| This is a qualitative study that uses insider action research methodology to investigate an educational service center's drive to create shared language around continuous improvement in order to better serve the various needs of the school districts with which they work. This dissertation chronicles the process through which nine educational consultants built a parallel system of integrated learning mechanisms to readily adapt to the changes mandated by the state board of education and No Child Left Behind (NCLB).;One of the unintended consequences that resulted from the beginning stages of this study was the emergence of an organizational values model. This emanated from the coded responses of Appreciative Inquiry interviews employed in order to identify the common narrative that holds the members of this organization together. The model consists of four components: Strategic Process, Collaboration, Communication, and Leadership. It was significant in that it not only provided the organization with a visual representation of its values, but also it guided them in their efforts of developing a strategic process for continuous improvement.;This dissertation contributes to the field of organization development because it provides insight to understanding the life giving properties of individuals, how these properties evolve into organizational values, how these values are manifested in behavior, and how this behavior forms the foundation for eliciting continual improvement.;Key terms. action research; insider action research; appreciative inquiry; organizational values; shared language; continuous improvement... |
