Rethinking Power in Schools

Abstract

Understanding facilitative aspects of power is necessary for analyzing processes and outcomes in today's schools. Facilitative, interactive power has become commonplace when no single individual or role commands decision-making control without dependence on expert knowledge and cooperation of colleagues. Specific examples of such circumstances include the individualized educational program process in special education and current practices in clinical supervision. These demonstrate the limitations of traditional concepts of power and the usefulness of facilitative power for capturing the essential nature of professional interactions between principals, staff, and nonprofessionals in schools.

Facilitative school leadership and teacher empowerment: Teacher's perspectives

“…Such studies have underscored the salience of a "power over" approach to teachers characterized by the use of various forms of power or influence to control teachers' behavior, thoughts, or values (Blase, 1991;Dunlap & Goldman, 1991;Kreisberg, 1992).…”

“…An orientation Of this nature can be referred to as a "power through" (Dunlap & Goldman, 1991) or a "power with" approach to leadership. Such an approach is designed to empower others, not control them.…”

What’s in the Box? Exploring Learners’ Rejection of Educational Computing

“…The school can strive to foster a culture of IT use throughout the whole school curriculum. Dunlap and Goldman (1991) highlight the role of 'facilitative' leadership; with an emphasis on articulation of vision, provision of resources, conflict resolution, team building and co-ordinated feedback. In this way schools can also strive to manipulate both the formal organisation and symbolic cultural intent of the school and adopt a strong 'value' system of IT use.…”

Being Invited to the Table Does Not Mean You Get to Eat: Balancing Individual Accountability and Participatory Decision-making in Site Based Management

“…Ultimately, it is the principal of a school who is held accountable for its performance regardless of the decision process used. Dunlap and Goldman's (1991) argument for a shift in perspective regarding power may be useful in this context. They write, …Depicting power as a system of facilitation is a viable alternative paradigm that complements definitions of power that reflect a hierarchical system of authority.…”