Abstract
The literature in education is clear that in order to effect significant changes in public schools, the authority, responsibility, and accountability for decisions must rest with the local schools. Those responsible for implementing decisions must have a say in making those decisions. As districts consider restructuring to meet student needs, principals need to know effective strategies to use to implement shared decision making. In order to determine which strategies principals used to implement shared decision making in selected California elementary schools and how effective they were perceived to be, this research study utilized a case study approach. Interviews, using a sixteen question interview guide, were conducted in twelve California public elementary schools in six districts which had implemented shared decision making for at least two years. There were several key findings that emerged from this study. (1) Each school developed their own model for shared decision making. (2) Most districts do not have specific written guidelines, but there was a clear direction and expectation from the superintendent that shared decision making would be used in the schools. (3) Everyone agreed that the leadership function of the principal remains very strong. The principal became more of a facilitator in the day to day operations. The principal was held accountable for all decisions at the school site. (4) The principal and certificated staff made up the primary decision making group. Certificated staff were involved as a total group, or they volunteered and/or were elected to be representatives on a leadership team. (5) It was important for parents to have the opportunity to give input. (6) Classified staff were involved less frequently than parents. (7) There was a high level of trust by the constituents. The key implications of the study are: (1) Shared decision making takes time, trust, and hard work to implement. (2) The principal maintains a strong leadership role. (3) All segments of the school community involved in the shared decision making process need training to be most effective.