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RESEARCH of accomplishment from the staff, and one administrator shared the following:


I think the teachers’ attitude was that they were doing a good job and this came from the training, and they believed in themselves. This was a major factor. The second factor was principals. They believed in themselves and knew that they could accomplish things. They knew they could have effect, and if they wanted to dismiss someone, it would happen. They began to feel power. The hiring procedures were based on performance, nor politics. I talked recently to one of the newly elected Logan Co. board members, and his comment was that we can’t let things go back, and we have to keep this running forward. You see people working as a board member and trying to keep it from being political. (Interview, 2004)


Culture was changed from one stage of the takeover to another. During the initialization stage of the takeover, the culture was politically corrupt. The shift occurred during the implementation stage of the takeover. and the continuation stage identified the culture as positive. Researchers agree that culture is a component or characteristic of sustainability (Miles & Huberman, 1984; Schlechty, 1997; Nohria, Joyce, & Robertson, 2003).


Characteristic 5: Fit of People and Position Information from the interviews suggested that the Logan County takeover was able to achieve and sustain due to the placement of the right people in the right positions. Six of seven, or 86%, of the subjects interviewed identified correct placement as a characteristic of sustainability.


In 2004, the Logan County Superintendent suggested that the continued effort to match personnel with positions is a key component of sustained success. Collins (1993) explained that getting the right people in the right places was essential, and this study suggested that it was also important in sustaining success in the Logan County takeover. This was derived from the personal interviews: “Creating the money, closing the schools, and having the right people in place-bringing the best out of people. I think that is the foundation” (Interview, 2004).


While it became necessary to remove the local superintendent during the takeover, there were key individuals in the central office that were perceived as capable of handling the necessary change. There was also urgency in securing individuals to fill vacancies from outside sources. The balance of outsiders and insiders working for the betterment of the system served to create a successful working environment and balance necessary for a system in need of change. In systems theory, all parts of the organization work effectively and efficiency to maintain a successful balance. According to interviews, the same was


Spring 2011 Vol. 8 No. 1 Virginia Educational Leadership 87


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