This document summarizes a study that explored the lived experiences of staff in implementing Invitational Education (IE) in schools in the United States and Hong Kong. The study collected data through an open-ended electronic survey of 18 participants who had experience implementing IE in their schools. The survey explored effective professional development programs for IE implementation and the role of leadership and teachers. The major findings that emerged were: 1) effective IE implementation requires leaders who model IE principles and support ongoing professional development, 2) teachers must be committed to IE and view professional development favorably for implementation to succeed, and 3) professional development on IE should involve long-term learning programs with active participation and support from school leadership.

1. THE LIVED EXPERIENCES OF STAFF IN IMPLEMENTING INVITATIONAL
EDUCATION IN SCHOOLS IN THE UNITED STATES OF AMERICA AND HONG
KONG
Prof GM Steyn
Department of Further Teacher Education
University of South Africa
P O Box 392, Pretoria 0003
Telephone: Cell: 082 886 7468; Office: 012 429 4598; Fax: 012 429 4922;
E-mail: steyngm1@unisa.ac.za
ABSTRACT
This article is a follow-up to a previous quantitative study (Steyn, 2007) which sought to
explore key aspects that influenced the effective implementation of invitational education (IE)
in schools which had received the “Inviting Schools Award” in the United States of America
(US) and Hong Kong (HK). This article reports on a qualitative study that explores the
experiences of participants in the US and HK of the implementation of IE in their respective
schools. It attempts to obtain and understand the life worlds of participants constructed from
their “lived experiences”. Participants were selected by means of purposive sampling. Sixteen
delegates in the conference arranged by the Invitational Education World Leadership Institute
in October 2007 in Georgetown, Kentucky (US) who attended the researcher’s session of her
earlier study were willing to participate in the study. Two additional “information rich”
participants were approached to also participate in the study. An electronic mail distribution
consisting of an open-ended schedule was chosen to gather the data. The following major
categories emerged from the data: Becoming aware of IE; Leaders: “walking their talk” in
implementing and sustaining IE; Teachers: “buying in” in implementing IE; Professional
development programmes employed to implement IE; and Recommendations for effective IE
programmes.
Key words: Invitational Education; professional development; implementation of
professional development programme; qualitative study; lived experiences; US and HK
schools
INTRODUCTION
The most important asset of any school system is its teaching force (Professional development
for teachers, 2007:1). The most critical investment any school system can therefore make is to
ensure that teachers continue to develop and learn. Constant effective professional
development (PD) is also vital for reaching the goal of high standards of learning for all
learners. The ultimate goal of PD is improved learner performance, keeping in mind that
individual learner outcomes and the way teachers teach are profoundly affected by the ethos
of the school (King & Newman, 2001). The International Alliance for Invitational Education
(IAIE) promotes invitational education (IE) as an approach for enhancing the ethos of schools
(Asbill & Gonzalez, 2000).

2. 2
An exploratory study (Steyn, 2007) was carried out to examine the implementation of IE in
schools in the US and HK that had received the “Inviting School Award”. A follow-up to the
initial inquiry was deemed necessary to determine which PD programmes are appropriate and
effective for implementing IE in schools and the role that leadership and teachers play in the
implementation. The following research question was posed: What are staff’s perceptions of
appropriate PD programmes for the effective implementation of IE and what role do
leadership and teachers play in their implementation in US and HK schools? The aim of this
study was to identify suitable PD programmes and to outline the role of leadership and
teachers as a possible guide to other schools in the US and HK that may wish to implement IE
in future.
As a result of American legislation, in particular the No Child Left Behind Act (NCLB)
(2002), school accountability standards have increased enormously in the US (West, 2005).
The NCLB focuses on improving the academic performance of disadvantaged students,
boosting teacher quality, moving limited English proficient students to English fluency,
promoting informed parental choice and innovative programmes, encouraging safe schools for
the 21st Century , increasing funding for Impact Aid and encouraging freedom and
accountability (United States Department of Education, 2002). School leaders are now
responsible for meeting exceptionally high expectations. The NCLB has, however, been
criticised because the measurement system compares learner performance against state-determined
criteria at a single point in time (West, 2005). Instead, new measures of school
performance that encourage self-expression and individuality have been proposed, which
offer a more promising alternative to NCLB (American Culture, n.d.). Although state
mandates have the potential to influence the implementation of IE, Steyn (2006) indicates that
inviting schools have nevertheless succeeded in making caring a main focus since IE can
work within a large number of state mandates.
On 1 July 1997, China reclaimed control of Hong Kong (HK) and thus ended 150 years of
British colonial rule. HK began to assess and develop its school system under the banner of
“life-long learning and all-round development” (Postiglione and Lee, 1997; Sweeting, 2004).
As such, educationists in HK consider the teaching force to be a key to school development
and the upgrading of professional standards of teachers through continuous development and
learning. The education system in HK has gone through major changes to prepare learners for
meeting the challenges and demands of the knowledge economy and globalisation (Law,
2006). In its Reform Proposals for the Education System in Hong Kong the Education
Commission (2000) in HK clearly pointed out that it endeavours to develop a new education
system with student-focus, no-loser, quality, life-wide learning and society-wide mobilisation
as guiding principles (Fok, 2000; Reform of the Education System in Hong Kong: Summary,
2001). According to an education officer from one of the four Regional Education Offices
(REOs) of the Education Department (ED) “much untapped potential of students could be
developed if a school adopts the IE approach. This theory ties in very nicely with the recent
emphasis for educational reform in Hong Kong”.

3. 3
Since the schools in this study have successfully applied IE in their schools and received the
Inviting School Award from the International Alliance for Invitational Education, it is
important to explain the philosophy behind IE briefly.
INVITATIONAL EDUCATION (IE) PHILOSOPHY
According to Purkey (1992:5), IE “is a collection of assumptions that seek to explain
phenomena and provide a means of intentionally summoning people to realize their relatively
boundless potential in all areas of worthwhile human endeavour”. IE addresses the whole
school culture and aims to “make school a more exciting, satisfying, and enriching experience
for everyone – all students, all staff, all visitor” (Purkey and Novak, 2008: 19). It is
underpinned by certain key assumptions that are intended to foster the development of human
potential. These assumptions (Kok and Van der Merwe, 2002; Novak and Purkey, 2001;
Purkey and Siegel, 2003) are the following:
1. Respect. This assumption recognises that each person is an individual of worth (Day, Harris
and Hadfield, 2001:34). It also supports the belief that everyone is able, valuable and
responsible and that they should be treated accordingly. Respect is also a key principle of
Tao, a Chinese philosophy, that holds that respect “maximises respect”, and that it creates
harmony in people’s lives and work (Dreher, 2002). Fundamentally the NCLB legislation also
supports this IE assumption.
2. Optimism. People possess untapped potential for growth and development (Day et al.,
2001: 34).
3. Trust. Education has to involve everyone to promote empowerment and interdependency. It
focuses on the “confidence in the abilities, integrity, and responsibilities of ourselves and
others” (Purkey and Siegel, 2003:12).
4. Intention. It is a decision to deliberately act in a certain way and to achieve and carry out a
set goal (Day et al., 2001:34).
According to Steyn and Van Niekerk (2005) and Steyn (2007), certain factors play a role in
the effective and meaningful implementation of PD. For the purpose of this article, a brief
literature overview of PD with particular reference to the role of leadership, the role of
teachers and the features of effective PD programmes are presented.
EFFECTIVE PROFESSIONAL DEVELOPMENT
The continuous deepening and broadening of knowledge and skills is regarded as an essential
component of all professionals, including teachers (Boyle, Lamprianou and Boyle, 2005; Lee,
2005; Van Eekelen, Vermunt and Boshuizen, 2006). To teach effectively teachers should
continuously broaden and deepen their knowledge and sharpen their skills concerning the
content and the processes of teaching and learning for the sake of improved levels of learning
among learners (Sparks and Richardson, 1997; Professional development for teachers, 2007).
The body of research on PD, however, uncovers different views on the planning and
implementation of PD programmes to improve school practice.
The long-term commitment to PD that is required for effective change to take place in schools
is often underestimated (Lee, 2005; Van Eekelen et al., 2005). The process requires teachers
to develop a greater sense of collaboration, share common problems, and accept greater
responsibility for their own PD (Bernauer, 2002:90; Browell, 2000:59). Moreover, PD is more

4. 4
successful when it is conducted long enough and often enough so that continuous gains are
made in the self-confidence, knowledge and skills of staff members (Richardson, 2003:401;
Somers and Sikorova, 2002:103).
Effective PD models include training provided by experts. They are individually supported
and should include observation of experts in practice, assessment, active involvement,
workshops presented by teachers for the staff and the use of consultants in facilitating
organisational and individual learning (Massey and Walker, 1999; Lee, 2005; Shaw, 2003).
Moreover, PD should include a variety of forms, “including some we have not typically
considered” (Professional development for teachers, 2007:1). Moreover, PD is most
successful when it is a continual process that includes suitably planned learning programmes
and individual follow-up through supportive observation and feedback, staff dialogue and
peer coaching (Bernauer, 2002:89). The condition is that teachers need to be actively involved
and committed to their own development (Birman, Desimone, Porter, and Garet, 2000; Lee,
2005).
Effective school leaders create a culture of learning that supports PD and teachers’ higher
levels of commitment to school goals (Bernauer, 2002; Yu, Leithwood and Jantzi, 2000).
Cardno’s model (1996) of holistic professional development is “underpinned by an
appreciation of the school context which requires educational leadership to initiate and
support change through professional development” (Cardno, 2005:296). He (2005:298)
therefore proposes that the most appropriate kind of leadership is one that views PD as a
decisive yet indirect way of mutually affecting teacher and student learning. When school
leaders therefore desire to behave in an inviting manner, the total school setting will be
positively transformed and the school climate enhanced (Asbill and Gonzalez, 2000; Lam and
Pang, 2003). The study by Yu et al. (2000) presents a model that includes the following
transformational leadership dimensions which impact on PD: identifying and sharing a vision
(Edwards, Green and Lyons, 2002); nurturing the acceptance of mutual goals (Lam and Pang,
2003; Robinson and Carrington, 2002); providing individualised support and establishing
high expectations (New staff development standards issued, 2001/2002); offering intellectual
stimulation; acting as a role model; and building a school culture (Yu et al., 2000). Bernauer
(2002) believes that without effective leadership, efforts to bring about change in the school
will most likely fail. Moreover, Burns’s study (2007:105) indicates that the way in which
people are treated comprises “a significant component which contributes to the success or
failure of an organization”.
Although leadership plays a vital role in effective PD, teacher commitment is equally
important for the success of their own development (Van Eekelen et al., 2006). In Ho-Ming
and Ping-Yan’s study (1999), Chinese teachers blamed teachers’ poor motivation for PD on
poor management, heavy workloads and low incomes, but seldom considered PD
meaningless. The study showed that PD would be fruitless unless teachers were whole-heartedly
committed, even if PD programmes were well planned. The study by Van Eekelen
et al. (2005) indicates that teachers’ “will to learn”; their “ability to learn”; “self-regulated
learning”; “intention to learn”; and “motivation to learn” are prerequisites for effective PD.
However, Smith and Lowrie (1998) believe that teachers’ negative attitudes towards PD are
often the result of previous unsatisfactory PD programmes. Desimone, Smith and Ueno’s

5. 5
study (2006:205) reveals that teachers with more expert content knowledge have more
confidence and motivation to further develop their knowledge and skills, while teachers with
less content knowledge often have no interest in PD, or may feel comfortable with their skills
in and knowledge of the subject. The participants in PD programmes may be a group or
individual teachers from different schools or teachers from the same school, department or
grade level (Lee, 2005).
Progressive types of PD programme have more content focus with appropriate pedagogical
skills, active learning and coherence and are longer (Lee, 2005:39). Such programmes enable
teachers to link the programme content with their classroom practice over an extended period
of time. The core features of PD programmes should concern suitable types of training that
can be applied to teachers’ practice (Shaw, 2003; Boyle et al., 2005); a content focus where
programmes, such as IE, are contextualised for the school (Guskey, 2002); the times at which
programmes are presented (Lee, 2005); the duration of programmes so as to include
development over an extended period of time (Lee, 2005; Richardson, 2003); active learning
and collective participation by staff in which the same values and goals are developed
(Bernauer, 2002); coherence through programmes that encourage continued communication
among staff (Lee, 2005); support by management and teachers of programmes (Richardson,
2003); and the use of school resources to implement appropriate programmes (Partee and
Sammon, 2001).
The IAIE believes that IE serves as an example of a suitable PD programme to transform
classrooms and climates in schools (Asbill and Gonzalez, 2000:24). Novak and Purkey
(2001:48–51) describe different phases in which IE programmes could be presented. Table 1
provides an outline of these phases and steps.
TABLE 1: PHASES AND STEPS IN IMPLEMENTING IE
Phase 1:
Occasional
interest
Step 1: Initial exposure: Attending a conference, workshop or watching a
video on IE can be the first step to raising awareness.
Step 2: Structured dialogue: It refers to organised discussion following a
workshop or meeting.
It focuses on recognising inviting practices that are already taking place.
Step 3: General agreement to try. The purpose of this step is to look at small
changes and to try out new ideas.
Step 4: Uncoordinated use and sharing: Here groups report back on ideas
that worked and what requires more attention.
Phase 2:
Systematic
application
After some initial successes, groups can work to introduce more integrative
changes in the school.
Step 5: Intensive study. IE, its model, assumptions, levels and stance are
explained by an expert.
Step 6: Applied comprehension: Staff involved in making IE an integrated
plan of action in the school discusses their understanding of the main ideas.
Step 7: Strand organisation: Teams are organised into people, places,
policies, programmes and processes strands. Each strand shares its goals,
ways of preceding, obstacles, ways of overcoming the obstacles and
methods of evaluation.
Step 8: Systematic incorporation. Strands meet regularly and convey the
information to all members in the school community.

6. Phase 3:
Pervasive
adoption
6
Step 9: This is the highest phase; the school now also provides leadership
to other schools. At this phase IE permeates the whole school and serves
as a model for other schools.
RESEARCH DESIGN
The study described in the article combined quantitative and qualitative approaches in two
consecutive phases (De Vos, 2005:360). As already mentioned, Steyn’s earlier study (2007)
required a follow-up to shed additional light on the research findings. A combined approach
was adopted to better understand people in all their complexity. In the first phase, the
researcher used a questionnaire as the research instrument to identify aspects that respondents
viewed as important for the implementation of IE. The questionnaire in the first phase inter
alia included a section on possible PD programmes for IE. This produced inconclusive,
contradictory and, thus, questionable results. This was a further reason for introducing a
qualitative component to understand the experiences of staff members in both countries of
appropriate PD programmes for IE. The findings of the first phase are reported in Steyn
(2007).
In the second phase, it was necessary to explore the perceptions of participants in the US and
HK of the implementation of IE in their respective schools. A phenomenological approach
was followed in order to obtain a better picture of the life worlds of participants and to
understand their perceptions constructed from their “lived experiences” (Johnson and
Christenson, 2000:315; Rudestam and Newton, 2001:38). Such an approach attempts to
obtain a deeper understanding (the verstehen tradition) of the meaning of everyday human
experiences (Patton, 2002:102), in this case, appropriate PD programmes and factors which
influence the implementation of IE in inviting schools in the US and HK. This article
therefore focuses on the findings of the qualitative study in the project.
The participants for the second phase were selected by purposive sampling. During a
conference arranged by the Invitational Education World Leadership Institute in October 2007
in Georgetown, Kentucky (US), conference delegates who attended the researcher’s
presentation of the findings of her earlier study (Steyn, 2007) were invited to participate in the
follow-up study and sixteen of them provided their names and e-mail addresses. An electronic
mail distribution consisting of an open-ended schedule was chosen since this method of data
gathering is cost and time effective and allows for quick response. It is also easy to follow up
responses, which was often needed in this study (McMillan and Schumacher, 2006:239). Two
additional “information rich” participants were approached to participate in the study to
provide more detail about their experiences in implementing IE: An Education Officer, who
attended the conference but not the presentation, from one of the four Regional Offices at the
Education Department from HK as well as another IAIE coordinator from the US.
A schedule consisting of five questions was developed to solicit participants’ perceptions of
key aspects influencing the implementation of IE in schools as well as their biographical
details. The schedule was e-mailed to all participants following the conference. The schedule
required participants to give a brief background of their schools and to elaborate on a number
of aspects related to the implementation of IE in their schools according to the following
questions: How has your school become aware of Invitational Education (IE) and how has it

7. 7
been implemented? What role should leadership play in implementing and sustaining IE?
What role should teachers play in implementing IE? What type of professional development
programmes did your school use when implementing IE and which programmes would you
recommend for the effective implementation of IE in other schools?
A teacher from an inviting school in the US evaluated the appropriateness of the draft
schedule to ensure its validity. The responses were grouped under the five main questions
which conveniently served as the major categories: Becoming aware of IE; Leaders: “walking
their talk” in implementing and sustaining IE; Teachers: “buying in” in implementing IE;
Professional development programmes employed to implement IE; and Recommendations for
effective IE programmes. The researcher then segmented and inductively coded the written
responses (Johnson and Christenson, 2000:432; Patton, 2002:463). This was done when
reading the notes for the first time in order to identify the data in a pure form.
FINDINGS
Table 2 gives a profile of the participants in the second phase of the study. Although not
initially planned, two IAIE coordinators provided “rich information” on their experiences of
IE programmes. Three of the interview schedules completed in Chinese were
incomprehensible to the researcher and therefore discarded. HK participants specifically
mentioned that English is not their mother tongue and that this should be considered in the
analysis of data. More US participants were involved in the study owing to the fact that the
IAIE conference was held in their home country.
TABLE 2: BIOGRAPHICAL DATA
Frequency
Gender:
Male
Female
94
Post level:
Teachers
Head of department
Principals
Other
4
1
7
2
I am currently teaching in:
1 : United States of America
2 : Hong Kong
9
4
I am currently teaching in a
1 : Primary/Elementary school
2 : Middle school
3 : High school
4: Other
524
2 Coordinators
1 Education officer
HK
The seven schools in the US ranged from rural to urban schools. As regards socioeconomic
status, one school can be regarded as “an affluent” school, two schools are in middle-class

8. 8
communities, three schools are “made up of middle to lower middle class with a mix of high
end and poverty level families” while one school is regarded as a poor school. In the HK
schools, two schools included learners from poor families and two other schools were
considered to serve middle-class families. Regardless of this diversity, earlier findings (Steyn,
2007) showed that participants from both countries agree unanimously that IE fits their
respective cultures.
Becoming aware of invitational education
The way in which schools have became aware of IE differed among the US and HK
participants and even among schools in the same country. In one school in the US, IE was
introduced to the school through the National Association of Elementary School Principals’
Conferences; in another, a new principal introduced the IA approach in a rather “slow and
methodical approach in an effort to gain support” among staff members. In two other schools
in the US, the IE philosophy was “first implemented on district level and mandated by the
superintendant to the individual schools in my district in Kentucky”. One of these participants
said:
Currently the schools in the US struggles under the mandates of NCLB legislation …
However, more successful schools use IE theory to form the foundation upon which
all other school initiatives are built … Invitational education can do much to alleviate
the burdens of intense accountability for teachers and students who struggle to meet
goals as defined by standardised tests.
Another participant from the US mentioned that many schools in her area have become aware
of IE as a result of the work of an author of invitational theory, Dr. Betty Siegel. Dr Siegel’s
enthusiasm has generated “interest on the part of educators in our area”. The Education
Officer in HK explained how he introduced IE in his Regional Education Office (REO):
At that time, we tended to “shop” around to see what initiatives would be useful for
the new emphasis in our work. It happened that I had come across the Invitational
Education Initiative… and I was impressed by it… My new posting in the year 2000
and the whole atmosphere helped me to implement the IE initiative further… The
Invitational Education initiative was formally introduced by Dr Purkey and Dr Novak
to the school system in a small pilot project concentrating in just one of the REOs with
9 schools in the year 2002… We have now over 100 schools adopting IE as the main
school development strategy and there are 14 schools gaining the IE award this year
(2008) that make up a total of 24 for HK schools.
This was confirmed by the one IAIE coordinator who said that this officer “read about IE,
came to US and studied with Purkey for 6 weeks or so and went back to HK and sold the idea
to nine ‘Tipping Point’ schools.”
All HK responses supported the opinion of the Education Officer that the use of IE in schools
was initiated through the REO. One participant elaborated on this: “My previous principal and
one senior staff, invited by the Hong Kong Education and Manpower Bureau, visited
Kentucky in 2001 and found that the beliefs of IE work in line with our beliefs and practices.
Therefore, we started deliberately to include IE in our areas of concerns.” In order to attain
this aim, a key committee was established to introduce IE into her school.

9. 9
The way in which IE has been introduced in schools is in line with Phase 1 of Novak and
Purkey”s model (2001) for implementing IE, that is, attending conferences/ workshops,
watching videos on IE and studying IE practices taking place in other schools (cf Table 1).
Although the approaches differed, awareness of the IE approach was a prerequisite before a
decision could be made to implement IE assumptions. In both the USA and HK, leadership
played a vital role in introducing and implementing IE in schools.
Leaders: “walking their talk” in implementing and sustaining IE
In line with Steyn’s (2007) study as well as her (2006) study which focused on factors that
influence the implementation of IE in schools in the US, these findings confirm that
management support and cooperation between management and teachers are required when
implementing IE. All the responses indicate that leadership is the “key”, “crucial”, “sets the
tone” and is “vital to the success of implementation and sustenance of IE in any school”.
School leaders have to “walk their talk”, be an example and demonstrate IE in their actions
and behaviour. One principal from the US said that the change towards an inviting school
“would not take place without the leadership implementing and sustaining IE. The leader is
the facilitator of change and ensures that people understand the role of IE in the school. It is
an ongoing process that must engage all of the school community.” Similarly, a HK
participant added that school leaders should be “determined in implementing IE” and they
fulfil a “consistent and proactive role”; another HK participant referred to the importance of
principals constantly sharing their ideas about IE. Mahoney (1997:96) endorses this belief by
stating: “Successful leaders are able to commit people to action”.
The necessity of leadership providing an appropriate model for staff to follow is confirmed by
literature (Yu et al., 2000:371). Literature also confirms the need for principals to support
teachers during the process of change (Brandt, 2003; Cardno, 2005; Richardson, 2003;
Somers and Sikorova, 2002). Principals acting as role models and assisting teachers are
therefore essential for schools to become inviting. Furthermore, IE cannot be effectively
implemented in schools without the necessary support of principals. This implies that
principals have to be appropriately informed about the IE approach and model it in whatever
they do.
Literature confirms that there is a positive relationship between a principal’s actions and
teachers’ affective outcomes such as feelings of trust, respect, job satisfaction, empowerment,
higher levels of commitment to institutional goals and perceived leadership effectiveness
(Bernauer, 2002; Asbill and Gonzalez, 2000; Edwards, Green and Lyons, 2002). In
corroboration, the Education Officer in HK said: “Policy makers like that of the Education
Commission of Hong Kong took heed of the literature on school effectiveness, on the role and
potential of good school leaders, on the advantages of decoupling schools from excessive
central control, and on giving opportunity and responsibility to school staff.”
Teachers: “buying in” in implementing IE
Steyn (2006; 2007) found that staff play an important role in their professional development.
Both US and HK responses confirm that teachers play a “key”, “critical” and “active” role in

10. 10
implementing IE. A participant from the US explained: “Teachers are the force that makes a
school pleasant and inviting or cold and repelling”. As a condition for implementing IE, a HK
participant said that teachers should be willing to learn about IE and also be determined to
implement it. This corroborates the comment by a participant from the US: “the key to IE is
‘buy-in’ [of teachers]. This is not something that is forced (mandated) from outside schools.”
This perception partly contradicts participants’ views of what actually happened in the one
district in Kentucky in the US and in the one REO in HK. Therefore, while IE requires a
positive attitude, a commitment and willingness of teachers to implement it in schools, IE can
be effectively “driven” by education officials. This does, however, imply that everybody in
the school has to be actively involved and should work collaboratively to achieve the inviting
atmosphere in the school (Steyn, 2006).
A positive attitude and commitment of staff are a prerequisite for all change initiatives to be
successful (Ho-Ming and Ping-Yan, 1999; Blackmore, 2000), including that of IE.
Furthermore, literature also supports the necessity of teacher ownership for the sake of their
effective development (Blackmore, 2000:3; Cardno, 2005). As such, teachers need to embrace
IE and be committed to implementing it to ensure its success in schools.
Professional development programmes employed to implement Invitational Education
Findings from Steyn (2007) reveal questionable results regarding the type of PD programmes
used when implementing IE. Different views on how IE was implemented emerged from this
study.
· The role of principals. A participant from the US mentioned that principals may initiate
the process and endorse IE, which happened in her school. What was important, however, is
that principals should provide constant feedback to staff on their implementation of IE in
practice. Both US and HK participants supported this idea.
· Training of selected staff members. In HK every school that was interested in being
considered for the inviting award sent representatives to two days of IE training. Following
this training, principals of these schools facilitated five or six scheduled meetings to share
success stories with regard to IE. This approach was also expanded. A HK participant, who
had received the inviting teacher award in 2007, explained:
The Multiple Intelligence and Invitational Education Committee (MIE) was instituted
in 2002 “to plan, implement and monitor the development of IE in all aspects of
school matters. As the chairperson of the MIE, I have tried to assist colleagues in
having a more comprehensive understanding of the philosophy of IE. The new MIE
members are usually given a workshop about IE at the beginning of the school year.
All teachers are cordially invited to attend different IE workshops to share and reflect
upon how IE has been implemented at school.
However, according to a US participant, a less structured approach is followed in the US, “but
we still have maintained that PD is the way we have acquainted staffs with the principles of
IE”.
· Sharing sessions/workshops on IE. The coordinator for IE in the US mentioned that she
visits schools monthly during staff meetings where they “break the IE instruction into smaller,
more manageable time slots”. This idea of consultation and sharing was also mentioned by a

11. 11
HK participant who said that she had made use of the valuable experience she gained on
earlier visits to Kentucky and Atlanta.
I have organized a number of workshops for my colleagues about how we can take
advantage of our subject-based resource rooms to maximize self-learning. Having
conducted a number of sharing sessions, we have been progressing in the design and
usage of the rooms and we share our experiences with the public.
Purkey and Stanley (n.d:1) regard staff meetings, conferences and conventions as excellent
places to present a programme on Invitational Education: “With a little research and effort
you can become a voice for creating inviting schools”.
· Requirements of programmes for IE. One participant from the US said that such sessions
should be appealing. Furthermore, many participants preferred a hands-on approach whereby
they actively participate in their development on IE. The place where such programmes
should be held differed among participants. A US participant felt it should be a “retreat
dedicated to IE away from school”; other participants felt that staff felt more comfortable in
their own environment, the school.
· Reading and learning about IE. Staff can read books and other material about the IE
approach. In the US some schools use staff development modules offered during two- or
three-day workshops. It is also possible to publish “successful IE programmes (booklets,
CD’s) to be distributed to interested parties” [HK participant] and for schools to watch DVDs
on the successful implementation of IE in schools [USA participant]. The IAIE responds to
requests for papers, research reports and related materials which may be duplicated and
distributed to schools and workshop participants (Purkey and Stanley, n.d.). Professionally-prepared
DVDs show IE in action throughout the US which are excellent tools for introducing
IE to schools (Purkey and Stanley, n.d.).
· Attending conferences/seminars on IE. The attendance of conferences (US and HK) or
seminars on IE as offered by Education Bureau (HK) provide excellent learning opportunities
about approaches for implementing IE in schools.
· Visiting inviting schools. Both US and HK participants agreed that visiting and consulting
with other schools that have successfully implemented IE are strategies to learn more about IE
practices. A US participant said that “experiencing IE” is important and that a lot of talk may
not help “until they [staff] see it [schools employing IE]”. When schools succeed in becoming
exemplars of inviting schools, they reached the highest phase according to Novak and
Purkey’s (2001) phases in steps in implementing IE (cf Table 1). In this phase, the school is in
a position to provide leadership and be a model to other schools; “IE permeates the whole
school” (Novak and Purkey, 2001:51).
Monitoring is essential key for the effective implementation of IE. A US participant
explained: “They [PD programmes] are multi-stepped and should provide feedback on
success and implementation as each new step is implemented. Monitoring is key to analyzing
the success of any program.” The idea of designing appropriate IE programmes and
considering their success is also supported by Novak and Purkey’s (2001) phases in
implementing IE (cf Table 1).

12. 12
Thus, there are different views on which IE programmes are effective. Different school
contexts may involve different PD approaches which may be determined by the expectations
and needs of staff (Guskey, 2002; Lee 2005). Consequently, PD should offer appropriate
opportunities for teachers to create their own meaning in a collaborative setting (Novick
quoted in Robinson and Carrington, 2002:240). This therefore explains why different schools
in this study identified different PD programmes for implementing IE. As such, the culture of
the country, the context of the school and the preferences of staff need to be considered when
choosing and employing possible IE programmes. One US participant succinctly summarised
the above views: “The best programmes are designed to specifically target the needs of the
individual school… Most importantly, IE should be implemented in action and not just in
appearance.”
PD is most likely to happen when teachers have sustained opportunities to learn, to
experiment and to receive feedback on specific changes they make (King and Newman, 2001;
Moore, 2000; Robinson and Carrington, 2002). Moreover, PD can be more effective when
teachers have influence over the content and process of PD (King and Newman, 2001;
Bernauer, 2002). Workshops, conferences or developmental courses enhance awareness of
new initiatives and provide opportunities for teachers to cooperate as long as they allow for
follow-up and feedback sessions (King and Newman, 2001:87; Richardson, 2003). As regards
consultancy, the literature confirms that consultants can play an important role in facilitating
organisational and individual learning (Massey and Walker, 1999; Redding and Kamm,
1999).
Congruent with the literature, it is apparent from the US and HK responses that the
participants, even within the different countries, differed on how IE training programmes
should be implemented. Ribisch (1999) confirms that PD cannot be conducted in the same
type of environment for all schools. This implies that schools have to select programmes for
IE that suit them best. Personal experience of implementing IE is important since those with
experience can make valuable recommendations regarding which PD programmes they would
recommend to other schools.
Recommendations for effective IE programmes
Participants also had different views on which IE programmes they would recommend for
other schools to consider when implementing IE. Recommendations include the following:
· One US participant emphasised the important role of the principal: “The principal
should read about the foundation and philosophy of IE, inform the staff by means of
appropriate professional development programmes and to get ‘buy-in’ from all staff
members”.
· Both US and HK participants recommended visiting other schools that have succeeded
in implementing IE effectively. This recommendation is confirmed by Steyn’s earlier
study (2006).
· A US participant said: “Network with IE members to get a ‘feel’ from their
perspective”. He added that with more and more resources becoming available on the
Internet, staff should “tap into them”. Similarly, a HK participant recommended those
interested to “visit the online site of IAIE”.

13. 13
· Both US and HK participants suggested that schools should become members of the
IAIE. Membership ensures that members receive the FORUM (Alliance Newsletter),
The Journal of Invitational Theory and Practice and related material, including
announcements of conferences and workshops on Invitational Education (Stanley &
Purkey, s.a). Implicit in this recommendation is follow-up opportunities provided
within the IAIE, which is a prerequisite of effective PD implementation.
· The criteria for schools to apply for the inviting school award serves as another
opportunity to implement IE in schools. A US participant believed to follow “the steps
outlined within the requirements for receiving the Inviting School Award” can be very
helpful. The application form for prospective inviting schools addresses five
categories in the school: People, Places, Policies, Programmes and Processes. Within
each of these categories, the applicant has to compile samples of strategies used within
each category explaining how they tried to make the school more inviting.
· In line with the previous suggestion, a HK participant mentioned the valuable
experience she had gained from participating in the IE teacher award which she had
received in 2007. She therefore suggested that other teachers and students should
“participate in the IE teacher and student awards organized by IAIE HK”.
A US participant mentioned that implementing IE also provides an opportunity to use it as “an
effort for school improvement plan”. This corroborates the notion that effective PD
programmes can lead to improved teaching and learning in schools (Professional development
for teachers, 2007). Another US participant added: “IE can find its way into any school
improvement program that has already been adopted. The adoption of IE does not have to
represent to teachers or administrators “one more thing to do.”
One US participant pointed out that schools should realise that “it [IE] is really an ongoing
process that will continue to grow. The implementation and information happens over time”.
As mentioned before, this also supports the idea that any effective PD programme is an
ongoing process (Richardson, 2003; Van Eekelen, et al., 2005). This does, however, require
effective leadership and the commitment and active involvement of all staff members to
ensure its effectiveness.
CONCLUSIONS
The study in the first phase (Steyn, 2007) sought to explore key aspects that influence the
effective implementation of IE in the USA and HK. The follow-up qualitative study in these
countries presents a deeper understanding of IE programmes that were employed in USA and
HK schools. It explained the importance of the role of leadership and the role of teachers as
well as IE programmes that participants believe may be taken into account when schools
consider implementing IE in their respective schools. Effective principals inspire staff and
hold the empowered professionals together to work more effectively to attain schools’ goals
(Robinson and Carrington, 2002), in this case to become inviting schools.
Since teachers have a very close link with learners and have a huge impact on how teaching
and learning occur in the classroom, their major role in accepting and “living” IE principles
cannot be negated. As such their “buy-in” into IE is a prerequisite for the effective
implementation of any IE programme.

14. Contrary to what was envisaged, it is clear from the findings that there are no hard and fast
rules as regards effective PD programmes on IE. This implies that the context of each school
and the preferences of staff need to be carefully considered when considering the appropriate
IE programmes. From the start, staff should be actively involved to ensure ownership of the
process of IE. This implies that the whole process needs to be monitored and evaluated which
also includes constant feedback from staff to determine the progress of IE. This will enable
implementers to determine whether the strategies employed can continue to be used or if
necessary adaptations have to be made for the sake of effective implementation of IE.
However, staff of these schools are also challenged to consider new and appropriate ways of
implementing IE. The latter is required if identifying suitable ways of implementing PD on IE
is to fulfil its potential for developing theory that will make a meaningful contribution to
policy and practice on IE.
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Biographical details
Trudie Steyn is a C2 NRF rated professor in the Department of Further Teacher Education,
University of South Africa and teaches postgraduate students in the field of Human Resource
Management in Education. She has published numerous articles in scientific journals,
chapters in books and presented papers at national and international conferences.