Transforming the school workforce: perspectives on school reform in England

Abstract

This paper describes the experience of change management observed as part of an evaluation of the Transforming School Workforce Pathfinder Project commissioned by the UK Government for the English education system. The 32 Pilot Schools made interventions in organisational practice in ways that required them to think differently about work. Changes in the number, type and deployment of the school workforce combined with thinking about the nature of work have challenged existing practices. In particular, a focus on change management teams drawn from the whole school workforce, supported by an external school workforce advisor, has required schools to examine the nature of decision-making and participation. We intend to draw on evidence from eight case study schools and through this examine the implications for how change is understood and practiced. We critically engage with the government’s preference for a particular model of change to bring about organisational improvement, and we reveal a pluralistic and dynamic field both within practice and theorising.