The Chicago Annenberg Challenge underwent rapid organizational learning, reshaping from a community-organizing collaborative into a formal activist foundation¶

Claim · All claims
Evidence · 1 study · qualitative r2 · q2
Currency · newest study 1999 · not yet checked against its sources · not reviewed by a person · overdue for a recheck since 2002: local conditions change quickly

Subclaims¶

q2 i? Within its first years the Challenge's identity shifted from a collaborative of community organizations, university researchers, and reform groups to a formal foundation with an activist staff, driven by both external political pressure and internal critique of its own practice. → Dorothy Shipps 1999

Evidence¶

Dorothy Shipps 1999¶

Dorothy Shipps, Karin Sconzert, with Holly Swyers. (1999). The Chicago Annenberg Challenge: The First Three Years. Consortium on Chicago School Research. https://consortium.uchicago.edu/publications/chicago-annenberg-challenge-first-three-years

q2 · i? · qualitative · r2

Historical and documentary analysis of the Challenge's development from 1995 to 1998, drawing on organizational documents, meeting notes, and interviews. The authors conclude the organization experienced "a rapid process of organizational learning" toward a formal foundation with an activist staff.

"The Chicago Annenberg Challenge has gone through a rapid process of organizational learning that re- shaped its identity from a collabo- rative of community organizations, university researchers, and educa- tion reform groups into a formal foundation pursuing a strategic vi- sion with an activist staff."

Discussion¶

Related Claims¶

• First-year (1995) Challenge grantmaking concentrated on networks with higher-education and community-based partners, which received most grants and dollars — related
• City leaders showed substantial lack of knowledge of the Chicago Annenberg Challenge, with about half of business and government leaders unable to describe its goals — related