Human Side of School Change - 96 edition

Evans, Robert : Human Relations Service

Robert Evans is a clinical and organizational psychologist and director of the Human Relations Service in Wellesley, Mass. A former high school and preschool teacher, he has consulted to hundreds of schools and districts throughout America and around the world and has worked extensively with teachers, administrators, school boards, and state education officials.

''A unique, superb, and penetrating analysis of the human side of educational change. Evans knows the human realities of change and portrays them vividly in both individual and organizational terms. His discussion of hope and realism in the final chapter is a gem.''

--Michael Fullan, dean, Faculty of Education, University of Toronto

''I wish I had had this resource ten years ago. Rob Evans certainly understands what gets in the way of real school change and what the simple, key elements are that can make it happen. No board member, superintendent, or school principal should make one more decision or host one more meeting without reading this book.''

--Judy Cunningham, principal, South Lake Middle School, Irvine, California

''Evans has written a realistic yet hopeful book that sets a new standard for providing the leadership needed to implement school improvements. An engaging and much-needed update of the critical, but often overlooked, human side of change.''

--Thomas J. Sergiovanni, Lillian Radford Professor of Education and senior fellow, Center for Educational Leadership, Trinity University

''School leaders will find this book realistic about the difficulties of change, rich in practical advice about school improvement, and useful in showing how to transcend the limits of their own experience to practice effective leadership.''

--Thomas W. Payzant, superintendent, Boston Public Schools

Submitted by Publisher, March, 2001

Part I: The Nature of Change

1. Changing Paradigms

2. The Meanings of Change

3. The Culture of Resistance

Part II: Dimensions of Change

4. Implementation: Tasks of Transition

5. Substance: New Agendas, Old Problems

6. Staff: Understanding Reluctant Faculty

7. Setting: Assessing Organizational Capacity

8. Leadership: Old Paradoxes, New Promise

Part III: Leading Innovation

9. The Authentic Leader

10. Clarity and Focus: The Power of Concentration

11. Participation -- Without Paralysis

12. Recognition: Reversing the Golden Rule

13. Confrontation: Avoiding the Avoidance

14. Reach and Realism, Experience and Hope