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Dr. Kenneth B. Cooper - Becoming a Great School: Harnessing the Powers of Quality Management and Collaborative Leadership

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Dr. Kenneth B. Cooper Becoming a Great School: Harnessing the Powers of Quality Management and Collaborative Leadership

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In education we are working on behalf of a truly noble cause: the lives of our students. We need a system for working together that is worthy of the work and one that harnesses the idealistic visions and inherent energies that brought us to education in the first place.
Becoming A Great School prepares you to create that system. The authors challenge top-down leadership as a vestige of the past which fails to fully engage todays teaching professionals. They explain why the following structures are essential to school revitalization: an intrinsically-motivated, energized workforce functioning smoothly together as a team; a clear focus which inspires cohesion and a sense of purpose; and a process which gradually renews the schools educational systems piece-by-piece. The outcome is what American education needs: stronger, revitalized, more effective, extraordinary schools and it is all accomplished from within.
Ken, Nels and Joe reveal the quality management principles and collaborative leadership skills that led to amazing results for them, while detailing the practices necessary for educators to achieve the same outcomes in their schools.
Become the leader you imagined yourself to be while creating the school you always wanted to work in.

Dr. Kenneth B. Cooper: author's other books


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Becoming a Great School

Praise for Becoming a Great School:


All I can say is WOW.... This book includes proven strategies to assist educational leaders to move their schools to the highest levels of excellence. Administrators and faculty in colleges and universities with educational leadership and certification programs should read and then share this book with students in those programs.

Dr. Bill Osborne, Professor and Dean of Education Emeritus, East Central University, Ada, OK


A MUST READ for insight into a powerful, proven, successful blueprint to: empower and challenge faculty; enrich school culture and curriculum; and improve test scores with no significant impact on budgets. Pick up the gauntlet and embark on an exciting win-win journey that will benefit Americas greatest resource, our children!

Donna Dilts, teacher (for 37 years), Doyon School, Ipswich, MA


Being part of the Doyon School Community under the leadership of Dr. Kenneth Cooper was a personal and professional honor. The inclusive empowerment that he genuinely cultivated gave us all the opportunity to successfully collaborate, lead and grow as lifelong learners. Our fourteen school working values fostered such a rewarding, respectful workplace and promoted learning excellence for our students, staff and community members.

Judith A. Ferrara, Doyon School Teacher & Ipswich Educators Association Building Representative


Becoming a Great School provides a unifying vision for harnessing human potential and creating a caring culture which leads to good choices. I found the book to be organized in a very accessible and useful format that can not only be read in sequence but which one could refer back to as specific sections are relevant. It offers practical advice grounded in research and experience and could be used by both leaders and team members in and out of school settings.

Dr. Meryl Goldman, adjunct professor St. Johns River State College (retired), past president St. Johns County Education Foundation


Becoming a Great School is a compelling and insightful book; it demonstrates how school administrators can evolve into leaders who are successful agents of change, creating systemic improvements in their schools. The reader is guided through strategic elements of collaboration, motivation, innovation, and transformation that ultimately benefit the students, enabling them to be well-prepared 21st century learners. This book is essential reading for school leaders who want to revitalize their schools, cultivating a culture of excellence through a collaborative leadership approach.

Cynthia M. Manning, Principal, Learning Prep High School, West Newton, MA


As the new Superintendent of the Ipswich Public Schools, the first thing I did was to speak with about 175 persons in the District about the schools. The remarkable culture of the schools came shining through those conversations. It is the kind of professional, enthusiastic, collaborative, can do culture that is often written about in education reform literature but rarely found in operation in a school district.

Dr. William Hart, Superintendent of the Ipswich Public Schools

Becoming a Great School

Harnessing the Powers of Quality
Management and Collaborative
Leadership

Kenneth B. Cooper,
Nels Gustafson,
and Joseph G. Salah

ROWMAN & LITTLEFIELD EDUCATION

A division of

ROWMAN & LITTLEFIELD

Lanham Boulder New York Toronto Plymouth, UK

Published by Rowman & Littlefield Education

A division of Rowman & Littlefield

4501 Forbes Boulevard, Suite 200, Lanham, Maryland 20706

www.rowman.com


10 Thornbury Road, Plymouth PL6 7PP, United Kingdom


Copyright 2014 by Kenneth B. Cooper, Nels Gustafson, and Joseph G. Salah


All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems, without written permission from the publisher, except by a reviewer who may quote passages in a review.


British Library Cataloguing in Publication Information Available


Library of Congress Cataloging-in-Publication Data


Cooper, Kenneth B., 1946

Becoming a great school : harnessing the powers of quality management and collaborative leadership / Dr. Kenneth B. Cooper, Nels Gustafson, and Joseph G. Salah.

pages cm.

Includes bibliographical references and index.

ISBN 978-1-4758-0694-6 (cloth : alk. paper) ISBN 978-1-4758-0695-3 (pbk. : alk. paper) ISBN 978-1-4758-0696-0 (electronic) 1. School improvement programs. 2. Total quality management. I. Gustafson, Nels, 1943 II. Salah, Joseph G., 1941 III. Title.

LB2822.8.C68 2013

371.2'07dc23

2013036591


Picture 1 TM The paper used in this publication meets the minimum requirements of American National Standard for Information Sciences Permanence of Paper for Printed Library Materials, ANSI/NISO Z39.48-1992.


Printed in the United States of America

To all the men and women of the Ipswich Public Schools who, when presented with the challenge of improving their schools over and above delivering each days education, did not run from it, but like first responders ran toward the challenge. They consistently put what is best for students above all other considerations and worked tirelessly on behalf of those students.


Preface

Lets begin with a brief aside about our title. What do we mean by a great school? What we do not mean is a perfect school; nor do we mean the greatest school. We doubt there is a perfect school. While there certainly are wonderful schools, we dont believe that teachers and students at those schools would say they are perfect. Our title is not meant as any type of comparative assessment; instead, we favor individual school excellence.

It has been said (attributed to Theodore Roosevelt) that comparison is the thief of joy, because comparison is open-ended in its ability to dwarf and thereby belittle all the good we are doing. No, to us a school is great if people love working there, are experiencing the joy of group accomplishment, and are achieving really good things for and with their studentsachievements that are supported by data. The graduates themselves are the cumulative achievement of the school team. If we as a staff objectively believe that we have done an outstanding job for our graduates, then ours is a great school. If we hold high standards, this is not an easy task.

With that explained, lets go on now to the story of our book.

The three of us worked together in the Ipswich, Massachusetts, public schools for fourteen years developing a unique process for improving schools based on quality management concepts and collaborative leadership skills. (We call it a process because unlike a program it has no conclusion; there is always something to improve or renew in a living entity like a school.)

When we began we were intent on answering three questions:

  1. Could the principles of total quality management, which transformed many organizations in business and industry, be adapted successfully by public schools?

  2. Could a system of collaborative leadership be devised that gave teachers a far more meaningful role in shaping the future of their school, while maintaining a clear chain of command and smoothly running daily operations?

  3. Could a school transform its educational systems step by step from the inside out without any unusual infusion of funds, overhaul of staff, privatizing, or other wholesale disruption?

The answer to all three questions turned out to be a resounding YES!

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