The focus of this study is on curriculum change within a nursing institute in Taiwan where there is a growing demand for reform to nurse education in order to produce more competent practitioners. I conceptualised a framework to guide the transformation process in ways that were empowering, sustainable and generative. I argued that curriculum change also involves the beliefs, customs, attitudes or expectations of those who participate in the process: essentially it is a reculturing process. My conceptual framework included notions such as student-centredness, reculturing, collaborative practices and reflections, personal growth, and professional development. A plan of action was developed based on the notions contained in the conceptual framework and carried out within an Action Research methodology. Action Research provided the mechanism by which the collaborators explored and understood their conceptions of teaching and learning and then planned and implemented action to change the current situation, and evaluate and reflect on the transformations. Strategies such as personal practical theorising, focus group, critical debate, and collaborative reflection were used to bring about the curriculum change. The significance of this study lies in its practical contribution to all aspects of curriculum making including innovation, planning, implementation and ongoing review. Although information generated from this study is not generalisable, lessons learned from it may be utilised by other educational institutes with similar issues and similar contexts.

In its first decade of democracy the South African government embarked on radical reforms to the apartheid education system. One such set of reforms concerned the restructuring of the further education and training (FET) college sector. The implementation plan for the restructuring of the FET college sector, entitled Reform of South Africa’s Technical Colleges (Department of Education, 2001), was released in September 2001. The reorganisation of the FET college sector brought with it the prospect of meeting the objectives of the country’s Human Resource Development Strategy (Department of Education, 2001). Colleges would be transformed so that they offered learners the “high-quality, lifelong learning opportunities that are essential to social development and economic competitiveness in a rapidly changing world” (Department of Education, 2001:5). The study has its origins in a deceptively simple research question: What are the organisational and cultural influences and constraints on policy implementation? Much has been written about why policies fail to be implemented as planned (McLaughlin 1987; Guiacquinta, 1994). Based on the extensive data generated in this research I found explanatory power in a conceptual framework that uses the dual lenses of restructuring, focusing on “changing the use of time, space, roles and relationships to improve learning” (Fink&Stoll, 1998:308); and reculturing, which focuses on “the process of developing new values, beliefs and norms” (Fullan, 1996:420). The new government policy for FET colleges proposed a dramatic re-organisation of the sector through mergers in order to position these institutions so as to meet the socio-economic and human resource needs of a transforming society in line with global trends. Yet, an analysis of the sector revealed system-level problems relating to the structure and culture of the FET colleges that would undermine the implementation of the new policy. The comparative case study method was used to conduct this research on three technical colleges – two state-aided and one state college – as the “cases” under investigation. Data was collected over a one-year period using a wide variety of data collection methods including in-depth interviews (both individual and focus group sessions), document analysis, the review of minutes of meetings and other communiqués, selected photographs and structured questionnaires. The first major finding of this study is that the restructuring of the FET colleges through mergers was constrained by structural or the organisational inefficiencies in the system, that is, the lack or absence of the structures required for effective implementation of policy. The second major finding of this study is that the restructuring process underestimated the depth and resilience of the FET college culture, and that this institutional culture militated against effective implementation. In other words, there was no strategy for reculturing these institutions. This research further demonstrates the consequences of attempted restructuring without reculturing and the implications of not taking into account implementation matters involving institutional culture, values, behaviour and working styles. Successful change has more to do with the professional values, beliefs and assumptions held by implementers than with the voluntary adoption of the reform, irrespective of whether it is mandated at the national or provincial levels. Implementers choose practices and changes that fit best with their pre-existing beliefs and which are consistent with the organisation’s culture. Furthermore, the insights gained from this study that structure and culture are inextricably linked have both practical and theoretical significance. The study not only offers insight into the reorganisation of the FET colleges in South Africa, but also serves to extend our understanding of the importance of culture and structure as two neglected dimensions of systemic reform. In this study I highlighted several issues that could serve as a springboard for future research into this neglected sector (FET colleges) of the education and training system: · longitudinal rather than snapshot studies of institutional cultures and their unfolding effects on college restructuring; · empirical and conceptual accounts of college cultures that examine the impact of micro-political activity on the change trajectory; and · studies on how college systems change or restructure as opposed to individual colleges. In sum this research found that there were several structural (capacity, resource, leadership, support, communication, planning and advocacy) and cultural (beliefs, values, assumptions, understanding and practices) factors that constrained policy implementation. The study further argues that restructuring without reculturing encourages symbolic rather than substantive change. The thesis concludes that the restructuring (mergers) resulted in a fragmented, rather than a coordinated, FET system. / Thesis (PhD (Education Management and Policy Studies))--University of Pretoria, 2006. / Education Management and Policy Studies / unrestricted

The focus of this study has been to connect the idea of developing schools as learning organisations with the notion of developing learning leaders and building school capacity for our knowledge economy. Therefore, this action-inquiry self-study has examined the issues of curriculum reform in the context of more general organisational reform. It has explored the notion of schools being recultured or reconstructed to work as learning organisations in a climate that focuses on the improved social and academic learning outcomes of their students. This self-study represents two significant chapters in my professional life and captures approximately four years of professional snapshots. It has allowed me to examine my practice of partnering, conversing, arranging and developing shared vision across two schools. This study recognized these as powerful reculturing mechanisms and affirmed that conversations about learning, shared beliefs mission and vision, enabling leadership that reflects parallel learning relationships and enabling organisational arrangements are critical for sustainable reform. Consequently the exploration of the relationship between teacher learning, teacher leadership and a professional learning culture has been the main focus for this research. Analytical processes for this study first explored the relationship between teacher learning, teacher leadership and a professional learning culture through an examination of current curriculum reforms. This is followed by a layered analysis of the two narratives based on my leadership in two different school settings. A rigorous mapping and scanning process then assisted the analysis of these narratives. This process was supported by a number of specific conceptual frameworks that underpin the school reculturing process and reflect key qualities of schools that work as learning organisations. Six significant snapshots emerged from the analysis of the two narratives. The deeper analysis of these snapshots, which have been referred to as close-ups, formed a number of my first tentative propositions. These layers of investigation were also supported by the responses of several key snapshot participants and reader respondents, before the final propositions were made. These responses recognised that an organisation that works together, learns together; and that there is strength and powerful learning when leadership can assist practitioners to work as a learning community. These qualities were found to be directly related to this study's proposed reconstructed model for developing schools as learning organisations. The reconstructed model recognised a number of other less visible elements that can be seen in a school working as a learning organisation. These elements relate directly to enabling/capacity building leadership and the associated relationship skills of leaders. They were found to be necessary elements for effective collaboration and for creating spaces for conversation, reflection, spontaneity and risk-taking. This study also recognised that any deconstruction and reconstruction of a school as a learning organisation is first a reconstruction of core beliefs and values. These beliefs and values are reflected in a school's culture and are inclusive of the visible and less visible elements. The constant examination of one's assumptions, ideas, values and beliefs has been considered to be essential to the analysis process, as well as to the process of reform and achieving organisational change. The study revealed, therefore, that enabling/capacity-building leadership is a key to the process of reculturing a school as a learning organisation. The data from respondents also indicates that this notion of leadership as being enabling/capacity building has also been a primary focus for answering the second of the key research questions: 'How does a process of deconstruction and reconstruction take place?' The additional points of difference/interest that emerged from the various respondents suggest that the process of deconstruction and reconstruction of a school as a learning organisation would be assisted by realising that energy and passion are needed for enabling/capacity building leadership. This form of leadership requires moving from being top-down and become more parallel with renewed learning relationships. This study affirmed that this focus on establishing parallel learning relationships assists in the development of parallel learning leadership and parallel learning partnerships. Enabling/capacity building leaders working in parallel with their teachers can also play an important role in developing/supporting flexible and imaginative school organisation. In this way enabling/capacity building leaders can work as learning leaders and brokers to assist the development of other learning partnerships/alliances. This community building strategy can consequently develop opportunities for teachers to work and learn collaboratively as learning leaders. Enabling/capacity building leadership is correctly placed as the key to considering how the deconstruction and reconstruction process takes place. Further, the reconstruction process taking place reflect a culture of dynamic inquiry. This is made possible when enabling/capacity building leaders share and commit to similar notions of schools working as learning organisations and teachers are assisted/brokered to work collaboratively for professional alliances and professional growth. Consequently this study proposes that teachers cope better with the ever-increasing demands of curriculum reforms if: * schools can work as learning organisations * schools allow teachers to work as learning leaders * administrative leaders support/enable and model risk-taking, spontaneous and collaborative practices * there are shared beliefs, mission and vision; organisational arrangements/support; conversations for learning; shared approaches to pedagogy, and parallel relationships * enabling/capacity-building leadership for learning alliances allows for a professional culture of dynamic inquiry that can evolve with a renewed focus on conversations for learning. The findings of this study have theoretical, methodological and practical significance. In the first instance it presents as theoretical significance, the reconstruction of a theoretical framework for schools working as learning organisations. The methodological significance is reflected in this study's emphasis on theorising through layers. The methodological contribution acknowledges a legitimate and rigorous form of practitioner research, revealing self-study methodology at a level that is more then mere self-indulgence. In presenting its final contribution, the thesis acknowledges the practical contribution of the study by emphasising the process involved in creating a culture of dynamic inquiry. The transformative nature of this action- inquiry self-study is therefore confirmed in this study. The layered analysis reflects a process of making sense of the messiness of practitioner research, and consequently provides a true sense of this established form of practical theorising in the teaching profession. These characteristics should be seen not as limitations, but rather as authentic strengths.