An ethnographic case study of a school's engagement in a school-wide reform initiative

Since the introduction of the common school in the United States (US), education has constantly been in a state of reform. Given the importance of student learning to the future state of our nation, it is important to understand how positive educational reform can be achieved. This ethnographic case study aims to try to understand how a reform effort works as an educational and a sociocultural process, and what the important contributing factors to actualizing school reform are, as well as the challenges of effective implementation. Specifically, this study focuses on a school-wide reform effort based upon Stephen Covey's Seven Habits (1989). Qualitative research methods were used to address the research questions in this study. The researcher drew upon interviews, observations, and artifact and field note collection to tell the story of an elementary school engaged in year three of a school-wide reform initiative from the viewpoint of 10 teachers involved. Three recurring themes emerged from the data. First, data indicate that school reform is most effective when a school culture is created that supports the activation of teacher voice, efficacy, and coparticipation. Second, time and support are factors impacting implementation. Third, teachers reported that the common language from the reform has impacted the culture of the school. The evolution of a school culture is not simple and is demonstrated in the different ways the teachers experience the reform. Questions of authenticity arise when the reform effort changes from a grassroots, bottom-up initiative to a more top-down, bureaucratized business model.