Learning to make change happen in Chinese schools: adapting a problem-based computer simulation for developing school leaders

Philip Hallinger, Tang Shaobing, Lu Jiafang

Research output: Contribution to journalArticlepeer-review

8 Citations (Scopus)

Abstract

School leader training has become a critical strategy in educational reform. However, in China, there still exists a big gap in terms of how to transfer leadership knowledge into practice. Thus, tools that can integrate formal knowledge into practice are called for urgently in school leader training. This paper presents the results of a research and development (R&D) approach to adapt an existing online computer simulation, Making Change Happen™, for use in Mainland China. The paper describes the process used to inform and assess our cultural adaptation of the simulation, as well as the response of Chinese principals to learning through this innovative method. Results affirmed the necessity for cultural adaptation of ‘Western’ curricula and tools for use in the Chinese context. The positive response of the Chinese school principals to learning via an online computer simulation suggested future potential for employing technology-facilitated, active learning modes in China. Implications are outlined for theory, research, and practice.

Original languageEnglish
Pages (from-to)162-187
Number of pages26
JournalSchool Leadership and Management
Volume37
Issue number1-2
DOIs
Publication statusPublished - 15 Mar 2017

Keywords

  • China
  • PBL
  • change management
  • computer simulation
  • leadership development

ASJC Scopus subject areas

  • Education
  • Arts and Humanities (miscellaneous)
  • Strategy and Management

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