It is intuitively plausible to also use this powerful interpersonal mechanism
on the level of organisations, such as schools, and even on the system level, as
is proposed by evidence-based governance models. In essence, this involves
producing better data about the processes and results of schools and using it for
improving schools. However, it seems to be more difficult than expected to tap
this plausible potential in the reality of school improvement; international
research results are not conclusive as to whether or not schools and teachers
can use feedback for developing classrooms and schools and, consequently, for
Educ Asse Eval Acc
improving results (see Coe 2002; van Ackeren 2003). Ehren and Visscher
(2008) found that all ten schools in a Dutch case study had derived consequences
from the inspection and put them into practice according to the school
principals’ reports (similar to Gärtner et al. 2009, for German schools). According
to Matthews and Sammons (2004), clear and explicit reports and feedback
to schools are successful in informing the improvement plan after school
inspections, and this, in turn, results in more effective school action.