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FULLAN’S  MODEL FOR CHANGE <ul><li>Fullan believes that to begin the change process you must first have a moral purpose. <...
<ul><li>Leaders must understand the change process.  They must understand the complexity involved in change.   </li></ul><...
<ul><li>Coherence Making is the final step of understanding the change. </li></ul><ul><ul><ul><li>Change creates disequili...
EXAMINATION OF FULLAN’S 5 POINTS LEADERSHIP AND MORAL PURPOSE <ul><li>Every leader, to be effective, must have a moral pur...
<ul><li>Moral purpose should have a purpose and a passion. </li></ul><ul><li>Authentic leaders have a distinctive style an...
<ul><li>Effective leadership has: </li></ul><ul><ul><li>Strategies that mobilize many people to tackle tough problems </li...
LEADERSHIP MUST UNDERSTAND THE CHANGE PROCESS <ul><li>Goal of leadership is not to innovate the most! </li></ul><ul><li>It...
LEADERS MUST UNDERSTAND THAT RELATIONSHIPS ARE ESSENTIAL <ul><li>“ If moral purpose is job one, relationships are job two ...
<ul><li>Effective leaders constantly foster purposeful interaction and problem solving. </li></ul><ul><li>Effective leader...
<ul><li>Learning communities must have access to appropriate materials and resources. </li></ul><ul><li>Strong learning co...
KNOWLEDGE BUILDING <ul><li>When you are going through the change process leaders must focus the group on the new informati...
<ul><li>The culture of the organization has to include sharing of information.  In turn, sharing of information creates a ...
<ul><li>Organizations that create and share knowledge are characterized by the ability to; </li></ul><ul><ul><li>Share tac...
<ul><li>Michael Fullan uses a term called “slow knowing” to describe a leadership quality.  </li></ul><ul><li>He states th...
COHERENCE   MAKING <ul><li>Good leadership requires the process of making meaning out of the changes. </li></ul><ul><li>Le...
There are 2 types of commitment—external and internal: <ul><li>External is triggered by management policies—we have to do ...
<ul><li>Michael Fullan stated “In many organizations, the problem is not the absence of innovations, but the presence of t...
<ul><li>Leadership must be able to adapt to the unexpected and tweak the “status quo” if needed. </li></ul><ul><li>Change ...
<ul><li>Michael Fullan uses a term called “slow knowing” to describe a leadership quality.  </li></ul><ul><li>He states th...
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Fullans Power Point

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Change by Fullan

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  1. 1. FULLAN’S MODEL FOR CHANGE <ul><li>Fullan believes that to begin the change process you must first have a moral purpose. </li></ul><ul><ul><li>Moral Purpose means acting with the intention of making a positive difference in the lives of the people it affects. </li></ul></ul>
  2. 2. <ul><li>Leaders must understand the change process. They must understand the complexity involved in change. </li></ul><ul><li>The single common factor to every successful change initiative is that relationships improve. </li></ul><ul><li>There must be the creation and sharing of new knowledge. </li></ul><ul><ul><ul><li>Fullan believes that people won’t share information unless they are committed to the project and that also includes that they believe there is a moral purpose. </li></ul></ul></ul>
  3. 3. <ul><li>Coherence Making is the final step of understanding the change. </li></ul><ul><ul><ul><li>Change creates disequilibrium, which can be uncomfortable. People have to make sense of the process for themselves. </li></ul></ul></ul>
  4. 4. EXAMINATION OF FULLAN’S 5 POINTS LEADERSHIP AND MORAL PURPOSE <ul><li>Every leader, to be effective, must have a moral purpose. </li></ul><ul><li>Moral purpose should be involved in both the process and the end product. </li></ul><ul><li>Moral purpose cannot just be stated. It must have strategies to make it happen. </li></ul><ul><li>Moral purpose is difficult because you have to contend with the different ideas and cultures that people in an organization bring to the community. </li></ul><ul><li>Culture and core values are often the glue that holds an organization together </li></ul>
  5. 5. <ul><li>Moral purpose should have a purpose and a passion. </li></ul><ul><li>Authentic leaders have a distinctive style and have ideals, values and purposes. They “display character.” </li></ul><ul><li>They are morally diligent in advancing the project. </li></ul><ul><li>They know that cooperative groups thrive and selfish ones do not. </li></ul><ul><li>They know that most people have both “egotistic and altruistic desires” and realized that that’s O.K. </li></ul>
  6. 6. <ul><li>Effective leadership has: </li></ul><ul><ul><li>Strategies that mobilize many people to tackle tough problems </li></ul></ul><ul><ul><li>Accountability that can be measured </li></ul></ul><ul><ul><li>An explicit “making a difference sense of purpose” </li></ul></ul><ul><ul><li>Assessment that can be measured by the extent it awakens the intrinsic commitment of others—it mobilizes everyone’s sense of moral purpose </li></ul></ul>
  7. 7. LEADERSHIP MUST UNDERSTAND THE CHANGE PROCESS <ul><li>Goal of leadership is not to innovate the most! </li></ul><ul><li>It is not enough to have the best ideas. </li></ul><ul><li>Leadership must appreciate the early difficulties of trying something new. </li></ul><ul><li>Leadership must look at resistance as a positive force in the change process. </li></ul><ul><li>Leadership must re-culture the organization during the change process. </li></ul><ul><li>Never perceive change as a check-list, but always as a complex system. </li></ul>
  8. 8. LEADERS MUST UNDERSTAND THAT RELATIONSHIPS ARE ESSENTIAL <ul><li>“ If moral purpose is job one, relationships are job two as you can’t get anything done without them.” </li></ul><ul><li>According to some experts on organizational leadership, the differences between effective and ineffective leaders are how much they really care about the people they lead. </li></ul><ul><li>According to Fullan, “It is the interactions and relationships among people, not the people themselves, that makes the difference in an organizational success. </li></ul><ul><li>Relationships within an organization are essential to consider during the change process. </li></ul>
  9. 9. <ul><li>Effective leaders constantly foster purposeful interaction and problem solving. </li></ul><ul><li>Effective leaders are often wary of consensus. </li></ul><ul><li>If relationships were good prior to the changes, they become better during the process. </li></ul><ul><li>Leaders must create learning communities that enhance the skills and knowledge of the people in the organization. </li></ul><ul><li>Learning communities can be channeled to promote organizational innovations while maintaining coherence. </li></ul><ul><li>People in a learning community must have a common culture of expectations and must be held accountable. </li></ul>
  10. 10. <ul><li>Learning communities must have access to appropriate materials and resources. </li></ul><ul><li>Strong learning communities can make matters worse if the leadership doesn’t carefully monitor relationships and behaviors. </li></ul><ul><li>Effective learning communities share knowledge and collaborate, often making a breakthrough decision. </li></ul><ul><li>The role of the leader is to ensure that the learning community develops relationships that produce desired results. </li></ul><ul><li>In several studies, the leadership, or lack of it accounted for the difference in whether a strong professional learning community developed that affected student learning in a positive way. </li></ul><ul><li>Knowledge of the teachers is very important but you must move them into professional learning communities to channel changes into a coherent program. </li></ul>
  11. 11. KNOWLEDGE BUILDING <ul><li>When you are going through the change process leaders must focus the group on the new information. </li></ul><ul><li>Change doesn’t happen when you place changed individuals into the environment. You have to create a new environment and new settings. </li></ul><ul><li>People have to be able to share information and that requires that people listen to each other. Listening depends on good relationships within the organization. </li></ul>
  12. 12. <ul><li>The culture of the organization has to include sharing of information. In turn, sharing of information creates a collaborative culture, which cycles back to more sharing. </li></ul><ul><li>Leaders in a culture of change must access tacit knowledge from members of the group. </li></ul><ul><li>Tacit knowledge is what people know, but don’t necessarily verbalize—how the organization works below the level of discussion or consciousness. </li></ul>
  13. 13. <ul><li>Organizations that create and share knowledge are characterized by the ability to; </li></ul><ul><ul><li>Share tacit and explicit information </li></ul></ul><ul><ul><li>Share the same set of beliefs </li></ul></ul><ul><ul><li>Create professional development opportunities </li></ul></ul><ul><ul><li>Communicate both up and down in the hierarchy </li></ul></ul>
  14. 14. <ul><li>Michael Fullan uses a term called “slow knowing” to describe a leadership quality. </li></ul><ul><li>He states that the more patient modes of leadership are very well suited to making sense of intricate situation, complex and ill-defined problems. </li></ul><ul><li>Slow knowing means absorbing the disturbances and drawing out new patterns. </li></ul><ul><li>People need to internalize the process of change—the change itself and the unexpected effects of the change, including relationships. </li></ul>
  15. 15. COHERENCE MAKING <ul><li>Good leadership requires the process of making meaning out of the changes. </li></ul><ul><li>Leadership is difficult in a climate of change because of the disequilibrium and people must understand what is happening. </li></ul><ul><li>Once people start to make meaning of the change and it has coherence, new patterns may emerge. </li></ul><ul><li>When the changes are perceived positively it creates energy, enthusiasm and generates other positive changes. </li></ul><ul><li>Good effective leaders make people feel that even in the most difficult times, problems can be discussed productively. </li></ul><ul><li>Effective leaders have confidence, not always certainty. </li></ul><ul><li>Effective leaders have enthusiasm, which can be contagious. </li></ul>
  16. 16. There are 2 types of commitment—external and internal: <ul><li>External is triggered by management policies—we have to do this task. This starts the wheels turning and puts the change into motion. This can be a motivation to get involved. </li></ul><ul><li>Internal is triggered by a sense of accomplishment. We are getting the job done and that gives us a good feeling. This generates a “collective mobilization” that can energize the project </li></ul>
  17. 17. <ul><li>Michael Fullan stated “In many organizations, the problem is not the absence of innovations, but the presence of too many disconnected, episodic, piecemeal projects with superficial implementation.” </li></ul><ul><li>When an organization is in the process of change people have to let go of previous ideas, yet keep the new ideas under control. </li></ul><ul><li>Change creates “messiness” and messiness is seen as disequilibrium. </li></ul><ul><li>An organization is a living system. </li></ul><ul><li>Living systems must change and grow or they will die. </li></ul><ul><li>Living systems never change on a pure linear path. </li></ul>
  18. 18. <ul><li>Leadership must be able to adapt to the unexpected and tweak the “status quo” if needed. </li></ul><ul><li>Change should create a disturbance in a way that matches some of the desired outcomes. </li></ul><ul><li>Productive “disturbance” occurs when there is a moral purpose to the change. </li></ul><ul><li>People will work towards a higher goal if they see the purpose of the change and if it makes sense to them! </li></ul><ul><li>To make things coherent policies and strategies have to be aligned with assessment and professional development. </li></ul><ul><li>The actual solutions to the problem may come from the people closest to the situation. </li></ul>
  19. 19. <ul><li>Michael Fullan uses a term called “slow knowing” to describe a leadership quality. </li></ul><ul><li>He states that the more patient modes of leadership are very well suited to making sense of intricate situation, complex and ill-defined problems. </li></ul><ul><li>Slow knowing means absorbing the disturbances and drawing out new patterns. </li></ul><ul><li>People need to internalize the process of change—the change itself and the unexpected effects of the change, including relationships. </li></ul><ul><li>Effective leaders always see the bigger picture. </li></ul><ul><li>Leadership must be developed at all levels of the organization, and new leaders cultivated for the future. </li></ul><ul><li>People must have a shared commitment to the project and there must be lateral and hierarchal accountability. </li></ul>
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