Twenty-six articles based on social science research and the experience of practicing change agents deal with the elements necessary to understand change processes in educational organizations. These are (1) a comprehensive organizational perspective, that is, an understanding of crucial organizational subsystems and processes involved in innovation; (2) familiarity with strategies that can be used to cause and support educational changes, such as leadership dynamics, change agents, organizational politics, and the use of program evaluation processes; and (3) practical experience with the dynamics of educational change through case studies about attempts to change educational organizations. The articles concern change and innovation at both the elementary-secondary level and that of higher education. Many of the articles, since they are from a research tradition, use the social sciences to investigate change. A number of practice-oriented articles describe the experiences of applied administration to complement and broaden the research. (Author/MLF)