This paper will present the specific case of a Canadian school participating in the LED research project “Dynamics and processes of collaborative leadership – solving wicked problems in education” (2015-2019). The paper answers to the following research question: How an organization looks like as regards dynamics and processes of collaborative leadership? The particular LED school is located in the province of Ontario. It is a 7th to 12th grades school (intermediate and secondary education) in a Public Francophone School Board, which competes with three others Public School Boards in the same town that is predominantly Anglophone. The school principal and vice-principal work with 20 teachers, 12 support staff and 172 students and their parents. For them, it is important to make the school a clearer choice in the community by improving the learning experience of students who evolve in a French minority context. The principal, vice principal and six teachers are committed to participate in the LED project, which means that, among other things, they have to find an extremely challenging problem (wicked problem) and find innovative solutions to solve it collaboratively (2015; Tubin, 2015). In order to solve the problem, they have to implement collaborative leadership through the Design Thinking (DT) method (Koskinen et al., 2011, Razzouk & Shute, 2012; Stickdorn & Schneider, 2011). DT also provides a practical tool for collecting data for the research team which are visual material. Thus, the LED project contact person, in this case the school principal, documents the sequential events of finding and solving collaboratively the wicked problem since June 2015. He posts visual material (pictures of tables and mind maps made with post-its, video of meetings and workshops) that show the work accomplished and adds a short description for each posting on an interactive and protected virtual platform. In this paper, we will present tentative results of this specific school, based on the visual material and description available on the virtual space. More precisely, through visual material, we want to answer the following question: What kind of dynamics seem to enable and make collaborative leadership flourish and what hinder it? In order to answer this question, we will use a process appoach (Garud et al., 2013; Poole et al. 2000; Van de Ven & Poole, 2005).

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