michael fullan by william allan kritsonis, phd
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8/8/2019 Michael Fullan by William Allan Kritsonis, PhD
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Leadership:
The Ideas of Michael FullanPresented by
William Allan Kritsonis, PhDWilliam Allan Kritsonis, PhD
Professor Professor
PhD Program in EducationalPhD Program in Educational
LeadershipLeadership
Prairie View A&M UniversityPrairie View A&M UniversityTexas A&M University SystemTexas A&M University System
EDUL 7043 OrganizationalEDUL 7043 Organizational
Development and ChangeDevelopment and Change
Spring 2010Spring 2010
8/8/2019 Michael Fullan by William Allan Kritsonis, PhD
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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--- ³not
turnover, but discontinuity of directionis 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 localfixes, we should go with a developed and
refined process. For those complex changes,
the leader should ³be 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 newinsights 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 See
The
comprehensiveness
mistake The ³I get it´ mistake
Illuminate the right
thing
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Failure to Move
The clearer the new vision,
the more immobilized people
become.
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Right Thing Poorly
The clearer the new vision, the easier it
is for people to see all the specific ways
in which they will be incompetent andlook stupid. Many prefer to be
competent at the wrong thing than
incompetent at the right thing.
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Failure to Finish
People get tired.
People get lost.
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Ways to Break ThroughWays to Break Through
BarriersBarriers
Conceive
Believe
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 initiativessuch as NCLB onlychange a tiny slice
of the context. In order for
transformationalchange to occur, it
must motivate or give people theability to succeed.
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3. Lateral capacity building
through networks
Collaborationrather than
competition Link the
ineffective
with theeffective
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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 learning
Learn from your actions.
Fail intelligently.
Exchange of ideas fostersthe cohesiveness of a
group.
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6. Dual commitment to short-
term and long-term results
Ascertain 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 ingenuityare required for the
next breakthrough.
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8. The long lever of leadership
Long term impact:
EMPOWER
OTHERS
To
LE AD
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Relationship Building as a
Change Agent
Successful principals reach out to
their parents and community andwork hard to expand the
professional capacity of the
teachers to develop a coherentprofessional community.
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Professional Learning
Communities
Foster the conditions required for school
growth
Develop a commitment to a mutualpurpose
Shared belief in ongoing common
actions Develop school capacity
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The New Meaning of
Educational Change
Create conditions todevelop the capacityto learn for
individuals and theorganization as awhole.
Focus on changing
the culture of classrooms andschools
Emphasizerelationship buildingand values
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Develop Shared Meaning
All learning is a continual process of making meaning
Share and sustain ideas within theorganization
Avoid the imposition of top-down reform
Teacher and schools should be seen as
moral change agents Make 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 transformculture.
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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 does! Teachers¶ skills and
dispositions are important to the success of
the organization.
Schools- Must build professional learning
communities, have program coherence, andtechnical resources.
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Key Words
Extinction
Moral purpose
Understanding change Developing relationships
Knowledge building
Coherence making
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Dr. Fullan¶s Beliefs
³Leadership, then, is not mobilizing others tosolve problems we already know how tosolve, 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 adesired goal.
Leading in a culture of change is judged bywhat 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 changeprocess, 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 whentrying something new.
Leaders who do not redefine resistance as a potentialpositive force and never re-culture.
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Main Agent of Change in
Schools
³The single most important factor ensuringthat all students meet performance goals at
the site level is the leadership of theprincipal.´
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 purpose
Understand the change process
Build relationships Knowledge building
Coherence making
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Summary
Leadership building and knowledge
building will continue to be the twin
buzzwords for the future.
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