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Interpret, Improve, Implement, Iterate: Designing and Testing District Implementation of Cooperative Learning
Interpret, Improve, Implement, Iterate: Designing and Testing District Implementation of Cooperative Learning
상세정보
- 자료유형
- 학위논문 서양
- 최종처리일시
- 20260202103538
- ISBN
- 9798288859670
- DDC
- 371
- 저자명
- Diaz, Aaron.
- 서명/저자
- Interpret, Improve, Implement, Iterate: Designing and Testing District Implementation of Cooperative Learning
- 발행사항
- [Sl] : Harvard University, 2025
- 발행사항
- Ann Arbor : ProQuest Dissertations & Theses, 2025
- 형태사항
- 97 p
- 주기사항
- Source: Dissertations Abstracts International, Volume: 87-01, Section: A.
- 주기사항
- Advisor: Grassa O'Neill, Mary.
- 학위논문주기
- Thesis (Ed.D.)--Harvard University, 2025.
- 초록/해제
- 요약The Kagan Publishing and Professional Development company (Kagan) provides support in classroom instructional strategies surrounding cooperative learning. This capstone provides an overview of my strategic project, working directly with the founder and one of the executive directors, Dr. Spencer Kagan. The project addressed the question: How might Kagan interpret, improve, implement, and iterate its system-implementation approach to guide partner districts towards successful implementation of cooperative learning instructional strategies?Despite abundant research supporting effective educational practices, closing the gap between these strategies and their implementation within school systems remains challenging. A second gap exists between existing research-based implementation frameworks and their use by educational consulting organizations. The Strategic Project described in this Capstone aimed to integrate research-based practices from implementation science and institutional theory into Kagan's system implementation approach through an internal design process.From this project, I share implications: for the education sector, for Kagan, and for myself in my continued development as a leader. For the education sector, implications include the benefits of using shared leadership models to inform design processes, including those involving implementation. For Kagan, implications include the challenges of considering outside research on implementation science, which potentially contradicts the ideas based on the experience of current team members and leaders. Finally, implications for myself include being more assertive in involving key leaders in the cultivation and analysis of emerging ideas from the field, such as implementation science.
- 일반주제명
- Educational leadership
- 일반주제명
- Education
- 키워드
- Implementation
- 기타저자
- Harvard University Education
- 기본자료저록
- Dissertations Abstracts International. 87-01A.
- 전자적 위치 및 접속
- 로그인 후 원문을 볼 수 있습니다.
MARC
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■020 ▼a9798288859670
■035 ▼a(MiAaPQ)AAI32040625
■040 ▼aMiAaPQ▼cMiAaPQ
■0820 ▼a371
■1001 ▼aDiaz, Aaron.▼0(orcid)0009-0009-4046-8170
■24510▼aInterpret, Improve, Implement, Iterate: Designing and Testing District Implementation of Cooperative Learning
■260 ▼a[Sl]▼bHarvard University▼c2025
■260 1▼aAnn Arbor▼bProQuest Dissertations & Theses▼c2025
■300 ▼a97 p
■500 ▼aSource: Dissertations Abstracts International, Volume: 87-01, Section: A.
■500 ▼aAdvisor: Grassa O'Neill, Mary.
■5021 ▼aThesis (Ed.D.)--Harvard University, 2025.
■520 ▼aThe Kagan Publishing and Professional Development company (Kagan) provides support in classroom instructional strategies surrounding cooperative learning. This capstone provides an overview of my strategic project, working directly with the founder and one of the executive directors, Dr. Spencer Kagan. The project addressed the question: How might Kagan interpret, improve, implement, and iterate its system-implementation approach to guide partner districts towards successful implementation of cooperative learning instructional strategies?Despite abundant research supporting effective educational practices, closing the gap between these strategies and their implementation within school systems remains challenging. A second gap exists between existing research-based implementation frameworks and their use by educational consulting organizations. The Strategic Project described in this Capstone aimed to integrate research-based practices from implementation science and institutional theory into Kagan's system implementation approach through an internal design process.From this project, I share implications: for the education sector, for Kagan, and for myself in my continued development as a leader. For the education sector, implications include the benefits of using shared leadership models to inform design processes, including those involving implementation. For Kagan, implications include the challenges of considering outside research on implementation science, which potentially contradicts the ideas based on the experience of current team members and leaders. Finally, implications for myself include being more assertive in involving key leaders in the cultivation and analysis of emerging ideas from the field, such as implementation science.
■590 ▼aSchool code: 0084.
■650 4▼aEducational leadership
■650 4▼aEducational administration
■650 4▼aEducation
■653 ▼aCooperative learning
■653 ▼aImplementation
■653 ▼aImplementation science
■653 ▼aInstitutional theory
■653 ▼aProfessional development
■690 ▼a0449
■690 ▼a0514
■690 ▼a0515
■71020▼aHarvard University▼bEducation.
■7730 ▼tDissertations Abstracts International▼g87-01A.
■790 ▼a0084
■791 ▼aEd.D.
■792 ▼a2025
■793 ▼aEnglish
■85640▼uhttp://www.riss.kr/pdu/ddodLink.do?id=T17357621▼nKERIS▼z이 자료의 원문은 한국교육학술정보원에서 제공합니다.
