District Central Offices as Learning Organizations: How Sociocultural and Organizational Learning Theories Elaborate District Central Office Administrators' Participation in Teaching and Learning Improvement Efforts

Abstract

School district central office administrators face unprecedented demands to become key supporters of efforts to improve teaching and learning districtwide. Some suggest that these demands mean that central offices, especially in midsized and large districts, should become learning organizations but provide few guides for how central offices might operate as learning organizations. This article presents a conceptual framework that draws on organizational and sociocultural learning theories to elaborate what might be involved if central offices operated as learning organizations. Specific work practices that this conceptual framework highlights include central office administrators’ participation in new school assistance relationships and their ongoing use of evidence from assistance relationships and other sources to inform central office policies and practices. Sense making and managing paradoxes are fundamental to these processes. I highlight these activities with empirical illustrations from research and experience, discuss conditions that help/hinder these activities, and suggest directions for district research and practice.