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What do principals look for when hiring teachers? The purpose of this paper is to extend the knowledge concerning what aspects of teacher quality are in demand among the individuals who administer schools and make hiring decisions.

Rather than employing interviews or surveys, the authors utilized a conjoint instrument that assembled teacher characteristics into fictitious applicant profiles. Participating North Carolina public school principals (n = 467) then chose among the computer-generated options and regression analysis allowed the authors to identify preferences in the aggregate.

Principals in this study preferred applicants with classroom experience, but those with 15 years were no more preferred than those with 5. They also preferred applicants with more education, but an advanced degree was no more preferred than a bachelor’s from a highly selective institution. Preference for teachers who are committed to state standards varied with schools’ performance on state tests.

Conjoint analysis is a useful tool for measuring preferences but is underutilized in research on education administration. This paper contributes not only to the body of knowledge about school principal behavior but also to the field’s familiarity of research techniques.

The aim of this paper is explore consequences of ambivalence and ambiguity on self‐concept, decision‐making, and quality of interrelationships between management and employees in one for‐profit organisation.

Data were re‐read to reveal that organisational members were constantly engaged in the process of changing their perceptions of “who” and “what” were “good” and “bad” in reaction to environmental change impacts.

The paper finds that philosophically, “splitting” is an age‐old form of decision‐making; psychodynamically, “splitting” is not necessarily a signal to a pathology but instead is merely an initiator of ambiguity and ambivalence that leverages change; from a change management perspective, “splitting” can reinforce polarisation that can impede the desire to engage in continual change; and predictions and perceptions of change consequences underscore both the quality and quantity of “splitting” in regard to polarisation. “Splitting” is an integral defense and offense change mechanism that occurs in all decision‐making, so practical implications are that its affects on self and other concepts need to be understood. To establish equalising and non‐polarised interrelationships between “employer” and “worker” and to negate the line between management and employee, exercises in recognition of mutual causation such as servant leadership practises can be introduced.

Unparalleled synthesis of seemingly divergent theoretical and practical studies, this paper is a valuable ontological and epistemological tool for ongoing investigation into complexity theory, including self and other organisation.