Fullan group project answers 1 5[1]


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  • 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 group project answers 1 5[1]

    1. 1. Leadership: The Ideas of Michael Fullan <ul><li>Presented by </li></ul><ul><li>William Allan Kritsonis, PhD </li></ul><ul><li>Professor </li></ul><ul><li>PhD Program in Educational Leadership </li></ul><ul><li>Prairie View A&M University </li></ul><ul><li>Texas A&M University System </li></ul><ul><li>EDUL 7043 Organizational Development and Change </li></ul><ul><li>Spring 2010 </li></ul>                            
    2. 2. Leadership Is… <ul><li>Strategy of the decade. </li></ul><ul><li>About the number of other leaders you cultivate and remain after you leave. </li></ul><ul><li>A matter of building trust amidst high expectations. </li></ul><ul><li>Good succession planning--- “not turnover, but discontinuity of direction is the problem.” </li></ul>
    3. 3. The Change Puzzle…
    4. 4. Why Is Change Complex…? <ul><li>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.” </li></ul>
    5. 5. What is Change…? <ul><li>New Materials </li></ul><ul><li>New Behaviors/Practices </li></ul><ul><li>New Beliefs and Understandings </li></ul>
    6. 6. New Insights… <ul><li>Fullan is a proponent of mentoring. He believes that mentors gain as much from their protégés as their protégés do from them. </li></ul><ul><li>He believes that thinking outside of the box is sometimes difficult because of overload and vulnerability but a new mindset on new insights can help a person truly lead. </li></ul>
    7. 7. Brain Barriers <ul><li>Failure to See </li></ul><ul><li>Failure to Move </li></ul><ul><li>Failure to Finish </li></ul>
    8. 8. Failure to See <ul><li>The comprehensiveness mistake </li></ul><ul><li>The “I get it” mistake </li></ul><ul><li>Illuminate the right thing </li></ul>
    9. 9. Failure to Move <ul><li>The clearer the new vision, the more immobilized people become. </li></ul>
    10. 10. Right Thing Poorly <ul><li>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. </li></ul>
    11. 11. Failure to Finish <ul><li>People get tired. </li></ul><ul><li>People get lost. </li></ul>
    12. 12. Ways to Break Through Barriers <ul><li>Conceive </li></ul><ul><li>Believe </li></ul><ul><li>Achieve </li></ul>
    13. 13. Eight Elements of Sustainability <ul><li>Sustainability is the capacity of the system to engage in the complexities of continuous improvement with values of deep human purpose (Fullan, 2005). </li></ul>
    14. 14. 1. Public service with moral purpose. <ul><li>Raise the bar & close the gap of student learning </li></ul><ul><li>Be respectful </li></ul><ul><li>Improve the social environment </li></ul>
    15. 15. 2. Commitment to changing context at all levels <ul><li>Mandatory initiatives such as NCLB only change a tiny slice of the context. </li></ul><ul><li>In order for transformational change to occur, it must motivate or give people the ability to succeed. </li></ul>
    16. 16. 3. Lateral capacity building through networks <ul><li>Collaboration rather than competition </li></ul><ul><li>Link the ineffective with the effective </li></ul>
    17. 17. 4. Vertical and co-development relationships. <ul><li>Vertical relationships (state/district, district/school, etc.) must be strengthened through… </li></ul><ul><li>SUPPORT & </li></ul><ul><li>RESOURCES </li></ul>
    18. 18. 5. Deep learning <ul><li>Learn from your actions. </li></ul><ul><li>Fail intelligently. </li></ul><ul><li>Exchange of ideas fosters the cohesiveness of a group. </li></ul>
    19. 19. 6. Dual commitment to short-term and long-term results <ul><li>Ascertain long-term results while committing to short-term objectives </li></ul>
    20. 20. 7. Cyclical energizing <ul><li>Sustainability is cyclical and continuous. </li></ul><ul><li>Energy (physical, emotional, mental, spiritual) is required. </li></ul><ul><li>Time and ingenuity are required for the next breakthrough. </li></ul>
    21. 21. 8. The long lever of leadership <ul><li>Long term impact: </li></ul><ul><li>EMPOWER </li></ul><ul><li>OTHERS </li></ul><ul><li>To </li></ul><ul><li>LEAD </li></ul>
    22. 22. Relationship Building as a Change Agent <ul><li>Successful principals reach out to their parents and community and work hard to expand the professional capacity of the teachers to develop a coherent professional community. </li></ul>
    23. 23. Professional Learning Communities <ul><li>Foster the conditions required for school growth </li></ul><ul><li>Develop a commitment to a mutual purpose </li></ul><ul><li>Shared belief in ongoing common actions </li></ul><ul><li>Develop school capacity </li></ul>
    24. 24. The New Meaning of Educational Change <ul><li>Create conditions to develop the capacity to learn for individuals and the organization as a whole. </li></ul><ul><li>Focus on changing the culture of classrooms and schools </li></ul><ul><li>Emphasize relationship building and values </li></ul>
    25. 25. Develop Shared Meaning <ul><li>All learning is a continual process of making meaning </li></ul><ul><li>Share and sustain ideas within the organization </li></ul><ul><li>Avoid the imposition of top-down reform </li></ul><ul><li>Teacher and schools should be seen as moral change agents </li></ul><ul><li>Make democratic communities possible </li></ul>
    26. 26. 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.
    27. 27. Key Players of Change: School Principals- Teachers- Schools <ul><li>School Principals- Gatekeeper of change. </li></ul><ul><li>Teachers- It depends on what each individual thinks and do! Teachers’ skills and dispositions are important to the success of the organization. </li></ul><ul><li>Schools - Must build professional learning communities, have program coherence, and technical resources. </li></ul>
    28. 28. Key Words <ul><li>Extinction </li></ul><ul><li>Moral purpose </li></ul><ul><li>Understanding change </li></ul><ul><li>Developing relationships </li></ul><ul><li>Knowledge building </li></ul><ul><li>Coherence making </li></ul>
    29. 29. Dr. Fullan’s Beliefs <ul><li>“ Leadership, then, is not mobilizing others to solve problems we already know how to solve, but to help them confront problems that have never yet been successfully addressed.” </li></ul><ul><li>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 a desired goal. </li></ul><ul><li>Leading in a culture of change is judged by what leadership you produce in others. </li></ul>
    30. 30. Causes of Ineffective Change <ul><li>Leaders not guided by moral purpose. </li></ul><ul><li>Leaders that do not fully understand the change process, but may have moral purpose. </li></ul><ul><li>Leaders that innovate the most and do not improve relationships. </li></ul><ul><li>Leaders who think that it is enough to have the best ideas. </li></ul><ul><li>Leaders who do not appreciate early difficulties when trying something new. </li></ul><ul><li>Leaders who do not redefine resistance as a potential positive force and never re-culture. </li></ul>
    31. 31. Main Agent of Change in Schools <ul><li>“ The single most important factor ensuring that all students meet performance goals at the site level is the leadership of the principal.” </li></ul><ul><li>Michael Fullan </li></ul>
    32. 32. Leadership for Change <ul><li>Engage people’s moral purpose </li></ul><ul><li>Build capacity </li></ul><ul><li>Understand the change process </li></ul><ul><li>Develop cultures for learning </li></ul><ul><li>Develop cultures of evaluation </li></ul><ul><li>Focus on leadership for change </li></ul><ul><li>Foster coherence making </li></ul><ul><li>Cultivate tri-level development </li></ul>
    33. 33. On Going Journey to Better Schools <ul><li>Reform in schools through cultural change and school capacity is the key to success </li></ul><ul><li>Component 1- teacher’s knowledge and skills </li></ul><ul><li>Component 2- professional community </li></ul><ul><li>Component 3- program coherence </li></ul><ul><li>Component 4- teacher resources </li></ul><ul><li>Component 5- principal leadership </li></ul>
    34. 34. Recommendations for the Future <ul><li>There must be a moral purpose </li></ul><ul><li>Understand the change process </li></ul><ul><li>Build relationships </li></ul><ul><li>Knowledge building </li></ul><ul><li>Coherence making </li></ul>
    35. 35. Summary <ul><li>Leadership building and knowledge building will continue to be the twin buzzwords for the future. </li></ul>