Peter A Barnard is a retired school principal, and now runs his own international school consultancy. He has written five books on system change and is the acknowledged expert on mixed-age organization (vertical tutoring) and schools as systems.
Inhaltsangabe
Foreword Acknowledgments Introduction Section One: The School as a Living System 1.Systems, Purposes, and Problems -A First Look 2.Reacting to Disturbances 3.From Collaborative Professionalism to Social Collaboration 4.The Pusher, the Puller and Thinking Differently 5.The School as a Living System: Disturbance and Fast Fixes 6.More Disturbance -Bullying 7.Mental Health and Systems 8.The School as a Viable System 9.Wicked problems and Parent Partnership 10.Distributed Leadership, Psychology and Collective Teacher Efficacy Section Two: The Long and Winding Road to the Socially Collaborative School 11.A First Management Trawl 12.From New Public Management (NPM) to Public Value Management (PVM) 13.The Problem of Deliverology 14.Talent Management and a First Look at Teams 15.Google and Emerging Thinking 16.School Culture 17.Learning from the Public Sector 18.Learning Organizations and the Color Teal 19.The Buurtzorg School 20.Moving from Complicated to Complex: the Strange Case of the Effect List 21.Concluding Remarks: Two Management Models and Systems Thinking Chapter Summaries Appendices Bibliography About the Author
Foreword Acknowledgments Introduction Section One: The School as a Living System 1.Systems, Purposes, and Problems -A First Look 2.Reacting to Disturbances 3.From Collaborative Professionalism to Social Collaboration 4.The Pusher, the Puller and Thinking Differently 5.The School as a Living System: Disturbance and Fast Fixes 6.More Disturbance -Bullying 7.Mental Health and Systems 8.The School as a Viable System 9.Wicked problems and Parent Partnership 10.Distributed Leadership, Psychology and Collective Teacher Efficacy Section Two: The Long and Winding Road to the Socially Collaborative School 11.A First Management Trawl 12.From New Public Management (NPM) to Public Value Management (PVM) 13.The Problem of Deliverology 14.Talent Management and a First Look at Teams 15.Google and Emerging Thinking 16.School Culture 17.Learning from the Public Sector 18.Learning Organizations and the Color Teal 19.The Buurtzorg School 20.Moving from Complicated to Complex: the Strange Case of the Effect List 21.Concluding Remarks: Two Management Models and Systems Thinking Chapter Summaries Appendices Bibliography About the Author
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