At the University of Washington, Goodlad and his colleagues work with associates to learn how to ground their conversation in defensible arguments, how to make decisions and formulate actions, and, finally, how to appraise the consequences of their actions. A second feature of an effective change program, said Goodlad, is an agenda. Without one, reform breaks down. It's fine to study the situation, to ask questions, to do a simple inventory of what is worthwhile and what is problematic about a school. The agenda can include a list of principles about which you feel strongly, or it can be a simple inventory of the local situation, but reform will descend into rancorous fighting, he cautioned, if it is based on a group of people expressing their pet peeves.
All successful reform is based on a compelling agenda.
Renewal, for example, are testimony to this fact. People need to buy into the agenda, Goodlad advised. They can then elaborate the agenda and even make interesting and serious changes, but there must be some template at the outset of sufficient complexity and promise to engage people. Finally, Goodlad talked about the necessity of long-term and abiding commitment on the part of the staff. Too many change programs last only as long as one or two key people are interested.