This post, written by Bryan C. Hassel and Emily Ayscue Hassel of Public Impact, is a response to Andy Smarick's June 25 post about turnarounds.
Andy Smarick's June 25 post "IES and turnarounds" makes the case against trying to turn around existing failing public schools. Instead, he says, we should put all our eggs in the basket of starting new schools.?? His rationale? The lack of gold-standard studies that show what makes turnarounds successful.?? Hmmm . . . what if we had applied that thinking at the dawn of chartering?
He misses the main point: turnarounds (bad-to-great transformations, typically with a new leader) and start-ups sometimes work--in other sectors and, it turns out, in schools. We don't have perfect knowledge of the "why," but we know more in both cases than Andy lets on.
It's true: most of the research on successful turnarounds come from case studies of successful efforts to fix failing organizations, without a rigorous control group methodology.?? But the same goes for the new-school startups that Andy (and we) find so enchanting.?? We're not aware of gold-standard studies that definitively prove what makes KIPP, Achievement First, and the other high-flyers tick. What we have instead is, you guessed it, case studies of successful efforts without rigorous controls.
The good news is that in both the turnaround and new-school cases, the case study research reveals a remarkable consistency in the ingredients of successful efforts.?? Turnarounds happen all the time across sectors, and...