Brain barriers stunt the growth of organizational change.
Many people only see what they want to see. Those who fear change are often unable to perceive the vision.
People are afraid to move out of their comfort zone.
Many individuals would prefer to remain complacent rather than taking a risk.
Change requires sustainability.
Key words: Continuous Improvement and Purpose.
The bar has been raised through the efforts of NCLB, but statistics indicate that the achievement gap still exists.
This goes back to the need for improving the social environment. How can we close the academic achievement gap when the socioeconomic gap is vast? How can we compare the deprived to the affluent and still call it norm-referenced? It is the same concept as comparing apples to oranges. Education can only be effectively reformed if we begin with the restructuring of the social environment.
True Leaders are not intimidated by exceptional employees. Rather than adopting the old “crab” mentality, put your best employees in the best position to be promoted.
In order to convince others to follow your vision, you must first develop a relationship with your employees.
No longer is the principal regarded as merely the instructional leader, the leader is an agent of change.
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.