Pinchot (1994) addresses this topic: 'Despite all its successes, respect for bureaucracy is declining. As in many other areas of life, what brought great success in the past has become today's limitation. Suddenly everyone knows that bureaucracy is slowing us down and keeping our organizations internally focused and devoid of creativity. It's time to question bureaucracy.' It is the beginning of a journey and a great opportunity for organizations to leave behind the bureaucratic system and become more productive and effective. It should start by relying on a system that develops and expresses the intelligence, judgment, collaborative skills, and responsibility of its members. Changing the structure does not mean reorganizing the organization chart according to a new hierarchical model, but focusing on unleashing the potential of the people who work within the organization. The focus of the change will be to provide the conditions for staff to be able to learn in order to lead freely. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay MacBeath and Mortimore (2001) in their studies on school effectiveness, argued that the system and culture of schools can separate people and prevent them from working in a coherent and collegial manner. The bureaucratic management approach may be one of the main reasons for this. Organizations work the way they work because of the way people do. The rules and regulations will not eliminate problems within the school even if they are changed. The challenges that schools face are most profoundly influenced by the type of mental models and relationship between staff members and the management that oversees the schools. To improve a school system you need to first look at how people think and interact together before changing the rules. Otherwise, the new organizational policies and structures will fade away over time and the organization will return to how it was. Schools that train people to obey authority and follow rules unquestioningly and without being part of the decision-making process will have poorly prepared their students to be involved in the world we live in. Seyomer Sarason (1990) argues that effective school reform cannot occur until people move beyond superficial conceptions of educational systems. They should recognize the invisible values ​​and attitudes about power, privilege, and knowledge that keep existing structures, regulations, and authority relationships in place. If there aren't fundamental changes in how people think and interact, as well as how they accept and explore new ideas through discussion or professional development, things won't go well. By reducing the bureaucracy management approach, the first goal should be to have a team learning discipline. Having a group of staff interacting through skillful dialogue and discussion will transform collective thinking and learning into energetic and effective action. Team learning can be fostered in staff meetings, in classrooms, and between parents and teachers. According to David Pedder and John MacBeath's (2008) article on school effectiveness and improvement, one of the main characteristics of schools promoting learning how to learn (LHTL) is the promotion of self-evaluation policy. It is essential that schools begin to understand themselves better and grasp the vital connections between classroom learning, school management and networking..