ABSTRACT
Organization leaders play a significant role in guiding and managing this learning and changing process. The challenge for school leaders is to make change intentional. This chapter presents models and perspectives to help future principals understand and lead change—and organizational learning—in their schools. Learning can be understood as the ways organizations build, supplement, and organize knowledge and routines around their activities and within their cultures, adjusting and developing their employees' perspectives, knowledge, and skills. Many scholars have explored how leaders can leverage organizational change as a learning process. Kurt Lewin's descriptions of learning and the change processes, Chris Argyris's and Donald Schon's ideas about leadership, learning, and organizational change, Edgar Schein's concept of organizational culture, Peter Senge's ideas about the structures and strategies that leaders can use to maximize organizational learning, and complexity theory's concept of how organizations learn—all address how organizations can survive in a turbulent environment only if they—and their members—keep learning.
