Collaborative inquiry and the shared workspace of professional learning communities
International Journal of Educational Management
ISSN: 0951-354X
Article publication date: 11 September 2017
Abstract
Purpose
The purpose of this paper is to explore educator collaborative inquiry in the shared workspace in professional learning communities (PLCs). Specifically, this investigation was part of an ongoing investigation of well-established PLC collaborative interactions and self-directed learning of educators as part of the shared workspace as a component of school improvement.
Design/methodology/approach
A qualitative design was used for this investigation. Participants were purposefully selected to provide qualitative data on existent, well-established PLCs and their practice as educators in the shared workspace. Qualitative data were collected about participant perception. Data were collected from each participant by conducting semi-structured interviews, observations, and the collection of document and artifacts.
Findings
Findings from this ongoing investigation point to positive collaborative physical interactions and intellectual discourse that lead to educator learning through the collaborative inquiry process.
Originality/value
Theories on PLCs and educator job-embedded professional learning are unique in this paper. The concepts of PLCs and the collaborative inquiry process have been well developed but not in the context of the shared workspace. Recent literature on effective collaborative inquiry educators undergo in PLCs as a continuing professional development model provides a foundation for the work done in this ongoing case study. Sustained collaboration and continued professional development of teaching innovations as a product of the collaborative inquiry process in the shared workspace are underdeveloped as yet but further developed in this paper.
Keywords
Citation
Carpenter, D. (2017), "Collaborative inquiry and the shared workspace of professional learning communities", International Journal of Educational Management, Vol. 31 No. 7, pp. 1069-1091. https://doi.org/10.1108/IJEM-10-2015-0143
Publisher
:Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited