If presented as challenges to practitioners' conventional assumptions about organizations, new views of educational administration might find greater acceptance. Practical experience shows, for example, that variance and unpredictability are phenomena normal to all organizations. Schools, too, are loosely coupled systems. Nor are decision processes rationally based--a fact that managers could use to advantage. The environment is still another misunderstood idea; the best organizations create their environments by fostering many small experiments. Conventional management theory suggests that effort and success are tightly linked, yet more effectiveness comes from scattering resources across multiple preferences. A principal might press for a desired result in several areas, including materials, training, and time allocations. Coworker congeniality is a fifth misguided assumption; rather, organizations are incentive exchange systems where persons pursue goals by contributing to the goals of others. Nor are ineffeciencies like redundancy and overlap necessarily injurious: they are more likely to serve the organization well. Finally, goals, charts, and job descriptions are thought to concern managers more than the persons behind such items. The converse is true. Managers would be wise to consider these seven "new" views as potentially powerful tools. (KS)