This qualitative, autobiographical case study describes the process of trying to create a learning organization and the changes that this process brought to one high school, of which I am the principal.
The purpose of this study was to document my efforts to change the structure and culture of Rosenthal High School to improve and re-energize it. Specifically, I share my story of the process that was directed towards: (1) Raising expectations; (2) Increasing student achievement; (3) Realizing high levels of student participation, engagement, and school spirit; (4) Creating a school of which the students, teachers, parents, and the community are justifiably proud; (5) Changing the organization from a reactive, hierarchical bureaucracy to a responsive, proactive learning organization; (6) There have been significant and measurable gains in each of these areas over the past six years.
Data collection involved six years (1998-2004) of observations, focus groups, formal and informal interviews, surveys, and document analyses.
There's so much more to do but at least now we're speaking the same language and instead of one or two people lighting fires there are hundreds. We continue to confront our demons--the mental models that sometimes immobilize our efforts.
This is not just an exercise in "getting it right." There is a moral imperative at work here. We are engaged in nothing less than the transformation of human beings. This is an awesome responsibility which will require, at the deepest levels, all of the creativity, sensitivity, skill, knowledge, caring, and trust we possess. We are in a battle for the hearts, and minds, and souls of our students.
My Research