IOE EPrints

Changing the rules: staff reactions to planned curriculum change.

Morton, David Robert. (1994) Changing the rules: staff reactions to planned curriculum change. PhD thesis, Institute of Education, University of London.

[img]
Preview
Text
131122.pdf - Accepted Version
Available under License Creative Commons Attribution Non-commercial Share Alike.

Download (1800Kb) | Preview

Abstract

This study is an action research project concerned with the effect of a change initiative on primary teachers' behaviour. It involves trying out a change approach and then refining and testing that approach in a consciously conducted change experiment. The study has two investigative strands. Both of these build on previous research into change that I conducted at a school in which I was working in 1986. The 1986 research described difficulties I had in conducting school self evaluation and the development of a revised approach to change. The product of the 1986 study was a change model. One strand of this study is an investigation into the effectiveness of that model in supporting teachers moving along the path to change. The second investigative strand of the study is concerned with the wider effect of implementing the change model on staff relationships in primary schools. The phrase 'changing the rules' in the title of the study harks back to an article by Helen Simons (1987) in which she suggests that activities such as self evaluation are 'against the rules of schools as institutions'. One element of this second strand of the study is an investigation into the rules governing staff relationships. It examines whether the closed behaviours that initially undermined the 1986 initiative are more widely prevalent in primary schools. The 1986 change initiative appeared to leave a residual effect of increased openness and collaboration between staff. A further element of this strand of the study is therefore an examination of whether implementing the change model affects staff relationships in other primary schools. The study examines the extent to which the change model acts to dismantle closed patterns of interaction between staff and replace them with more open ones. During the time that has elapsed between setting out and concluding this research there has been a growing focus on staff relationships in schools. Reviewing research into school culture Fullan (1991) suggests that "we have not yet made much head way in how to establish collaborative cultures in schools". This study is an investigation into a possible process by which the rules of schools I have known as a teacher, deputy headteacher and headteacher might be changed.

Item Type: Thesis (PhD)
Controlled Keywords: Teachers,Teacher attitudes,Primary education,Curriculum development,Management of change,Educational reform,Teacher effectiveness
Subjects: Departments > Curriculum, Pedagogy and Assessment
Depositing User: Mr Andrew Welshman
Date Deposited: 13 Feb 2015 16:05
Last Modified: 23 Mar 2015 11:25
View Record in Library Catalogue: http://ioe.sirsidynix.net.uk/uhtbin/cgisirsi/x/0/0/5/3?searchdata1=a131122{CKEY}
View Item View Item