Shared decision making and core school values: a case study of organizational learning

This case study suggests that second‐order changes in structures and relationships do not necessarily result in second‐order changes in teaching and learning. Processes and norms that serve to govern discourse and behavior in relation to other kinds of school issues cannot be assumed to come into play when complex issues concerning curriculum and teaching are encountered. The potential of organizational learning for contributing to the improvement of teaching and learning in schools remains promising but elusive. The groundbreaking work of Argyris needs to be extended through concerted research in school settings.