certified police departments as professionally competent began to include elements of the new model. Slowly, the professional idea of policing began to turn in the direction of community problem-solving. Recently, the momentum for this set of reforms has slowed for interesting reasons that would require more space to explain than I have. But for the purposes of RISE, this effort might hold the following useful lessons. First, it is possible for small groups to gain some purchase on a professional ideology that took a long time to develop, now has a powerful grip on the field, but no longer seems up to the task. The challenge to the status quo from those at the edges of the profession concerned arises more slowly, and needs more help than the rapid shift of consumers from one mouse trap to another, but it can work to shift the preferred practices of organizations within a given social production system. Second, the important change often involves not only the development of improved methods for achieving established and agreed upon goals, but also with a challenge to the goals themselves. I am not sure that this is necessarily true, but there is something about changing the goals that opens up more room in the operations of the system. I think this is partly true because new goals often change the evaluation of existing methods, and that helps to undermine their otherwise powerful claims of the status quo. One of the important way that a professional hegemony arises is that those in the profession gradually lose their ability to distinguish the ends of the organization from the existing means. The ends and the means gradually become so tightly fused that those working can no longer see any daylight between what they are doing, and what is the best way to achieve their goals. They cannot use their ultimate goals to challenge their methods. A second important effect of changing the ends is that this often invited a new constituency into the public world that is evaluating the performance of a given set of public organizations. That, too helps to “unfreeze” organizational imagination. Third, and in my view most importantly, the particular change in the overall strategy of policing represented not only a one time, organizational wide strategic innovation, but also a strategic innovation that would shift to institutional forms, structures, processes, human resource management systems, measurement systems, etc. that would not only support but actually require continuous innovation in the organization. Instead of operating like a “production line” organization that did the same thing over and over again according to well established procedures, police departments became a “ job shop” that identified and responded to different particular problems of various sizes and shapes. That makes the organization not only responsive and adaptable to varied circumstances it faces, but also allows for the cumulative development and testing of methods that could be effective in dealing with problems they had seen before, and thought they had solved. The particular inventions and adaptations created in one organization could then be transferred to organizations that had not yet recognized the particular problem the first organization had identified, and was struggling to deal with the same issue.

## Summary and Conclusion

The fundamental challenge facing RISE as it seeks to improve educational results in developing countries is to imagine a set of institutional arrangements and professional practices among those guiding and operating within national educational systems that could enable them to make sustained, rapid productivity gains with respect to their ability to achieve national educational goals. Those