michael fullan - william allan kritsonis, phd - professor of educational leadership, the university...

8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education

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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 Uniersit!Prairie View A&M Uniersit!"e#as A&M Uniersit! $!stem"e#as A&M Uniersit! $!stem

EDUL %'( )rgani*ationalEDUL %'( )rgani*ational

Deelopment and +hangeDeelopment and +hange

$pring -($pring -(



(he hange Pu**le…



+hy Is hange omple!…,

-ullan sees comple! change as a process

that cannot be understood and handled

simply in terms of cause and effect. Instead

of managing such situations by applying localfi!es& e should go ith a developed and

refined process. -or those comple! changes&

the leader should %be committed to certain

values& but uncertain to pathays.'



+hat is hange…,

1) /e 0aterials

2) /e ehaviorsPractices

) /e eliefs and 3nderstandings



/e Insights…

-ullan is a proponent of mentoring. 4e

believes that mentors gain as much from their

prot5g5s as their prot5g5s do from them.

4e believes that thin6ing outside of the bo! is

sometimes difficult because of overload and

vulnerability but a ne mindset on neinsights can help a person truly lead.



rain arriers

1. -ailure to See

2. -ailure to 0ove

. -ailure to -inish



-ailure to See

(he

comprehensiveness

mista6e

(he %I get it' mista6e

Illuminate the right

thing



-ailure to 0ove

(he clearer the ne vision&

the more immobili*ed people

become.



7ight (hing Poorly(he clearer the ne vision& the easier it

is for people to see all the specific ays

in hich they ill be incompetent and

loo6 stupid. 0any prefer to be

competent at the rong thing than

incompetent at the right thing.



-ailure to -inish

People get tired.

People get lost.



Wa!s to .rea/ "hroughWa!s to .rea/ "hrough

.arriers.arriersonceive

elieve Achieve



8ight 8lements of Sustainability

Sustainability is the capacity of the

system to engage in the comple!ities ofcontinuous improvement ith values of

deep human purpose 9-ullan& 2::;).



1. Public service ith moral

purpose. 7aise the bar <

close the gap of

student learning

e respectful Improve the social

environment



2. ommitment to changing

conte!t at all levels0andatory initiativessuch as /L onlychange a tiny slice

of the conte!t. In order for

transformationalchange to occur& it

must motivate orgive people theability to succeed.



. Lateral capacity building

through netor6sollaborationrather than

competitionLin6 the

ineffective

ith theeffective



". =ertical and co$

development relationships. =ertical relationships

9statedistrict&

districtschool& etc.)

must bestrengthened

through…

S3PP>7( <

78S>378S



;. ?eep learning

Learn from your actions.

-ail intelligently.

8!change of ideas fostersthe cohesiveness of a

group.



@. ?ual commitment to short$

term and long$term results Ascertain long$term

results hile

committing to short$

term obectives



B. yclical energi*ing

Sustainability is

cyclical and

continuous.

8nergy 9physical&emotional& mental&

spiritual) is reCuired.

(ime and ingenuityare reCuired for the

ne!t brea6through.



D. (he long lever of leadership

Long term impactE

80P>+87

>(487S(o

L8A?



7elationship uilding as ahange AgentSuccessful principals reach out to

their parents and community andor6 hard to e!pand the

professional capacity of the

teachers to develop a coherentprofessional community.



Professional Learning

ommunities-oster the conditions reCuired for

school groth

?evelop a commitment to a mutualpurpose

Shared belief in ongoing common

actions?evelop school capacity



hange and the Pedagogy of

onstructivism

Alays involve your teachers in the processF

/ever innovate the most.Gou canHt ust have the best ideas.

Appreciate the implementation dip.

Involve those that resist you and transformculture.



ey Players of hangeE School

Principals$ (eachers$ Schools School Principals$ #ate6eeper of change.

(eachers$ It depends on hat each individual

thin6s and doesF (eachersH s6ills and

dispositions are important to the success ofthe organi*ation.

Schools$ 0ust build professional learning

communities& have program coherence& andtechnical resources.



ey +ords

8!tinction

0oral purpose

3nderstanding change?eveloping relationships

noledge building

oherence ma6ing



?r. -ullanHs eliefs

%Leadership& then& is not mobili*ing others tosolve problems e already 6no ho to solve&but to help them confront problems that havenever yet been successfully addressed.'

0oral purpose cannot ust be stated& it must beaccompanied by strategies for reali*ing it& andthose strategies are the leadership actions thatenergi*e people to pursue a desired goal.

Leading in a culture of change is udged byhat leadership you produce in others.



auses of Ineffective hange

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 ho thin6 that it is enough to have the best

ideas. Leaders ho do not appreciate early difficulties hen

trying something ne.

Leaders ho do not redefine resistance as a potentialpositive force and never re$culture.



Leadership for hange

8ngage peopleHs moral purpose

uild capacity

3nderstand the change process

?evelop cultures for learning

?evelop cultures of evaluation

-ocus on leadership for change

-oster coherence ma6ing

ultivate tri$level development



>n #oing Journey to etter

Schools

7eform in schools through cultural change

and school capacity is the 6ey to success

omponent 1$ teacherHs 6noledge and s6ills

omponent 2$ professional community

omponent $ program coherence

omponent "$ teacher resources

omponent ;$ principal leadership



7ecommendations for the -uture

(here must be a moral purpose

3nderstand the change process

uild relationshipsnoledge building

oherence ma6ing



Summary

Leadership building and 6noledge

building ill continue to be the tin

bu**ords for the future.

michael fullan - william allan kritsonis, phd - professor of educational leadership, the university...

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