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Educational organizations confront a number of failures along with successful practices. Although a potential learning source for organizations, failures encountered are not normally welcomed and utilized to improve future practices. However, the existing literature emphasizes that individuals and organizations can learn a lot from their failure by adopting a pragmatic understanding toward the concept of failure and implementing a learning-from-failure (LFF) approach in their practices. Drawing on these assumptions, the purpose of this study is to explore how school principals identify educational failures and implement an LFF approach in their managerial practices.

This study adopted a qualitative research paradigm. The research was conducted in a middle-sized city in Turkey. The data for the study came from individual semi-structured interviews conducted with 12 school principals. The interview data were coded and analyzed using a conceptual coding framework.

Findings indicated that school principals’ definitions of failure are classified as learning related and nonlearning related. Failures were generally considered to be a learning opportunity rather than a complete loss, although principals’ identification of important examples of failure varied across school levels. In operating an LFF approach at schools, certain limitations existed such as a lack of institutional policy and professional skills, heavy workload and limited autonomy.

This study attempted to explore domains of educational failures and the application of an LFF approach at educational organizations. The LFF approach has previously been studied and discussed in business organizations. This study applied the concept to the education field.

Schools are complex and imperfect organizations; thus, it is not possible for school leaders to completely avoid failures. The capacity to learn from failure is essential to the effectiveness of teachers as individuals and for teams and schools. However, it is hardly practiced in most schools. The present theoretical article seeks to offer an integrative conceptual framework in which intelligent failure is conceptualized as an organizational learning process. The purpose is twofold: first, to address the question of why school faculty fails to learn from failure; second, to show how learning from intelligent failure in the school context can be framed as a resource for school improvement.

The present theoretical article seeks to offer an integrative conceptual framework in which intelligent failure is conceptualized as an organizational learning process.

The present study draws upon the social capital theory as an overarching framework to develop a conceptual model that incorporates the learning settings and a leadership tolerant of “intelligent failure” that might enable us to identify the root causes of failure and the kinds of lessons that can be drawn from failure analysis. In the proposed conceptual model, school organizational features combine with a leadership tolerant of intelligent failures to enhance opportunities to analyze, manage and learn from intelligent failures in school settings.

An important lacuna in educational scholarship is that although detecting and correcting school failures is normal, investigating the root causes of these failures or pinpointing the behaviors necessary to avoid their reoccurrence is often neglected in both theory and practice. By integrating research from both non-educational and educational literature, this study may provide a new perspective for school management, since it emphasizes the reframing of intelligent failure as an organizational asset for school improvement. The present study broadens the literature on educational management and organizational learning and provides a new approach for school failures and failure management.

The purpose of this article is to describe and analyze how three principals attempting to establish effective inclusive schools for students with disabilities identified and learned from failure, with a specific focus on how failure was used to drive school improvement efforts.

This qualitative study involved interviews and observations during one school year in an urban school district in the southwestern United States. Participants varied in their levels of experience and their perceptions about establishing inclusion in their schools. In addition, each school ranged in the length of time working toward implementing inclusion and the relative success of their reform efforts.

This study presents insights into several types of failures with a range of causation, from what we term “unnecessary failures,” to “complex coordination failures” and “trial failures.” In response to these failures, the principals in this study attempted to foster a culture of professionalism and trust by creating avenues for relationship-building that would allow teachers and staff to buy into the inclusive mission of the school. Principals also attempted to build school capacity by working to strengthen teams and pre-existing structures and to cultivate teacher-leaders that could improve communication, motivate others and effectively lead meetings that would encourage authentic collaboration.

Analyzing and learning from instances of failure is an important practice, especially for failures that are unexpected, yet much of the literature on leading from failure exists in business management scholarship, with very limited examples in the area of special education and special education school leadership.

As a failure analysis emphasizing school leadership in underprivileged schools serving socioeconomically disadvantaged and minority students, the study is interested in determining whether and to what extent variations in distributed leadership (DL) practices are related to student performance through the mediating effects of four-path variables.

This research conducted secondary data analysis using the 2015 PISA American data. The study employed factor analysis and structural equation models (SEMs) to investigate multidimensional associations among a set of variables, including school socioeconomic status (SES), student composition, DL practices, school four-path factors and student performance. The research used a design-based resampling approach with balanced repeated replication (BRR) weights to analyze the complex survey data.

The results indicate that, within a DL framework, teacher leadership in instructional management is positively and directly related to student performance. Governing board leadership in school administration is indirectly related to student performance through four-path variables' mediating effects. Importantly, though the two leadership sources help improve student performance, they are less prevalent in underprivileged schools with disproportional minority and socioeconomically disadvantaged students.

This research is a failure analysis through the lens of DL for underprivileged schools. The study used rigorous quantitative approaches and examined multidimensional associations among school socioeconomic status (SES), DL, school factors that school leaders could maneuver and student performance. The evidence sheds light on remedial actions in failed schools to focus on improving teacher leadership and organizational capacity.

The current literature on the educational progress of immigrant students within the host system is encapsulated in the thesis that these students will face difficulties, and that these difficulties will more often than not lead to a failure to meet the demands of the system for the majority of the immigrant students. An apposite comment by Portes (1996), queried whether the children of immigrants would be able to work their way upwards into “…the middle-class mainstream” or whether they would be blocked in this ascent based on their migrant status, and become part of an “multiethnic underclass or join an expanded multiethnic underclass.” Súarez-Orozco and Súarez-Orozco (1995, 2000) completed this perception by uncovering the implicit viewpoint within which this query was nested. He foregrounded the domination of sensationalism and myth in discussions of the “natural process” of assimilation of minorities. Finally, current discussion on the issue of these so-called at-risk students centres on how they can be made successful at school.

The aim of the chapter is to develop some approaches to turn education, predetermining the quality of human capital, into the most important factor of national inclusive development. This problem is titled by the World Bank Report (2018) as “Learning: to realize education’s promise.” There has been revealed a fundamental contradiction between the two processes: the training technology is improved, the treasury of knowledge is enriched, the scientific progress accelerates, on one side, but on the other side, according to the international Program for International Student Assessment (PISA) study (2015), about 28% of the Russian 15-year-olds, for example, did not master the minimum necessary skills in at least one area of the three (natural science, mathematics, and communication in their native language). Meanwhile the correlation between educational and economic “failures” is high. Reduction in school failure in half (up to 15%) corresponds to the growth of the country’s GDP by 2% at the perspective of 10 years, by 5–6% – in 20 years, and by over 10% – in 30 years. The authors identify and substantiate the most important factor of the low basic knowledge of schoolchildren: it deals with the phenomenon of stable psychological and cognitive barriers in their minds. As a result of this theory, a model of educational consciousness has been developed, which makes it possible to overcome educational failure and to form algorithms for successful learning.

School-wide positive behavior support (PBS) is a systems approach to prevention and intervention involving multiple levels of support. At the universal level (all students), prevention of behavior problems involves four very basic steps that are repeated with smaller numbers of students and greater intensity as directed by data. The first step is the prediction of problems or failures. To the extent to which we can predict a problem by time, location, student, and other contexts, we have the information to prevent. Prediction leads directly into the second step, which involves the development of effective prevention practices. The key to effective prevention is to approach all problems from an instructional perspective by considering what needs to be taught and how the environment can be arranged to increase the probability of success. The third step involves creating consistency with prevention efforts. Instructional efforts that are inconsistent are not effective in teaching new behavior. The last step involves development of the simplest way of monitoring performance so that those students who are not responding (i.e., are falling through the screen) may be quickly identified. This chapter describes the key features of effective universal systems as they are specifically related to the prevention of behavior problems and provides an overview of how such systems are developed, implemented, and sustained.