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.”
The 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.
All learning is a continual process of making meaning
Share and sustain ideas within the organization
Avoid the imposition of top-down reform
Teacher and schools should be seen as moral change agents
Make democratic communities possible
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.
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.