Abstract
ABSTRACT The paper describes a case study of the collaborative involvement of a higher education college, an LEA and a group of schools in the evaluation of a middle management development programme. Models of evaluation practice are discussed and tested for ‘fit’ against the principles of the middle management development programme and a detailed account of the paradigm developed and adopted is given. Preliminary findings are outlined and parallels drawn between collaborative evaluation through action research and organisational development through creating a ‘learning organisation’ culture as a response to a rapidly changing education marketplace. The paper concludes that schools themselves must begin to take the lead in future in the collaborative partnership as they have the delegated funding and the greatest interest in understanding the full implications of self‐managing organisations operating in an education marketplace.
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