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It identifies four condition sets—leadership, capacity, cultural, and performance—covering commitment, allocated resources, team structure, humility and continuous improvement, meaningful goals, use of data and calculated risk, and effective meeting time. Although developed for Principal Talent Management, the conditions are presented as potentially applicable to broader efforts improving schools for students and families.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/conditions-for-change-the-school-leadership-initiative-june-2021/584649/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/conditions-for-change-the-school-leadership-initiative-june-2021/584649.png","ImageObject",300,407,{"name":92,"@type":93},"Damian","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-03","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":19},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What is the purpose of the School Leadership Initiative (SLI)?","Question",{"text":112,"@type":113},"The SLI tests a Principal Talent Management (PTM) framework by supporting four district cohorts to strengthen their practices and policies, building a stronger pool of effective principals and sharing findings with other districts and educators.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"Which leadership conditions are required for change?",{"text":117,"@type":113},"The superintendent must be visibly committed, resources must be allocated to the work, and the school board must be neutral or supportive regarding the project.",{"name":119,"@type":110,"acceptedAnswer":120},"How should teams use data when implementing strategy?",{"text":121,"@type":113},"Teams should set and use meaningful goals, use both data and calculated risk to inform strategy, and avoid getting stuck when strong data is not available.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},584649,1792252413,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":19,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":144,"read_time":145,"preview_page_count":4},137451208677,"https://ap-avatar.wpscdn.com/davatar_155a257f0dc6eb9ab79c44ca47cae57d","CONDITIONS FOR CHANGE  \nTHE SCHOOL LEADERSHIP INITIATIVE  \nJUNE 2021  \nAuthors:  \nDr. Eva Chiang, Managing Director, Leadership and Programming, George W. Bush Institute Anne Wicks, the Ann Kimball Johnson Director, Education Reform, George W. Bush Institute  \nResearch and Editing Support:  \nJustine Taylor-Raymond, Senior Program Manager, Education Reform, George W. Bush Institute Alex Dowdy, Program Manager, Education Reform, George W. Bush Institute Margot Habiby, Deputy Director, External Affairs, George W. Bush Institute  \nAbout the George W. Bush Institute:  \nHoused within the George W. Bush Presidential Center, the George W. Bush Institute is an actionoriented, nonpartisan policy organization with the mission of developing leaders, advancing policy, and taking action to solve today’s most pressing challenges. Through three Impact Centers – Domestic Excellence, Global Leadership, and an Engagement Agenda – the Bush Institute delivers measurable results that save and improve lives. To learn more, [visit](visit www.BushCenter.org)[ ](visit www.BushCenter.org)[www.BushCenter.org](visit www.BushCenter.org).  \nWe are grateful for the continued generous support of the following: an anonymous donor, The AT&T Foundation, The BNSF Railway Foundation, Carstens Family Funds, CME Group Foundation, Mr. and Mrs. John W. Johnson, The Morris Foundation, Rainwater Charitable Foundation, and  \nSammons Enterprises, Inc.  \nWe are grateful for our school district partners and our project team: Dr. Gina Ikemoto, Dr. Mikel  \nRoyal, Ann Clark, and the Cicero Group.  \nINTRODUCTION  \nEducators, policymakers, philanthropists, and others have worked for decades to improve education by implementing new policies and practices to better serve students. But the desired improvement has been elusive – more sporadic (and anecdotal) than systemic. Success can be difficult to sustain, and what works in one school may not work on the campus down the street.  \nResearch-based initiatives should drive what happens in classrooms and schools. However, too often we see that new education initiatives fade away or have mixed results over time. Commonly, the “what” – the new program or initiative – gets most of the attention. But “how” that change will happen gets too little focus.  \nWhy? What is missing?  \nOur recent research with four district partners revealed certain conditions that need to be in place for practice and policy change to occur. While our research is specific to Principal Talent Management (PTM), what we describe as the practices and policies for recruiting, supporting, and retaining effective principals, we believe these conditions may also apply to other efforts to improve schools for students and families.  \nCONDITIONS FOR CHANGE  \n1. Leadership Conditions  \nThe superintendent is visibly committed to the project.  \nResources (people and time) are allocated to the work.  \nThe school board is neutral or supportive regarding the project.  \n2. Capacity Conditions  \nA key deputy with decision-making authority leads the implementation.  \nThe implementation team is deliberately cross-functional in composition and includes the key stakeholder (principals in our project) .  \nThe roles most central to the work and proposed change are identified and elevated. (In our project, this is the principal supervisors, who not only directly support principals but also serve as critical conduits between central offices and campuses.)  \n3. Cultural Conditions  \nThe team has a sense of humility about the need to improve and values outside expertise.  \nThe team regularly shows an eagerness to problem solve.  \nThe team values continuous improvement over a checklist of accomplishments.  \n4. Performance Conditions  \nThe team sets and uses meaningful goals to prioritize work.  \nThe team uses both data and calculated risk to inform strategy. They avoid getting stuck when strong data is not available.  \nThe team uses meeting time effectively to drive action.  \nCONDITIONS FOR C","cbCaigRzLdTJLvCe","https://ap.wps.com/l/cbCaigRzLdTJLvCe","pdf",1829152,28,"English","# Introduction\n# Conditions for Change\n## Leadership Conditions\n## Capacity Conditions\n## Cultural Conditions\n## Performance Conditions\n# Why Principal Talent Management?\n# The School Leadership Initiative","[{\"question\":\"What is the purpose of the School Leadership Initiative (SLI)?\",\"answer\":\"The SLI tests a Principal Talent Management (PTM) framework by supporting four district cohorts to strengthen their practices and policies, building a stronger pool of effective principals and sharing findings with other districts and educators.\"},{\"question\":\"Which leadership conditions are required for change?\",\"answer\":\"The superintendent must be visibly committed, resources must be allocated to the work, and the school board must be neutral or supportive regarding the project.\"},{\"question\":\"How should teams use data when implementing strategy?\",\"answer\":\"Teams should set and use meaningful goals, use both data and calculated risk to inform strategy, and avoid getting stuck when strong data is not available.\"}]","CONDITIONS FOR CHANGE - THE SCHOOL LEADERSHIP INITIATIVE - JUNE 2021 | PDF",1792051689,71]