The Differences in Theory That Matter in the Practice of School Improvement

Abstract

School improvement efforts often create controversies and conflicts that can make success difficult if not impossible to achieve. This article suggests that differences in the theories of action held by different people and organizations involved in reform efforts may be a critical source of these conflicts. An analysis of the first 2 years of the ATLAS Communities Project—a collaboration of the Coalition of Essential Schools, Education Development Center, Harvard Project Zero, and the School Development Program—shows how differences in the theories of action of these organizations contributed to significant disagreements over a number of key issues related to the process of change, the nature of the curriculum, and the shape of personal and organizational development. As a result, despite considerable funding, broad initial agreements, and good relationships at the highest levels, it was extremely difficult to make decisions and carry work out in a collaborative and efficient manner.

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