Michael Fullan by William Allan Kritsonis, PhD

8/8/2019 Michael Fullan by William Allan Kritsonis, PhD

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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 UniversityPrairie View A&M UniversityTexas A&M University SystemTexas A&M University System

EDUL 7043 OrganizationalEDUL 7043 Organizational

Development and ChangeDevelopment and Change

Spring 2010Spring 2010

Leadership Is«

1) Strategy of the decade.

2) About the number of other leaders you

cultivate and remain after you leave.3) A matter of building trust amidst high

expectations.

4) Good succession planning--- ³not

turnover, but discontinuity of directionis the problem.´

The Change Puzzle«

Why Is Change Complex«?

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 localfixes, we should go with a developed and

refined process. For those complex changes,

the leader should ³be committed to certain

values, but uncertain to pathways.´

What is Change«?

1) New Materials

2) New Behaviors/Practices

3) New Beliefs and Understandings

New Insights«

Fullan is a proponent of mentoring. He

believes that mentors gain as much from their

protégés as their protégés do from them.

He believes that thinking outside of the box is

sometimes difficult because of overload and

vulnerability but a new mindset on newinsights can help a person truly lead.

Brain Barriers

1. Failure to See

2. Failure to Move

3. Failure to Finish

Failure to See

comprehensiveness

mistake The ³I get it´ mistake

Illuminate the right

Failure to Move

The clearer the new vision,

the more immobilized people

become.

Right Thing Poorly

The clearer the new vision, the easier it

is for people to see all the specific ways

in which they will be incompetent andlook stupid. Many prefer to be

competent at the wrong thing than

incompetent at the right thing.

Failure to Finish

People get tired.

People get lost.

Ways to Break ThroughWays to Break Through

BarriersBarriers

Conceive

Believe

Achieve

Eight Elements of Sustainability

Sustainability is the capacity of the

system to engage in the complexities of continuous improvement with values of

deep human purpose (Fullan, 2005).

1. Public service with moral

purpose.

Raise the bar &

close the gap of

student learning

Be respectful

Improve the social

environment

2. Commitment to changing

context at all levels

Mandatory initiativessuch as NCLB onlychange a tiny slice

of the context. In order for

transformationalchange to occur, it

must motivate or give people theability to succeed.

3. Lateral capacity building

through networks

Collaborationrather than

competition Link the

ineffective

with theeffective

4. Vertical and co-

development relationships.

Vertical

relationships

(state/district,

district/school, etc.)must be

strengthened

through«

SUPPORT &

RESOURCES

5. Deep learning

Learn from your actions.

Fail intelligently.

Exchange of ideas fostersthe cohesiveness of a

group.

6. Dual commitment to short-

term and long-term results

Ascertain long-term

results while

committing to short-term objectives

7. Cyclical energizing

Sustainability is

cyclical and

continuous.

Energy (physical,

emotional, mental,

spiritual) is required.

Time and ingenuityare required for the

next breakthrough.

8. The long lever of leadership

Long term impact:

EMPOWER

OTHERS

Relationship Building as a

Change Agent

Successful principals reach out to

their parents and community andwork hard to expand the

professional capacity of the

teachers to develop a coherentprofessional community.

Professional Learning

Communities

Foster the conditions required for school

growth

Develop a commitment to a mutualpurpose

Shared belief in ongoing common

actions Develop school capacity

The New Meaning of

Educational Change

Create conditions todevelop the capacityto learn for

individuals and theorganization as awhole.

Focus on changing

the culture of classrooms andschools

Emphasizerelationship buildingand values

Develop Shared Meaning

All learning is a continual process of making meaning

Share and sustain ideas within theorganization

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 transformculture.

Key Players of Change: School

Principals- Teachers- Schools

School Principals- Gatekeeper of change.

Teachers- It depends on what each individual

thinks and does! Teachers¶ skills and

dispositions are important to the success of

the organization.

Schools- Must build professional learning

communities, have program coherence, andtechnical resources.

Key Words

Extinction

Moral purpose

Understanding change Developing relationships

Knowledge building

Coherence making

Dr. Fullan¶s Beliefs

³Leadership, then, is not mobilizing others tosolve problems we already know how tosolve, but to help them confront problems that

have never yet been successfully addressed.´ 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 adesired goal.

Leading in a culture of change is judged bywhat leadership you produce in others.

Causes of Ineffective Change

Leaders not guided by moral purpose.

Leaders that do not fully understand the changeprocess, but may have moral purpose.

Leaders that innovate the most and do not improve

relationships. Leaders who think that it is enough to have the best

ideas.

Leaders who do not appreciate early difficulties whentrying something new.

Leaders who do not redefine resistance as a potentialpositive force and never re-culture.

Main Agent of Change in

Schools

³The single most important factor ensuringthat all students meet performance goals at

the site level is the leadership of theprincipal.´

Michael Fullan

Leadership for Change

Engage people¶s moral purpose

Build capacity

Understand the change process Develop cultures for learning

Develop cultures of evaluation

Focus on leadership for change

Foster coherence making

Cultivate tri-level development

On Going Journey to Better

Schools

Reform in schools through cultural change

and school capacity is the key to success

Component 1- teacher¶s knowledge and skills

Component 2- professional community

Component 3- program coherence

Component 4- teacher resources

Component 5- principal leadership

Recommendations for the Future

There must be a moral purpose

Understand the change process

Build relationships Knowledge building

Coherence making

Summary

Leadership building and knowledge

building will continue to be the twin

buzzwords for the future.

Michael Fullan by William Allan Kritsonis, PhD

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