Our consultative approach, tools, protocols, and strategies are based upon a wide range of education and policy oriented literature. Some of the key research, policy, and theoritical documents (all continiously evolving)  that informs and grounds our work are listed below.

Argyris, C., and Schon, D. A. Organizational learning: A theory of action perspective. Reading:MA: Addison-Wesley,1978

Coburn, C.E. (2001). Collective sense-making about reading: How teachers mediate reading policy in their professional communities. Educational Evaluation and Policy Analysis, 23(2), 145-170.

Childress, S., Elmore, R., and Grossman, A.  (2006).  How to manage urban school districts.  Harvard Business Review, 84(11), 55-68.

Corcoran, T., Fuhrman, S. H., & Belcher, C. L. (2001). The district role in instructional improvement. Phi Delta Kappan, 83(1), 78-84.

Darling-Hammond, L. (2003). Enhancing Teaching. In William Owings and Leslie Kaplan (Eds.), Best Practices, Best Thinking, and Emerging Issues in School Leadership. Thousand Oaks, CA: Corwin Press.

Dwyer, C. (2005). Leadership Capacities for a Changing Environment: State and District Responses to the No Child Left Behind Act of 2001. Providence, RI: The Education Alliance at Brown University.

Elmore, R.F. (1980). Backward mapping: Implementation research and policy decision. Political Science Quarterly, 94(4), 601-609.

Elmore, R.F. (2000). Building a New Structure for School Leadership. Albert Shanker Institute

Fullan, M. (2005). Leadership and Sustainability: System Thinkers in Action. Thousand Oaks, CA: Corwin Press

Fuhrman, S., Clune, W.H., & Elmore, R.F. (1988). Research on education reform: Lessons on the implementation of policy. Teachers College Record, 90(2), 237-257.

Gigerenzer, G. & Selton, R. (2001). Rethinking rationality. In G. Gigerenzer & R. Selton (Eds.), Bounded rationality: The adaptive toolbox. Cambridge, MA: MIT Press.

Hannaway, J. & Woodroffe, N. (2004). Policy Instruments in Education. Review of Research in Education, 27, 1-24.

Hargreaves, D. (2003). Working Laterally: How Innovation Networks Make an Education Epidemic.

Hatch, T.  (2001).  Incoherence in the system: Three perspectives on the implementation of multiple initiatives in one district. American Journal of Education, 109, 407–437.

Honig, M, & Hatch, T.  (2004).  Crafting coherence: How schools strategically manage multiple, external demands.  Educational Researcher, 33(8), 16-30.

Knapp, M.S., Copland, M.A., & Talbert, J.E. (2003). Leading for Learning: Reflective Tools for School and District Leaders. Center for the Study of Teaching and Policy. Seattle, WA: University of Washington.

Leedom, D. (2001). Final report: Sense-making symposium. Command and Control Research Program, Office of the Assistant Secretary of Defense for Command, Control, Communications, and Intelligence. Vienna, VA: Evidence Based Research. Inc. (Link)

Leithwood, K., Jantzi, D., and McElheron-Hopkins, C.  (2006).  The development and testing of a school improvement model.  School Effectiveness and School Improvement, 17(4), 441-464.

Lusi, S. (1997). The role of state departments of education in complex school reform. New York: Teachers College Press.

Martin-Kniep, G. (2007). Developing Learning Communities that Learn Lead and Last: Building and Sustaining Educational Expertise: San Francisco: Jossey-Bass.

Massell, D. (2000). The District Role in Building Capacity: Four Strategies. Policy Briefs. Consortium for Policy Research in Education. Philadelphia, PA: University of Pennsylvania.

McLaughlin, M.W. (1987). Learning from experience: Lessons from policy implementation. Educational Evaluation and Policy Analysis, 9, 171-178.

McLaughlin, M. & Talbert, J. (2003). Reforming Districts: How Districts Support School Reform. A Research Report. Center for the Study of Teaching and Policy. Seattle, WA: University of Washington.

O’Day, J.  (2002).  Complexity, accountability, and school improvement.  Harvard Educational Review, 72(3), 293-329.

Ogawa, R.T., & Bossert, S.T. (1995). Leadership as an organizational quality. Educational Administration Quarterly, 31(2), 224-243.

Rorrer, A., Skrla, L, & Scheurich, J.  (2008).  Districts as institutional actors in educational reform.  Educational Administration Quarterly, 44(3), 307-358

Senge, P.M. (1990). The fifth discipline. New York: Doubleday.

Spillane, J. Distributed Leadership. San Francisco: Jossey-Bass, 2006.

Spillane, J.P., Reiser, B. & Reimer, T. (2002) Policy Implementation and Cognition: Reframing and Refocusing Implementation Research. Review of Educational Research, 72(3), 387 431.

St. John, M. & Stokes, L. (2008). Lessons to be Learned from the National Writing Project, Inverness Research Inc. (Link)

Stone, D. (2002). Policy Paradox: The Art of Political Decision Making. New York, NY: W.W. Norton & Company. 

Vera, D., & Crossan, M. (2004). Strategic Leadership and Organizational Learning. Academy of Management Review, 29(2), 222-240.

Weick, K. (1995). Sensemaking in organizations. Sage Publications

Wise, A. (1984). Why education policies often fail: The hyperrationalisation hypothesis. In J.J. Prunty (Ed.), A critical reformulation of education policy analysis. Geelong, Victoria, Australia: Deakin University Press.

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