Produktbild: Reduce Change to Increase Improvement

Reduce Change to Increase Improvement

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

21.12.2017

Verlag

Sage Publications

Seitenzahl

148

Maße (L/B/H)

21.7/14.1/1.4 cm

Gewicht

221 g

Sprache

Englisch

ISBN

978-1-5063-2537-8

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

21.12.2017

Verlag

Sage Publications

Seitenzahl

148

Maße (L/B/H)

21.7/14.1/1.4 cm

Gewicht

221 g

Sprache

Englisch

ISBN

978-1-5063-2537-8

EU-Ansprechpartner

Zeitfracht Medien GmbH
Ferdinand-Jühlke-Straße 7|99095|Erfurt|DE

Herstelleradresse

SAGE Publications
1 Oliver's Yard 55 City Road|EC1Y 1SP|London|GB

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  • Produktbild: Reduce Change to Increase Improvement
  • List of Tables and Figures
    Preface
    Acknowledgments
    About the Author
    1. Too Much Change, Not Enough Improvement
    Not All Change Is Desirable
    Distinguish Between Change and Improvement
    Improvement Means Positive Impact on Learners
    The Impact of Leadership on Student Outcomes
    Reflection and Action
    2. Understand the Challenge of Improvement
    Understand Theories of Action
    Espoused Theories of Action Versus Theories in Use
    Helping to Change Theories of Action
    Reflection and Action
    3. Two Approaches to Leading Improvement: Bypass and Engage
    The Limitations of the Bypass Approach
    The Bypass Approach: A National Initiative
    From Bypass to Engagement
    Reflection and Action
    4. The Four Phases of Theory Engagement
    Phase I. Agree on the Problem to Be Solved
    Phase II. Inquire Into the Relevant Theory of Action
    Phase III. Evaluate the Relative Merit of the Current and Alternative Theories of Action
    Phase IV. Implement and Monitor a New, Sufficiently Shared Theory of Action
    Reflection and Action
    5. Learning How to Lead Improvement: Coaching That Engages Principals
    Excerpt 1: Engage Others' Thinking
    Excerpt 2: The Self-Referential Critique
    Excerpt 3: Bypass and Reframing
    Reflection and Action
    6. Learning How to Lead Improvement: Professional Learning That Engages Participants
    The Context
    Phase I. Agree on the Problem to Be Solved
    Phase II. Reveal the Relevant Theories of Action
    Phase III. Evaluate the Relative Merit of the Current and Alternative Theories of Action
    Phase IV. Implement and Monitor a New, Sufficiently Shared Theory of Action
    Reflection and Action
    Afterword by Stephen Dinham
    References
    Index