fullan group project answers 1 5[1]
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Leadership: The Ideas of Michael FullanPresented by
William Allan Kritsonis, PhDWilliam Allan Kritsonis, PhD
ProfessorProfessor
PhD Program in Educational PhD Program in Educational LeadershipLeadership
Prairie View A&M UniversityPrairie View A&M University
Texas A&M University SystemTexas A&M University System
EDUL 7043 Organizational EDUL 7043 Organizational Development and ChangeDevelopment and Change
Spring 2010Spring 2010
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Leadership Is…
1) Strategy of the decade.2) About the number of other leaders you
cultivate and remain after you leave.3) A matter of building trust amidst high
expectations.4) Good succession planning--- “not
turnover, but discontinuity of direction is the problem.”
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The Change Puzzle…
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Why Is Change Complex…?
Fullan sees complex change as a process that cannot be understood and handled simply in terms of cause and effect. Instead of managing such situations by applying local fixes, we should go with a developed and refined process. For those complex changes, the leader should “be committed to certain values, but uncertain to pathways.”
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What is Change…?
1) New Materials
2) New Behaviors/Practices
3) New Beliefs and Understandings
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New Insights…
Fullan is a proponent of mentoring. He believes that mentors gain as much from their protégés as their protégés do from them.
He believes that thinking outside of the box is sometimes difficult because of overload and vulnerability but a new mindset on new insights can help a person truly lead.
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Brain Barriers
1. Failure to See
2. Failure to Move
3. Failure to Finish
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Failure to SeeThe
comprehensiveness mistake
The “I get it” mistake Illuminate the right
thing
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Failure to MoveThe clearer the new vision,
the more immobilized people become.
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Right Thing PoorlyThe clearer the new vision, the easier it
is for people to see all the specific ways in which they will be incompetent and look stupid. Many prefer to be competent at the wrong thing than incompetent at the right thing.
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Failure to FinishPeople get tired.People get lost.
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Ways to Break Through Ways to Break Through BarriersBarriers
ConceiveBelieve Achieve
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Eight Elements of Sustainability
Sustainability is the capacity of the system to engage in the complexities of continuous improvement with values of deep human purpose (Fullan, 2005).
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1. Public service with moral purpose. Raise the bar &
close the gap of student learning
Be respectful Improve the social
environment
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2. Commitment to changing context at all levels
Mandatory initiatives such as NCLB only change a tiny slice of the context.
In order for transformational change to occur, it must motivate or give people the ability to succeed.
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3. Lateral capacity building through networksCollaboration
rather than competition
Link the ineffective with the effective
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4. Vertical and co-development relationships.
Vertical relationships (state/district, district/school, etc.) must be strengthened through…
SUPPORT & RESOURCES
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5. Deep learningLearn from your actions.Fail intelligently. Exchange of ideas fosters
the cohesiveness of a group.
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6. Dual commitment to short-term and long-term resultsAscertain long-term
results while committing to short-term objectives
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7. Cyclical energizing Sustainability is
cyclical and continuous.
Energy (physical, emotional, mental, spiritual) is required.
Time and ingenuity are required for the next breakthrough.
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8. The long lever of leadership Long term impact:
EMPOWER
OTHERS
To
LEAD
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Relationship Building as a Change Agent
Successful principals reach out to their parents and community and work hard to expand the professional capacity of the teachers to develop a coherent professional community.
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Professional Learning CommunitiesFoster the conditions required for school
growth Develop a commitment to a mutual
purposeShared belief in ongoing common
actionsDevelop school capacity
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The New Meaning of Educational Change
Create conditions to develop the capacity to learn for individuals and the organization as a whole.
Focus on changing the culture of classrooms and schools
Emphasize relationship building and values
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Develop Shared MeaningAll learning is a continual process of
making meaningShare and sustain ideas within the
organizationAvoid the imposition of top-down reformTeacher and schools should be seen as
moral change agentsMake democratic communities possible
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Change and the Pedagogy of Constructivism
Always involve your teachers in the process! Never innovate the most.You can’t just have the best ideas.Appreciate the implementation dip.Involve those that resist you and transform culture.
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Key Players of Change: School Principals- Teachers- Schools School Principals- Gatekeeper of change. Teachers- It depends on what each individual
thinks and do! Teachers’ skills and dispositions are important to the success of the organization.
Schools- Must build professional learning communities, have program coherence, and technical resources.
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Key WordsExtinctionMoral purpose Understanding changeDeveloping relationshipsKnowledge buildingCoherence making
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Dr. Fullan’s Beliefs “Leadership, then, is not mobilizing others to
solve problems we already know how to solve, but to help them confront problems that have never yet been successfully addressed.”
Moral purpose cannot just be stated, it must be accompanied by strategies for realizing it, and those strategies are the leadership actions that energize people to pursue a desired goal.
Leading in a culture of change is judged by what leadership you produce in others.
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Causes of Ineffective Change Leaders not guided by moral purpose. Leaders that do not fully understand the change
process, but may have moral purpose. Leaders that innovate the most and do not improve
relationships. Leaders who think that it is enough to have the best
ideas. Leaders who do not appreciate early difficulties when
trying something new. Leaders who do not redefine resistance as a potential
positive force and never re-culture.
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Main Agent of Change in Schools
“The single most important factor ensuring that all students meet performance goals at the site level is the leadership of the principal.” Michael Fullan
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Leadership for Change Engage people’s moral purpose Build capacity Understand the change process Develop cultures for learning Develop cultures of evaluation Focus on leadership for change Foster coherence making Cultivate tri-level development
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On Going Journey to Better Schools
Reform in schools through cultural change and school capacity is the key to success
Component 1- teacher’s knowledge and skills Component 2- professional community Component 3- program coherence Component 4- teacher resources Component 5- principal leadership
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Recommendations for the Future
There must be a moral purposeUnderstand the change processBuild relationshipsKnowledge buildingCoherence making
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SummaryLeadership building and knowledge
building will continue to be the twin buzzwords for the future.