Strategic Transformation and Resiliency Theory for Systemic School Change is the conceptual model underlying the work of Center Street Consulting. START-SC employs case studies to examine variables affecting educational transformation. Most school change models assume that relationships are the focus of organizational goals, pressures for change are persistent and intense, self-renewal is a key goal of the organization, standards are identifiable, and ecological balance within the organization is desirable. Perspective Transformation (Mezirow, 1991), Action Research (Stringer, 1996), and Resiliency Theory (Benard, 2004; Henderson & Milstein, 2003) are the major frameworks we press into service. These paradigms enable stakeholders to:
- Apply resiliency theory as a conceptual framework for systemic organizational change.
- Employ perspective transformation to pinpoint areas in need of change.
- Engage in action research to address priorities for change.
Completing the case studies will help stakeholders respond to the following questions:
- What must the school organization look like if stakeholders are to interrupt and impede harmful and nonproductive behavior in schools?
- In what ways can resiliency theory be applied as a model for transformation in school organizations?
Reed, L. C. (2017). The agape alternative. Chicago, IL: CreateSpace Independent Publishing Platform.
Reed, L. C. (2017). Transforming middle schools: A staff development workshop manual. Chicago, IL: CreateSpace Independent Publishing Platform.
Reed, L. C. (2017). Transforming school culture: A case study approach. Chicago, IL: CreateSpace Independent Publishing Platform.