fullan group project answers 1-5[1], dr. william allan kritsonis

8/14/2019 Fullan Group Project Answers 1-5[1], Dr. William Allan Kritsonis

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Leadership:

The Ideas of MichaelFullanPresented 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 University

Texas A&M University SystemTexas A&M University System

EDUL 7043 OrganizationalEDUL 7043 Organizational

Development and ChangeDevelopment and Change

Spring 2010Spring 2010



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 “be 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 new insights

can help a person truly lead.



Brain Barriers

1. Failure to See

2. Failure to Move

3. Failure to Finish



Failure to See

The

comprehensiveness

mistake

The “I get it” mistake

Illuminate the right

thing



Right Thing PoorlyThe 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.



Failure to Finish

People get tired.

People get lost.



Ways to Break ThroughWays to Break Through

BarriersBarriers

Conceive

BelieveAchieve



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

competitionLink the

ineffective

with theeffective



4. Vertical and co-

development relationships.

Vertical relationships

(state/district,

district/school, etc.)

must bestrengthened

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 ingenuity are

required for the next

breakthrough.



8. The long lever of leadership

Long term impact:

EMPOWER

OTHERSTo

LEAD



Relationship Building as a

Change Agent

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.



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 capacity tolearn for individuals andthe organization as awhole.

Focus on changing theculture of classrooms andschools

Emphasize relationshipbuilding and values



Develop Shared Meaning

All learning is a continual process of making meaning

Share and sustain ideas within the

organizationAvoid the imposition of top-down reformTeacher and schools should be seen as

moral change agentsMake 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 theorganization.

Schools- Must build professional learning

communities, have program coherence, and

technical resources.



Key Words

Extinction

Moral purpose

Understanding changeDeveloping relationships

Knowledge building

Coherence making



Dr. Fullan’s Beliefs

“Leadership, then, is not mobilizing others to solveproblems we already know how to solve, but to helpthem confront problems that have never yet beensuccessfully addressed.”

Moral purpose cannot just be stated, it must beaccompanied by strategies for realizing it, and thosestrategies are the leadership actions that energizepeople to pursue a desired goal.

Leading in a culture of change is judged by what

leadership you produce in others.



Causes of Ineffective Change Leaders not guided by moral purpose. Leaders that do not fully understand the change

process, 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 when

trying something new.

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



Main Agent of Change in

Schools

“The 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 relationshipsKnowledge building

Coherence making



Summary

Leadership building and knowledge

building will continue to be the twin

buzzwords for the future.

fullan group project answers 1-5[1], dr. william allan kritsonis

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