| Rorrer, Skrla, and Scheurich (2008) proposed a theory that district leaders enact several essential roles when engaging in systemic reform that both improves achievement and equity. Their theory identified reshaping district culture as one of these essential functions in systemic reform. This case study explored how leaders in one Massachusetts public school district, which has demonstrated signs of improving achievement and equity, attempted to reshape district culture.;Drawing primarily upon semi-structured interviews, this study found that while these leaders reported using a variety of methods to assess the culture, the district has limited systems-level thinking about their culture. Similarly, these leaders each made their own choices amongst shaping strategies ranging from focusing on subgroup dynamics to empowering early followers. Recommendations include the development of additional training for leaders in the small group facilitation necessary to uncover shared underlying assumptions and the creation of a district-level common language concerning culture. |
