Within the US educational reform efforts, charter schools are often celebrated by politicians as a simple antidote for complex problems. Furthermore, in recent years, there has been a growing debate over the managerial and leadership practices of expanding charter school networks, often referred to as Charter School Management Organizations (CMOs). CMOs, by definition, are consistently high-performing school networks in urban spaces that follow a very specific formula in order to build and maintain a culture that ensures high academic outcomes for their students. To ensure their continual success in what has become a high stakes environment, CMOs often draw upon practices of exclusion associated with corporate America, specifically a ‘Goldman Sachs model’ of zero-tolerance and firing the bottom 10% of underperforming staff each year. These CMOs have consistently attracted unparalleled levels of funding and principals often have unlimited resources to enact their vision of educational success. However, scholarship regarding the daily practices of leaders remains limited; we know very little about how leaders actively strategize and make their own rules.
This institutional ethnography is positioned within an important era for public education, with unprecedented private resources being expended to actively increase forms of school choice in urban markets—all under the guise of educational equity. The ethnographic research of the daily practices of a CMO had three main aims:
1) exploration of the theoretical overlap between corporate America practices in school governance
2) the use of Smith’s work on institutional ethnography and
3) the methodology of school-based ethnography alongside stories which serve to illustrate CMO’s daily practices.
The presentation draws on the findings of a recent book Ethnography of a Neoliberal School: Building Cultures of Success (Stahl, 2017) which ethnographically documents the controversial schooling practices and strategies embedded in charter school management organizations (CMOs), as well as how these practices influence teaching and learning, school leadership, teachers’ professional identities, and students’ understanding of success. By theorizing the common practices within the organization, I connect to wider international research on neoliberal governance, neoliberal structuring of educational policy, and social reproduction in schooling.