Building Leadership: The Knowledge of Principals in Creating Collaborative Communities of Professional Learning

Research literature is replete with the importance of collaboration in schools, the lack of its implementation, the centrality of the role of the principal, and the existence of a gap between knowledge and practice--or a "Knowing-Doing Gap." In other words, there is a set of knowledge that principals must know in order to create a collaborative workplace environment for teachers. This study sought to describe what high school principals know about creating such a culture of collaboration. The researcher combed journal articles, studies and professional literature in order to identify what principals must know in order to create a culture of collaboration. The result was ten elements of principal knowledge: Staff involvement in important decisions, Charismatic leadership not being necessary for success, Effective elements of teacher teams, Administrator‘s modeling professional learning, The allocation of resources, Staff meetings focused on student learning, Elements of continuous improvement, and Principles of Adult Learning, Student Learning and Change. From these ten elements, the researcher developed a web-based survey intended to measure nine of those elements (Charismatic leadership was excluded). Principals of accredited high schools in the state of Nebraska were invited to participate in this survey, as high schools are well-known for the isolation that teachers experience--particularly as a result of departmentalization. The results indicate that principals have knowledge of eight of the nine measured elements. The one that they lacked an understanding of was Principles of Student Learning. Given these two findings of what principals do and do not know, the researcher recommends that professional organizations, intermediate service agencies and district-level support staff engage in systematic and systemic initiatives to increase the knowledge of principals in the element of lacking knowledge. Further, given that eight of the nine elements are understood by principals, it would be wise to examine reasons for the implementation gap (Knowing-Doing Gap) and how to overcome it.

The Change from Red to White Meat: The Role of Technology

Since 1950, the composition of the U.S. meat diet has shifted markedly from red meats to poultry. For example, from 1970 to 1984, on a percapita basis, beef consumption has declined by 6.4 percent, while chicken and turkey consumptions have increased by 37.9, and 42.5 percent respectively (U.S. Department of Agriculture, 1985). The numerous studies of this phenomenon from the demand side (Chavas, 1983; Braschler, 1983; Nyankori and Miller, 1982; Moschini and Meilke, 1984; Wohlgenant, 1985, Thurman, 1987; Chalfant and Alston, 1988) have failed to achieve a consensus as to whether a change in taste contributed to this shift. One reason for the lack of consensus is that the very large price and quantity changes make it difficult to establish whether consumers are on a new indifference map. But there have been no comparable studies of the nature and causes of the technological change that has made these large consumption and price changes possible. A decrease in the relative price of poultry with respect to red meat is in any case a major explanation of recent shifts in meat consumption patterns. The main reason for such a decrease appears to be a higher rate of technical progress in the poultry industry than in the red meat industry. Substantial productivity gains in both the production and marketing of poultry over the last two decades appears to have been translated into lower retail prices for poultry. Although some productivity gains have taken place in the red meat industry, they have not matched the cost reductions in the poultry industry (Chavas, 1987). Thus, a consumption shift from beef to poultry could possibly be interpreted as a response to changing relative prices, the structural change having occurred in the meat industry. This would imply that, if the beef industry desires to maintain or expand its market, it should seek a decrease in the production and marketing costs of beef.