Incoherence in the System: Three Perspectives on the Implementation of Multiple Initiatives in One District

This article examines what it takes for principals, district administrators, and members of improvement programs in one district to deal with the demands and expectations of multiple improvement initiatives. Their experiences demonstrate that many of the tasks of coordinating initiatives are not part of formal job descriptions, and they are taken on in addition to more explicit responsibilities for which incentives and rewards are much clearer. Furthermore, the additional demands of coordination have to be pursued within the same basic conditions of a turbulent environment, limited time, and inadequate personnel and funding that contribute to the need for multiple initiatives in the first place.