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Fullan
William Allan Kritsonis, PhD
Professor
PhD Program in Educational
Leadership
Prairie View A&M University
Texas A&M University System
Spring 2013
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--- not
turnover, but discontinuity of direction
is 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 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.
What is Change?
1) New Materials
2) New Behaviors/Practices
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 initiatives
such as NCLB only
change a tiny slice
of the context.
In order for
transformational
change to occur, it
must motivate or
give people the
ability to succeed.
3. Lateral capacity building
through networks
Collaboration
rather than
competition
Link the
ineffective
with the
effective
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 fosters
the cohesiveness of a
group.
6. Dual commitment to short-
term and long-term results
Ascertainlong-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
OTHERS
To
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 mutual
purpose
Shared belief in ongoing common
actions
Develop school capacity
The New Meaning of
Educational Change
Create conditions to
develop the capacity to
learn for individuals and
the organization as a
whole.
Focus on changing the
culture of classrooms
and schools
Emphasize relationship
building and values
Develop Shared Meaning
Alllearning 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