Governments around the world have adopted school self-evaluation as an essential corollary to the local management of schools. Typically this has been accompanied by prescribed frameworks, indicators and scoring systems, tending to promote a form of ritual self-inspection rather than an ongoing and dynamic process of self-evaluation. It is argued that these have derived more from an accountability imperative than an improvement motive and as such have tended to disempower rather than empower schools. This article examines the inherent tensions between external accountability and internally driven school improvement. The example of Hong Kong's new relationship with schools is used to illustrate how those issues play out in the implementation of large-scale reform, drawing parallels and contrasts with Ofsted's New Relationship with Schools in England. The responsiveness of Hong Kong's Education Development Bureau to evidence from independent research carries lessons for other countries in which such evidence has been ignored or marginalised by policy-makers. It is, in many respects, an exemplary case study of change management. [Copyright of School Leadership & Management is the property of Routledge. Full article may be available at the publisher's website: http://dx.doi.org/10.1080/13632430802292332]
