- Subject index
“Educators and policymakers need to add to their toolbox for implementing reform this outstanding new book by Kilgore and Reynolds. It is rare to find such a well-written volume that explains how to reorganize schools into more effective enterprises using clear examples grounded in rich scientific studies. For those faced with how to make things happen and work smarter, this excellent book delivers on both.”
John A. Hannah Distinguished Professor, Michigan State University
Transform your school's culture from the inside out
You're stunned by the increase in student absenteeism this year and wonder what is causing it. There may be multiple factors, but few administrators have the luxury of investigating them all. From Silos to Systems provides specific application steps for engaging all staff in a systematic approach to dealing with the various causes of schoolwide problems. School leaders who have used this approach find numerous benefits:
Teachers have a way for their voices to be heard; Principals spend less time trying to integrate all the concerns of various advisory groups; Strong cross-cutting ties that spur collaboration emerge among teachers; Educators realize more dramatic results from their efforts.
The book also includes current research on developing a positive school climate, improving professional learning opportunities, utilizing data analysis to identify and resolve instructional and behavior issues, and the effective use of technology in schools.
Sally Kilgore talks about using the book:
Chapter 5: Barriers and Pitfalls
Barriers and Pitfalls
The success you will have in reframing the professional life in your school depends, in part, on how you address the existing barriers and deal with common pitfalls that emerge as you begin changes in practice. Barriers to improving practices refer to existing beliefs, norms, and routines shared by the school community that can compromise any effort to improve practice. Pitfalls are common—even predictable—problems that emerge during a change in practices and can lead to lower levels of commitment. Being able to assign a name and definition to a problem is often the first step to eliminating it. This, then, is the modest expectation of this chapter.
In the first section of this chapter, we review the common cultural barriers to ...