system for a number of years
will feel a sense of frustration.
Reform environments are interpreted neither cynically nor stoically by the
incoming teacher generation but are accepted simply as the facts of life of
teaching. The life missions of these teachers seem less grand, more circum-
scribed. Teaching is animated less by great social missions than by the per-
sonal quest to make a difference in individual lives. These new professionals
Hargreaves, Goodson / CHANGE OVER TIME? 25
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(Troman, 2000) are technically at ease with information technology and new
assessments and comfortable with mandated curriculum content. In a Stew-
art Heights teacher’s eyes, these newer teachers (have) “incredible enthusi-
asm and energy . . . they [don’t] look ruffled and seem to be managing in their
new roles. They are more assertive about their own learning and career
needs and more vigilant about protecting the boundary that separates their
work from their lives. They do, however, resent the process of reform when it
actively undermines their professional image and working conditions, and
they dislike the surrounding culture of cynicism and embitterment among
older colleagues that standardized reform has created. These factors alone
were leading many younger Canadian teachers in the sample to plan early ex-
its from the profession. One of them at Stewart Heights said that “as a young
teacher, I am disheartened by this environment and will move on profession-
ally to the private sector. There is no joy in teaching—only a paper trail of
grief.
The lessons of studying the baby boomer generation—and how its early
missions and experiences shaped the profession they dominated for 30
years—need to be transferred to what Europeans call the “professional for-
mation” of the incoming generation. How legislated reform is managed in
these few short years will almost certainly tint and perhaps even taint the fun-
damental character of teaching and the sense of mission in public education
for the next three decades.
School Interrelations
Schools are not all the same; neither are they islands. Schools affect one
another across space as well as time. Barrett Magnet school coexisted next to,
and also at the expense of, its self-stigmatized “special education magnet”
neighbor, Sheldon High. Three of the project’s innovative schools—Durant,
Lord Byron, and Blue Mountain—were constantly competing and being
compared against their surrounding and more traditional counterparts. As
Baker and Foote argue in their article, change over time is a matter of social
geography as well as social history.
This has always been true; now it is even more so. In an age of globaliza-
tion and standardization, schools are becoming more like quasi-markets
(Whitty et al., 1998). Principles of privatization or specialist emphasis are
promoting greater choice between schools such as Barrett Magnet and its
neighbors as the market separates and also connects schools and students
who are chosen from those who are not. At the time of writing, the district in
which the three U.S. schools are located has introduced the idea that all high
schools must define and compete within a market of specialist emphasis.
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At the same time, the abstract forces of standardization are reasserting the
traditional grammar of schooling and undermining the capacity of schools to
be truly different. The defense of innovative identities under these circum-
stances turns into a struggle to protect distinctive, alternative, and even rebel-
lious spaces against the tightening grip of standardization and the competi-
tive forces of the market—by forging networks and alliances within the
community as well as far beyond the district and the state (as in the case of
Durant described by Giles & Hargreaves and also by Baker & Foote).
Change over time is, in this sense, an historical process of tightening inter-
relations among schools across space in which space and status are increas-
ingly intertwined.
The vocabulary for space and status is remarkably similar—in/out, up/
down, central/peripheral (Stallybrass & White, 1986). Figure 1 reflects Ack-
er’s (2000) characterization of primary schools in one hilly and socially strat-
ified English city as, in the eyes of their teachers, either “up, “down, or
“out.” In the present study, schools that are “up” or “down” have more con-
ventional identities that largely conform to the grammar of schooling but also
serve communities of greater or lesser wealth and status. Innovative schools
that are “out” depart from this traditional grammar. Over time, the four
schools in the project that conformed closely to the existing grammar moved
up and down to differing degrees: Talisman Park and Stewart Heights lost a
little status and Sheldon lost a great deal more as it encountered increasing
student diversity, whereas Barrett moved spectacularly in the other direction
after assuming its magnet identity. Across three decades, none of the schools
moved “out” to depart from the existing grammar. By contrast, escalating
competition from neighboring schools and recent forces of standardization
Hargreaves, Goodson / CHANGE OVER TIME? 27
Barrett
Talisman
Park
Stewart
Heights
Sheldon
UP
DOWN
OUT
DurantEast-
side
Blue Mountain
Lord Byron
Figure 1. School Interrelations
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and marketization pulled all the innovative schools in—with technical East-
side adopting the International Baccalaureate, Durant reducing its curricu-
lum to implement a standardized one under downsized conditions, Blue
Mountain having to implement diluted and recycled government versions of
reforms it had initially invented, and Lord Byron being absorbed downward
by a forced merger with a vocational school. It is clear that efforts to secure
sustainable improvement or substantial innovation can only be properly
judged in terms of the environmental relations of space, status, and social
justice (or its absence) that schools have with others around them (Har-
greaves & Fink, 2004, in press).
PERIODIZATION OF CHANGE
Just as tides, currents, wind patterns, and geology converge at particular
points in time to produce the greatest tides in the world in Nova Scotia’s Bay
of Fundy, the five change forces converge at specific historical moments to
create overarching and overwhelming waves of educational change. These
moments of convergence mark the beginning and the end of definite histori-
cal periods in the life of schools. So consistent are these emergent patterns,
across the varied schools in our study, that they point to a compelling
periodization of educational change in both countries.
The classical economic writings of Kondratiev (1923), as well as more
recent economic and technology analyses (Freeman & Louçã, 2001; Perez,
1983; Young, 1988), show that cycles of economic growth have long waves
that extend beyond short upswings and downswings and that drive and define
social policy movements—with profitable cycles creating the resources that
facilitate public investment and long recessions leading to erosions of the
state infrastructure (Goodson, in press).
The Change Over Time? study shows that in addition to these influential
economic cycles that have the most direct impact on policy are equally
important demographic ones, whereby numerically dominant demographic
groups like the baby boomers define the missions and also create as well as
consume the resources of their times (Foote, 1996). Student demographics,
teacher demographics, and leadership demographics were three of the key
converging change forces revealed by this study. Economic factors were
expressed in policy reforms and in the growth of market relations among
schools. Economics and demographics are the two major societal forces that
drive the historical and generational periodization of educational change
over time. Three periods emerged as distinct and definable ages of public
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education across all the cases in the study: periods of optimism and innova-
tion, complexity and contradiction, and standardization and marketization.
In the first clear period, running up to the mid- to late 1970s, a large,
young, baby-boom cohort of energetic and enthusiastic teachers pursued
change as a process of self-generated innovation within a wider sense of
teaching as a world-changing social mission. In societal terms, the period
extending up to the mid-1970s was one that historian Hobsbawm (1995)
described as the “Golden Age” of history. This was a time of booming demo-
graphics and a buoyant economy when there was massive state investment in
numerous initiatives, such America’s war on poverty and its educational
Head Start program, and when debates in social theory focused on whether
this investment state was a way to realize the social mission of democracy or a
means of buying off social protest (Miliband, 1978). In this age of optimism
and innovation, booming demographics and economic expansion led to
reforms and large-scale projects that emphasized teacher-generated innova-
tion and student-centered forms of learning. As one veteran Stewart Heights
teacher recalled it, it was the “golden age of education; there was money and
respect and all kinds of things happening.
3
In this period, school staff rooms
were often remembered as places of energy and conviviality where teachers
gave each other advice and talked about students and curriculum as well as
their lives outside school. School leaders were remembered as larger-than-
life figures (in a good or bad way) who were emotionally attached to their
schools, stayed with them, and placed their stamp on them. The student popu-
lation was relatively homogenous in ethnic and racial terms in Canada and
more socially mixed in America—this period being one that preceded exten-
sive immigration from non-European countries as well as internal White
migration out of the American city. Many special needs students were not yet
included in ordinary secondary schools, and many older, less academic stu-
dents exited early into the workplace. Teacher nostalgia for this period was,
therefore, one of either teaching academic students or transforming the lives
of White, working-class ones in an age of teacher autonomy and self-
generated innovation when professional commitment meant realizing the
enthusiasms of youth.
The late 1970s to mid-1990s was a transitional age of complexity and con-
tradiction. This age marked the formal decline of traditional social democ-
racy and the belief in Keynsian investment in a “social wage” as a way to alle-
viate hardship and to create consumer spending power. As the legacy of
social democracy struggled with an emerging ideology of a smaller invest-
ment state and a free market economy, the world was experienced and theo-
rized as an age of chaos (Gleick, 1987), complexity (Waldrop, 1992),
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paradox (Handy, 1994), and postmodern uncertainty (Giddens, 1990;
Harvey, 1989; Lyotard, 1984). A few years later, these themes were reflected
in a lagging literature of educational administration that emphasized how to
live on the edge of chaos (Fullan, 1993), work with paradox (Deal & Peter-
son, 1995), and respond to postmodern uncertainty (Hargreaves, 1994). This
period was one of great unevenness and variation among the project’s
schools and their teachers as they appeared to be adapting to and settling into
a new pattern while struggling to preserve the ideals of the old. In this age of
complexity and contradiction, teachers struggled with contradictory reform
imperatives (McNeil, 2000), such as portfolios alongside standardized tests,
interdisciplinary initiatives with subject-based standards, and distributed
leadership coupled with downsized decision making, and many became
increasingly exhausted and exasperated as they did so. The more innovative
schools that had inspirational leadership during this period were able to help
their teachers work with and through the contradictions, steering a complex
course that preserved their missions while still addressing the standards.
Meanwhile, the long-standing traditional schools—Sheldon, Talisman Park,
and Stewart Heights—drifted into gradual decline as their leaders tried to
protect their staffs from reform measures so they could continue to teach as
they chose.
A third period commences in and extends from the mid-1990s. This age of
standardization and marketization reveals how, out of the confusion of
postmodernity, a new world order has emerged, marked by the triumph of
economic and cultural globalization (Bauman, 1998; Castells, 1996, 1997,
1998; Giddens, 2000; Putnam, 2000; Soros, 2002). Although the triumph is
not limitless, this is an age in which the world’s economies are ever more inte-
grated, where information is instant, cultural and commercial trends are more
Westernized and homogenized, life is moving faster, insecurity is every-
where, and community relationships are in rapid decline (Reich, 2001;
Sennett, 1998). The collapse of trust (Fukuyama, 2000; O’Neill, 2002)
because of the loss of relationships and the manipulation of public life by
media sound bytes has replaced community responsibility with contract-
driven standards of public accountability and substituted personal relation-
ships with market-based and performance-driven interactions (Hargreaves,
2003). In education, this has led to new global orthodoxies of educational
change (Hargreaves et al., 2001), promoted by international financial organi-
zations, where markets and standardization, accountability and performance
targets, high-stakes testing and intrusive intervention are at the heart of
almost all reform efforts.
In this age of standardization and marketization, the aging boomer cohort
has become increasingly cynical about successive, accelerating waves of
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contradictory reforms that have culminated in systems of standardization
that are eroding teacher autonomy, narrowing the curriculum, and undermin-
ing the idea of teaching as a broader social mission. Overwhelmed by imple-
mentation requirements and intensified work demands in a downsized sys-
tem characterized by escalating performance requirements and diminishing
support, staff rooms in the project schools have become increasingly empty
as teachers have snatched whatever time they can together to deal with the
urgency of implementation. In this period, school leaders who move with
increasing speed around the accelerating carousel of leadership succession
are regarded as behaving more like managers than leaders and as being more
attached to the district and their own career prospects within it, rather than to
the future of their school. The student population is more inclusive of stu-
dents who teachers find challenging—more culturally diverse in Canadian
schools and more ethnoculturally as well as socioeconomically concentrated
and segregated in the American city. The post-1995 period is also one of
intensifying teacher nostalgia for innovative, autonomous, and heroic youn-
ger selves pursuing broader social missions with more homogeneous groups
of motivated students who responded to their efforts. This nostalgia is con-
trasted with an embittered present of lost autonomy and community, man-
dated requirements, culturally different students who seem both harder to
motivate and less well served by standardized reform patterns, and leaders
who have sold their schools and their souls to the district.
These three periods of reform, which emerged and converged on a case-
by-case basis through the analysis of project data, provide a compelling case
for understanding educational change as not only a universal and generic
process, nor even as a cyclical one, but as a process that is also ultimately
shaped by the great historical, economic, and demographic movements of
our times. History and politics must move to the center of educational change
theory and research in educational administration if change is not to be mis-
understood and misrepresented as only a forward moving, largely technical,
and politically neutral process.
STRUCTURE, CULTURE, AND IDENTITY
The five change forces and their periodization have a compelling influ-
ence on the structure, culture, and identity of schools and on efforts to change
them over time. In the Change Over Time? sample, schools with a traditional
historical grammar or structure persisted largely intact or with only tempo-
rary interruptions throughout repeated waves of reform. Notwithstanding
switches to semestered schedules in two Ontario cases and the increasing
Hargreaves, Goodson / CHANGE OVER TIME? 31
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inclusion of special education students in all, initiatives in interdisciplinary
teaching or detracking came and went, and the changes that remained
involved tinkering with credit requirements rather than fundamentally reor-
ganizing curriculum, teaching, and learning to meet the needs of all students.
In line with Tyack and Tobin’s (1994) thesis, those changes that did persist
were ones that aligned with or even tightened the existing grammar of
schooling. The elite associations of Barrett Magnet school successfully
stemmed some of the bright flight to the suburbs. In the scramble for survival
brought about by declining student demographics and increases in school
choice, the introduction of the International Baccalaureate added images of
rigor and respectability to the curriculum offerings of several project schools.
Most of all, the standards-based reform movement of the 1990s in both
countries tightened the grip of the traditional grammar of schooling through
increased testing, through reaffirming the priority of high-status subjects,
through increased demands for content coverage, and through reinstating
and reinforcing the power of departmental decision making. Other parts of
the reform movement such as portfolio assessments, mentoring programs for
students, and more personalized career counseling were squeezed to the
sides by these high-stakes imperatives. At Stewart Heights, for example, per-
sonal career counseling was dealt with in whole school assembly sessions.
Four of the schools in the sample were included because, in different
ways, they explicitly challenged the existing grammar of schooling. Their
innovative identities were sources of inspiration in efforts to resist, subvert,
or reduce the impact of the reforms that reinstalled more traditional defini-
tions of schooling. Yet these identities also made the schools vulnerable to
seeming not like “real” schools (Metz, 1991) at all in relation to their more
conventional competitors and compared to the thrust of these reforms. Even
when schools lost their innovative edge, their deep-seated identities lived on
as stigmatizing myths that overshadowed their efforts to compete with the
mainstream.
All four innovative schools were placed under pressure by the 1990s
agenda of increasing standardization. As Giles and Hargreaves’s article
reveals, Lord Byron experienced a gradual and seemingly predictable attri-
tion of change that had afflicted many innovative schools before it. This attri-
tion of change occurred because of aging staff, loss of leaders, withdrawal of
resources, mistrust among the community, and shifts of district focus (Fink,
2000; Sarason, 1972; Smith et al., 1986; Smith et al., 1987; Smith et al.,
1988). By the start of the 21st century, what remained of the school’s innova-
tive identity made it the district’s most likely candidate for amalgamation
with a vocational school and, accordingly, for absorption into the lower status
sector, beneath the reach of standardization.
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Blue Mountain, established as a learning community, successfully used
learning organization principles and structures to resist the predictable forces
of attrition of change. As Giles and Hargreaves show, it anticipated and
solved attritional problems like leadership succession, staff renewal, and
relationships with other schools when and even before they emerged. Yet in
the face of standardized reform and the deterioration of teachers’ working
conditions, this school eventually started to succumb to the external pressure
as teachers lost the time to meet and learn, were no longer able to survive off
past planning (their initial response), began to burn themselves out in efforts
to maintain their distinctive mission, and started to feel that their once-loved
leader who talked up change while implementing unwanted reforms was
betraying them. Moreover, although innovations like the student mentoring
program that the school initiated were sometimes adopted as government
policy, once they were legislated, they were then recycled back into the
school with reduced resources that made them unworkable in the very school
that had invented them. On this evidence, schools that are learning organiza-
tions seem able to halt the evolutionary attrition of change but not to stem the
tide of standardization.
Eastside technical and commercial school sought respectability by intro-
ducing the International Baccalaureate. Paradoxically, it was also able to
maintain much of its distinctive edge by exploiting external support for
computer-based learning and integrating it with the school’s long-standing
commercial and artistic tradition. Such entrepreneurial initiative may enable
schools to find allies in parts of the business sector that can shield them from
the pressures to promote standardization.
Another answer to preserving innovation in an era of standards-based
reform is that of activism. Durant alternative school has protected and rein-
vented much of its distinctive mission not just because of its commitment to
innovative and autonomous teaching but also because of its broader struggle
for social justice. Activism, advocacy, and vigilance in defense of the
school’s students and their teaching and learning needs have led to pressures
being placed on the board and to protests outside its offices. Support has also
being gained from participation in the Coalition of Essential Schools and in
an activist coalition for alternative performance standards. These networks
and alliances helped the school to experience temporary successes in secur-
ing exceptions and waivers from systemic standards requirements. The attri-
tion of change may be able to be halted by principles of internal learning
community, but only the addition of external activism and entrepreneurial
initiative may be able to raise standards while resisting, at least temporarily,
some of the effects of standardization. Even so, through the years of
Hargreaves, Goodson / CHANGE OVER TIME? 33
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standardization, in physical as well as curricular terms, Durant has become
more and more like the conventional schools around it.
An essential element of learning communities as well as activist forms of
professionalism (Sachs, 2000) is teachers’ commitment and capacity to col-
laborate with one another. The collective research wisdom about the culture
of teaching is that in the 1970s, it was characterized by presentism, conserva-
tism, and individualism (Hargreaves, 1994; Little, 1984, 1990; Lortie, 1975;
Rosenholtz, 1989). Yet most of these claims are based on data drawn
from elementary school settings. By contrast, the recollections of Cohort 1
teachers in the Change Over Time? study were of the 1970s and even some
years beyond that being a time when school staff rooms were full and lively
and when teachers talked and planned together, shared information about
students, received advice and informal mentoring from more senior col-
leagues, and simply enjoyed the social pleasures, the conviviality of each
other’s company—outside the school as well as within it.
Since that time, the cumulative and intensifying effects of successive
reform movements have emptied school staff rooms. Accelerating reform
demands, the ever-increasing demand for higher standards, the expansion of
administrative responsibility, the continuous emphasis on performance, and
most recently, in Ontario, the reduction in teachers’ scheduled time outside
classroom teaching, have replaced the informal collaborations of a more
organic community with what Sennett (1998) called a turnstile world of tran-
sient teamwork (also Hargreaves, 2003), where teachers frantically rush
through meetings to dispatch the requirements of reform implementation.
For example, one Stewart Heights teacher who said she had spent lots of time
in the staff room in her early years had only been there five times in the past
15. Another bemoaned the fact that “there has not been the pedagogical dis-
cussion that there used to be [because] we have been consumed and are being
consumed by the political thing [of the reform mandates].
Contrary to the advocacy literature on professional learning communities
(Dufour & Eaker, 1998; McLaughlin & Talbert, 2001), although schools may
be experiencing a growth in task-focused and implementation-centered
learning teams, most are becoming less like authentic learning communities.
In our study, standardization is proving to be the ultimate enemy of enduring
innovation and sustainable learning communities.
CONCLUSION
Studying change during 30 years in eight schools and two countries has
enabled the Change Over Time? project to begin to discern what factors are
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important in securing or undermining the sustainability of change efforts.
Most references to how to sustain change or improvement in educational
administration trivialize the concept of sustainability and equate it with
maintainability or how to make things last. Yet, in line with the classic defini-
tion of environmental sustainability outlined in the report of the Brundtland
Commission (1987) on sustainable development, in which development
“meets the needs of the present without compromising the ability of future
generations to meet their own needs, the key principles of sustainable
improvement appear to be that sustainable improvement focuses on what
matters, that makes improvement last and spread, and that achieves its ends
without doing harm to others around it (Hargreaves & Fink, 2004, 2006).
The Change Over Time? project demonstrates the importance and neces-
sity of taking a historical perspective on educational change if change efforts
are to be sustainable achievements rather than matters of only transient inter-
est. The evidence in the ensuing articles highlights the need for more change
theory and change advocacy in educational administration to take seriously
Sarason’s (1990) injunction to become more politically critical and more his-
torically aware. Among researchers, change needs to be viewed in the rear-
view mirror of reflection and not just placed in the service of policy makers’
driving ambition for political success. Sustainability of educational improve-
ment, in its fullest sense, is unlikely to occur without a theory and a strategy
that is more historically and politically informed. Focusing on and exercising
leadership to secure deep learning and not just tested achievement for all stu-
dents; developing clearer processes and administrative plans that will
ease the problems of accelerated leadership succession; engaging with the
strengths of teachers’ generational missions rather than treating them with
administrative disdain as only negative sources of resistance among a degen-
erating teaching force; finding ways to make teaching and learning more
vivid and real for the increasing number of students in cultural minorities and
in poverty; not overinvesting in model schools, magnet schools, or dis-
cretionary initiatives to the cost of those around them; turning schools and
districts into more activist professional learning communities; retaining stan-
dards but refraining from standardization; and treating history and experi-
ence as strengths to be drawn on rather than obstacles to be overcome in the
quest for improvement—these are the implications of the Change Over
Time? study for securing truly sustainable improvement for all students that
matters, spreads, and lasts.
Hargreaves, Goodson / CHANGE OVER TIME? 35
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NOTES
1. The original nine change forces were identified as “tracks” (or pathways) of educational
change that appeared to run through all the schools across the different periods. These were (a)
successive waves of reform, (b) stages of teacher response, (c) changing teacher demographics,
(d) changing student demographics, (e) patterns of leadership succession, (f) school reputations
and myths, (g) schools’prior experiences of change, (h) local geographies of educational change,
(i) alignment of reform efforts with the existing grammar of schooling. Items b and c were co-
alesced into the nature and effect of teacher demographics. Item h was recast because of the per-
suasiveness of the empirical data as a specific aspect of local geography-school interrelations.
Items f, g, and i were seen to be more clearly a product of the demographically and economically
driven change force in terms of their effect on school culture and structure in innovative and
traditional school settings.
2. Prime responsibility for each of the case reports was taken in the following way: Talisman
Park (Shawn Moore); Stewart Heights (Sonia James Wilson); Lord Byron (Dean Fink); Blue
Mountain (Corrie Giles & Andy Hargreaves); Eastside (Carol Beynon & Ivor Goodson); Durant
(Martha Foote); Barrett Magnet (Michael Baker); and Sheldon (Martha Foote & Michael Baker).
It is not just the case authors’ data and interpretations but sometimes also their exact words that
appear in the cross-case analyses.
3. However, as our evidence shows, many of the reforms were implemented only minimally
in conventional high school settings.
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Andy Hargreaves is the Thomas More Brennan Chair in Education at the Lynch School of Edu-
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Ivor Goodson has recently joined the Centre for Educational Research at St. Edmunds College,
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and Stint Foundation visiting professor at the University of Uppsala. He is directing two large
research projects, one funded by the European Commission and the other by the UK Economic
and Social Research Council. He is the founding editor of the Journal of Education Policy and
European editor of the journal IDENTITY. His latest book is Learning, Curriculum and Life Pol-
itics: Selected Works (Routledge, Falmer, 2005). He is currently undertaking a 6-month resi-
dence at the University of Barcelona as a guest of the Catalan Research Council.
Hargreaves, Goodson / CHANGE OVER TIME? 41
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... This study topic has examined and assessed the necessity of investing in school leadership improvements. They include Elmore (1996Elmore ( , 2004 and Fullan (2009), as well as Harris (2009b), Harris (2009a), Louis (2007), and Hargreaves (2009Hargreaves ( , 2009Hargreaves & Fullan;2009;Hargreaves & Goodson;2006;Hargreaves & Shirley, 2012). In all of their studies, they have emphasized the role of school leadership in improving education results and in the implementation of policies and reform programs. ...
... This study topic has examined and assessed the necessity of investing in school leadership improvements. They include Elmore (1996Elmore ( , 2004 and Fullan (2009), as well as Harris (2009b), Harris (2009a), Louis (2007), and Hargreaves (2009Hargreaves ( , 2009Hargreaves & Fullan;2009;Hargreaves & Goodson;2006;Hargreaves & Shirley, 2012). In all of their studies, they have emphasized the role of school leadership in improving education results and in the implementation of policies and reform programs. ...
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The majority of administrators have difficulty identifying and implementing the most effective leadership styles in their organizations. Thus, this study evaluated the administrators' instructional and administrative leadership style and methods. As a result of these findings, this research attempts to established the impact of instructional and administrative style leadership as a whole on teacher performance outcomes and to identify potentially helpful intermediate elements generated by certain leadership behaviors. Admins' leadership in this new normal requires more research into how they can effectively help instructors in online learning contexts, according to the data. Findings from this study also open a new research topic on school principalship, performance, and effectiveness.
... Parte de esta conversación generacional se ha instalado en contextos educativos, principalmente en el mundo escolar, estudiando las diferencias generacionales en docentes (Hargreaves & Goodson, 2006;Smethem, 2007) y directivos (Edge, 2014;Stone-Johnson, 2014). Estudios generacionales sobre líderes escolares han encontrado tensiones al reconocer que las personas más jóvenes buscan espacios laborales que les faciliten la oportunidad de realizar cambios significativos en sus comunidades educativas, autonomía para la toma de decisiones, oportunidades para aprender y colaborar con otros líderes, y mantener un adecuado balance vida-trabajo (Edge et al., 2016;Galdames, 2019). ...
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... International studies with a specific interest in research-based education can be found within a broad spectrum of definitions of school development (Hargreaves 1996;Hargreaves & Goodson 2006;Slavin 2002;Biesta 2010). A study exploring how school leaders enact policy with respect to enquiry and practitioner research in schools shows variation in engagement in practice and a clear school improvement agenda (Bryan & Burstow, 2016). ...
... However, it does not focus on the holistic development of an individual. In addition, it is not easy to create a customized study plan to meet the needs of each individual [1]. ...
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In recent years, the educational system has focused more on the holistic development of an individual. Modern technology has changed the educational environment to provide students with better academic opportunities. Along with the education system, teaching techniques and learning tools have also changed with digital evolution. This research was undertaken to assess the academic performance of interactive teaching methods in offline and online platforms in Periodontics among BDS undergraduates at a dental college in India. This prospective study was conducted among 49 students: Group I (n = 24, online class through Zoom) and Group II (n = 25, offline classes). The subject was divided into three modules and was covered in one week. The topics covered, teaching methods, lectures, and activities were similar for both groups. A formative assessment mark was obtained from written tests during the module, whereas the summative assessment mark was recorded from exams conducted towards the end of the module. In the results, a statistically significant difference was not observed in terms of formative assessment between Group I (77.88 � 12.89) and Group II (77.80 � 16.09) (p = 0.98). In addition, a statistically significant difference was not observed in terms of summative assessment between Group I (80.54 � 8.39) and Group II (80.28 � 11.57) (p = 0.93). Overall, this study suggests that interactive teaching methods in both offline and online platforms in Periodontics showed equivalent performance by the undergraduate dental students.
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The 21st century education requires schools to provide students with better support in their learning. One way to facilitate this change is through school‐based curriculum development (SBCD). Much in the literature talked about SBCD outcomes on respective key stakeholders in schools, but little has been said about the interactions amongst the stakeholders in the process of implementing SBCD. This study examined the interactions amongst school leaders, key personnel and teachers in implementing curriculum innovation in a newly founded government school in Singapore. The findings reveal that the dialogic interactions amongst the stakeholders were reflexively shaping and shaped by the culture of collective sharing and learning in the school. These dynamic, reflexive interactions were coexisting and interplaying with the chains linking one with another, forming an ecology of dialogic interactions amongst the stakeholders. We argue that with an effective enactment of distributed leadership, top‐down visioning could be embraced and practised by teachers, and the ecology of dialogical interactions has great potential to sustain SBCD in schools.
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RESUMO O objetivo deste estudo foi analisar as propriedades psicométricas da adaptação e tradução do Questionário de Fatores de Inovação Docente ao contexto português e compreender o seu significado segundo os professores inovadores. Foi desenvolvido um desenho misto de investigação, combinando técnicas quantitativas (questionário preenchido por 273 professores de primeiro, segundo e terceiro ciclo) e qualitativas (grupo focal numa escola inovadora com um diretor, um orientador e quatro professores). Realizaram-se análises psicométricas do questionário e uma análise qualitativa que confirmou e deu significado aos dados quantitativos. Constatam-se três fatores de inovação em Portugal: participação institucional, abertura psicopedagógica e planeamento didático. Tanto quantitativa como qualitativamente, o primeiro deles é o mais importante na inovação docente. Como conclusão, os fatores principais da inovação docente podem ser autoavaliados por meio de um questionário válido e fiável com professores.
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Rev.& expanded from Case study research in education,1988.Incl.bibliographical references,index
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This article provides a careful reading of what we refer to as the school change literature. Focusing on some of the prominent scholars within this tradition -- Havelock, Huberman, Miles, Sarason, Fullan, Hargreaves, and Rosenholtz -- we use empirical evidence from a case study of site-based decision making to argue that the emphasis within this tradition on promoting teacher engagement in reform endeavors obscures the political insights of those teachers who resist reform. Whether school change researchers recommend expert assistance or the development of collaborative school cultures as a way to achieve successful reform, the potential good sense embodied in teachers' resistance to innovation efforts tends to be discounted. Considering the possibility that the acts of resistant teachers reflect good sense, our study indicates that the school change literature overlooks the preconditions for reform: the fundamental restructuring of teachers' work. Given the long history of teacher resistance to reform, and their continuing concern about issues of time and authority, we suggest that current reform proposals focus on these issues not only to alter the class and gender bias embedded in the construction of teachers' work, but also to avoid the push-pull cycle where outsiders push for reforms and teachers resist, leaving schools fundamentally unchanged.