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In this article, Grint's model of leadership is used to shape discussions of how "problems" are responded to in the context of a preschool in an Australian regional town. Authority styles are described as command, management, or leadership. These authority styles result in approaching problems as "crises," "tame problems" or "wicked problems" and approaching racial difference in terms of computed "essentialism," "evasion," or "cognizance." This article engages with the approach to "wicked problems" by arguing that framing complex issues, such as race differences, as "wicked problems" allows for multiple ways of thinking through issues which are not possible if they are framed as "crises" or "tame problems." In this article, we examine a number of examples from the preschool of how "wicked problems" occur in daily practice. (Contains 2 notes.)

Developing successful schooling sites in multiracial regional town contexts can often be quite challenging. This paper examines the work done in one such pre-schooling context in a medium-sized regional town where racial and ethnic tensions are high and where many families struggle with social/emotional/economic challenges. This pre-school setting has been identified in the community and within bureaucratic structures as being successful with regard to a high level of parental engagement and a positive management of racial tensions. In order to describe this success we identify a range of practices which distinguish this educational setting from others in the town. Primarily we focus on the notion of hospitality and the practice of yarnin'. This analysis arises out of ethnographic work at the preschool.