Sanna-Mari Salonen-Hakomäki, Tiina Soini, Janne Pietarinen, Kirsi Pyhältö
{"title":"通过国家参与式改革引领复杂的教育变革?芬兰核心课程改革领导力案例","authors":"Sanna-Mari Salonen-Hakomäki, Tiina Soini, Janne Pietarinen, Kirsi Pyhältö","doi":"10.1007/s10833-024-09502-3","DOIUrl":null,"url":null,"abstract":"<p>National-level educational administrators constantly face the question of how to ensure that the basic education system successfully meets complex local, national, international, and global challenges, and what is the best way to initiate and drive systemic changes in education amid such complexity and to create value for society. Studies have shown that participative approaches to reform leadership are beneficial; however, in practice, participative incentives are randomly used in national reform contexts. In this article, we present a Finnish case of national participative leadership regarding the Finnish Core Curriculum Reform of 2014 (hereafter FCCR2014). We interviewed key leaders in the FCCR2014 process (n = 23) and analyzed the data from social, personal, interpersonal, and organizational viewpoints with this question in mind: How did administrators responsible for leading the reform develop and lead the participative FCCR2014 process? Sub questions were: (1) What were their goals in developing and leading the reform, and (2) how did they succeed in developing and leading the reform in line with their goals—what was effective and what was not? The results show how participative leadership in a national curriculum reform calls for top leaders to include stakeholders, build and support strong and open collaboration processes, take the risk of losing some of their control, reject strict dichotomizations between strategy formulation and implementation, and consider change leadership a responsible act of giving stakeholders a fair chance to participate in the decision-making that affects their lives. Key aspects to participative leadership included building participation, not quasi-participation; building coherence in complexity—together; and fitting change to the education system with responsible leadership.</p>","PeriodicalId":47376,"journal":{"name":"Journal of Educational Change","volume":null,"pages":null},"PeriodicalIF":2.5000,"publicationDate":"2024-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Leading Complex Educational Change Via National Participative Reforms? 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We interviewed key leaders in the FCCR2014 process (n = 23) and analyzed the data from social, personal, interpersonal, and organizational viewpoints with this question in mind: How did administrators responsible for leading the reform develop and lead the participative FCCR2014 process? Sub questions were: (1) What were their goals in developing and leading the reform, and (2) how did they succeed in developing and leading the reform in line with their goals—what was effective and what was not? The results show how participative leadership in a national curriculum reform calls for top leaders to include stakeholders, build and support strong and open collaboration processes, take the risk of losing some of their control, reject strict dichotomizations between strategy formulation and implementation, and consider change leadership a responsible act of giving stakeholders a fair chance to participate in the decision-making that affects their lives. Key aspects to participative leadership included building participation, not quasi-participation; building coherence in complexity—together; and fitting change to the education system with responsible leadership.</p>\",\"PeriodicalId\":47376,\"journal\":{\"name\":\"Journal of Educational Change\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":2.5000,\"publicationDate\":\"2024-03-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Educational Change\",\"FirstCategoryId\":\"95\",\"ListUrlMain\":\"https://doi.org/10.1007/s10833-024-09502-3\",\"RegionNum\":2,\"RegionCategory\":\"教育学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"EDUCATION & EDUCATIONAL RESEARCH\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Educational Change","FirstCategoryId":"95","ListUrlMain":"https://doi.org/10.1007/s10833-024-09502-3","RegionNum":2,"RegionCategory":"教育学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"EDUCATION & EDUCATIONAL RESEARCH","Score":null,"Total":0}
Leading Complex Educational Change Via National Participative Reforms? A Case of Finnish Core Curriculum Reform Leadership
National-level educational administrators constantly face the question of how to ensure that the basic education system successfully meets complex local, national, international, and global challenges, and what is the best way to initiate and drive systemic changes in education amid such complexity and to create value for society. Studies have shown that participative approaches to reform leadership are beneficial; however, in practice, participative incentives are randomly used in national reform contexts. In this article, we present a Finnish case of national participative leadership regarding the Finnish Core Curriculum Reform of 2014 (hereafter FCCR2014). We interviewed key leaders in the FCCR2014 process (n = 23) and analyzed the data from social, personal, interpersonal, and organizational viewpoints with this question in mind: How did administrators responsible for leading the reform develop and lead the participative FCCR2014 process? Sub questions were: (1) What were their goals in developing and leading the reform, and (2) how did they succeed in developing and leading the reform in line with their goals—what was effective and what was not? The results show how participative leadership in a national curriculum reform calls for top leaders to include stakeholders, build and support strong and open collaboration processes, take the risk of losing some of their control, reject strict dichotomizations between strategy formulation and implementation, and consider change leadership a responsible act of giving stakeholders a fair chance to participate in the decision-making that affects their lives. Key aspects to participative leadership included building participation, not quasi-participation; building coherence in complexity—together; and fitting change to the education system with responsible leadership.
期刊介绍:
The Journal of Educational Change is an international, professionally refereed, state-of-the-art scholarly journal, reflecting the most important ideas and evidence of educational change. The journal brings together some of the most influential thinkers and writers as well as emerging scholars on educational change. It deals with issues like educational innovation, reform and restructuring, school improvement and effectiveness, culture-building, inspection, school-review, and change management. It examines why some people resist change and what their resistance means. It looks at how men and women, older teachers and younger teachers, students, parents and others experience change differently. It looks at the positive aspects of change but does not hesitate to raise uncomfortable questions about many aspects of educational change either. It looks critically and controversially at the social, economic, cultural and political forces that are driving educational change. The Journal of Educational Change welcomes and supports contributions from a range of disciplines, including history, psychology, political science, sociology, anthropology, philosophy and administrative and organizational theory, and from a broad spectrum of methodologies including quantitative and qualitative approaches, documentary study, action research and conceptual development. School leaders, system administrators, teacher leaders, consultants, facilitators, educational researchers, staff developers and change agents of all kinds will find this journal an indispensable resource for guiding them to both classic and cutting-edge understandings of educational change. No other journal provides such comprehensive coverage of the field of educational change.