An experience in educational management: A dynamic action for cultural transformation

Abstract

This study is a reflexive analysis of the researcher's own management practices in two schools of the Metropolitan Region of Santiago and her joint management with a teaching team. The study design was autoethnographic as the diary of the school principal was used to collect information in the field and a self-discovery test was conducted to identify the values by which the team is lead. The study produced analytical knowledge about the practices of the principal and his team, thus revealing their shared values and allowing for the creation of a map of the organization's cultural development with the purpose of identifying the institution's needs and priorities. It is shown that institutional culture can move towards processes aimed at the integral development of the system, resulting in a self-learning process where conflicts are resolved collaboratively. The investigation provided a model of cultural transformation embedded in the organization's system of values and codes grounded in the Spiral Dynamics Integral theory.