This book presents a guide for principals in the form of rules that suggest that educational leaders must ask themselves why they do what they do. It also takes readers through a series of vignettes focused on how principals can practice democracy in the schoolhouse, while challenging themselves and their school community.
This book presents a guide for principals in the form of rules that suggest that educational leaders must ask themselves why they do what they do. It also takes readers through a series of vignettes focused on how principals can practice democracy in the schoolhouse, while challenging themselves and their school community.
Michael Peter Chirichello was a teacher, principal, superintendent of schools, and college professor for four decades. He is currently visiting professor at Northern Kentucky University, where he teaches aspiring doctoral students. Sharron Goldman Walker was a public school teacher and principal for almost four decades. She continues to write books and articles about the practice of democracy in the schoolhouse in order to preserve freedom.
Inhaltsangabe
Part 1 Part One-The Principal as Classical Mechanic Chapter 2 Rule 1 Ask Yourself Why Society Schools Children Chapter 3 Rule 2 Flush Out Your Theory of Organization Chapter 4 Rule 3 Probe the Mechanical Universe Chapter 5 Rule 4 Examine How You Know What You Know Chapter 6 Rule 5 Modify the Theory of the Mechanical Universe Chapter 7 Rule 6 Know Thyself Chapter 8 Rule 7 Understand the Ontology of Control Chapter 9 Rule 8 Never Accept the Convenience of Control Chapter 10 Rule 9 Know the Difference between Parts and Wholes Chapter 11 Rule 10 Observe the Interactions of People, Data, Systems, and Theory Part 12 Part Two Chapter 13 Taking the Quantum Leap Chapter 14 Vignette One Lessons Learned: Drive Fear from the Workplace Chapter 15 Vignette Two Lessons Learned: Conversation Leads to Dialogue Chapter 16 Vignette Three Lessons Learned: Build Culture through Shared Beliefs Chapter 17 Vignette Four Lessons Learned: Listen to the Shareholders Chapter 18 Vignette FiveLessons Learned: It's All about the Whole Thing Chapter 19 Vignette Six Lessons Learned: The Yin in the Yang Chapter 20 Vignette Seven Lessons Learned: Unbundling Structures to Fit Students Chapter 21 Vignette Eight Lessons Learned : Understand Interactions: People, Data, Systems, and Theory Chapter 22 Vignette Nine Lessons Learned: Use Data to Uncover Deep Seeded Dilemmas Chapter 23 Vignette Ten Lessons Learned: Sketch a Human Face Over the Data Chapter 24 Vignette Eleven Lessons Learned: Transform Possibilities into Actualities Chapter 25 Vignette Twelve Lessons Learned: Get Buy-In from the Shareholders Chapter 26 Vignette Thirteen Lessons Learned: The Collective Approach Triggers Success Chapter 27 Vignette Fourteen Lessons Learned: The Flaw in Every Plan Chapter 28
Part 1 Part One-The Principal as Classical Mechanic Chapter 2 Rule 1 Ask Yourself Why Society Schools Children Chapter 3 Rule 2 Flush Out Your Theory of Organization Chapter 4 Rule 3 Probe the Mechanical Universe Chapter 5 Rule 4 Examine How You Know What You Know Chapter 6 Rule 5 Modify the Theory of the Mechanical Universe Chapter 7 Rule 6 Know Thyself Chapter 8 Rule 7 Understand the Ontology of Control Chapter 9 Rule 8 Never Accept the Convenience of Control Chapter 10 Rule 9 Know the Difference between Parts and Wholes Chapter 11 Rule 10 Observe the Interactions of People, Data, Systems, and Theory Part 12 Part Two Chapter 13 Taking the Quantum Leap Chapter 14 Vignette One Lessons Learned: Drive Fear from the Workplace Chapter 15 Vignette Two Lessons Learned: Conversation Leads to Dialogue Chapter 16 Vignette Three Lessons Learned: Build Culture through Shared Beliefs Chapter 17 Vignette Four Lessons Learned: Listen to the Shareholders Chapter 18 Vignette FiveLessons Learned: It's All about the Whole Thing Chapter 19 Vignette Six Lessons Learned: The Yin in the Yang Chapter 20 Vignette Seven Lessons Learned: Unbundling Structures to Fit Students Chapter 21 Vignette Eight Lessons Learned : Understand Interactions: People, Data, Systems, and Theory Chapter 22 Vignette Nine Lessons Learned: Use Data to Uncover Deep Seeded Dilemmas Chapter 23 Vignette Ten Lessons Learned: Sketch a Human Face Over the Data Chapter 24 Vignette Eleven Lessons Learned: Transform Possibilities into Actualities Chapter 25 Vignette Twelve Lessons Learned: Get Buy-In from the Shareholders Chapter 26 Vignette Thirteen Lessons Learned: The Collective Approach Triggers Success Chapter 27 Vignette Fourteen Lessons Learned: The Flaw in Every Plan Chapter 28
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