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This conceptual paper reviews the literature from the fields of quantum mechanics and adaptive transformation in schools, and relates them to professional learning communities. The field of quantum mechanics provides some unique ways for thinking about the work of the school as an organization, and the flow of energy and information that create and sustain a school culture. The quantum world recognizes the importance of relationships and interconnectedness. This paper explores the world of the building principal who is working to change the culture of the school to increase student achievement; as such, it offers suggestions for building leaders to utilize the concept of quantum mechanics to empower teachers, build relationships, and foster collegiality.

All creativity is based on quantum leaps and uncertainty. Deepak Chopra, M.D. (2003, p.84)

In quantum schools, leaders pay attention to the flow and interchange of energy. Energy, not things, becomes the avenue to the flow and interchange of energy. Garmston and Wellman (1995, ¶ 15).

This manuscript has been peer-reviewed, accepted, and sanctioned by the National Council of Professors of Educational Administration (NCPEA) as a significant contribution to the scholarship and practice of education administration. In addition to being published in Volume 10, Number 2 of the NCPEA Educational Leadership Review (ELR), it is also archived in the International Journal of Educational Leadership Preparation (Supplemental Link). Author is: Caryn Wells, Oakland University.

Introduction

It is the intersection of the research of Professional Learning Communities (PLCs) and the literature base of quantum mechanics that is the focus of this paper. PLCs are designed to change the culture of the school with teacher learning to improve student learning (Hord&Sommers, 2008; McLaughlin&Talbert, 2006). This teacher work demands a collaborative culture where teachers learn how to work together, changing from the isolation that typically exists in schools (Fullan, 2007; Hord, 2004; Lortie, 1975; McLaughlin&Talbert, 2001). The changes that occur in schools as teacher begin to work collaboratively to focus on their learning are significant; educational analysts refer to the changes as second-order because they change the culture of the school (Fullan, 2006; Marzano, Waters,&McNulty, 2005). Although books about PLCs have defined the desired states of change in the school, confusion exists as to which strategies to employ, and for what purpose (Fullan, 2001; McLaughlin&Talbert, 2001; Wells&Feun, 2007, 2008). Fullan (2007) posed the question: “How many of us has ever read a book or an article on a learning organization, agreed with everything we have read, and then had no clue about what to do?” ( p.301). Garmston and Wellman (1999) agreed, “It is one thing to note that professional communities are characterized by shared norms and values, a collective focus on student learning, collaboration, deprivatized practice and reflective dialogue. How they get that way remains the educational leaders’ most pressing problem” (p.19). Some of the answers as for how to approach the work of transforming schools into PLCs come from an interesting field: the field of quantum mechanics.

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Source:  OpenStax, Ncpea education leadership review, volume 10, number 2; august 2009. OpenStax CNX. Feb 22, 2010 Download for free at http://cnx.org/content/col10710/1.2
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