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8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
http://slidepdf.com/reader/full/michael-fullan-by-gail-parson-presented-in-dr-kritsonis-phd-class 1/15
Leadership:A Culture of ChangeFeaturing Michael Fullan
www.michaelfullan.ca
Submitted in partial fulfillment of the course
EDUL 7043
Gail F. Cyrus-Parson
Prairie View A & M University
Fall 2005
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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Who is Michael Fullan?www.michaelfullan.ca
Dean of the OntarioInstitute for Studies inEducation at the
University of Toronto. Recognized as an
international authorityon educational reform.
Prolific author; and, Published widely on
educational change.
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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LEADERSHIP«Neither top-down nor bottom-up strategies for educational reform work.
The job of a principal or anyeducational leader hasbecome increasingly complexand constrained. At the verytime leadership is essential,principals are in the leastfavorable position to provide it.They need a new mindset andguidelines for action to breakthrough the bonds of dependency that have
entrapped those who want tomake a difference in their schools.
-Michael Fullan
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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LEADERSHIP«What is required is a more sophisticated blend of the two.
Dependency is createdby two interrelatedconditions:
overload; and,
correspondingvulnerability topackaged solutions.
-Michael Fullan
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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LEADERSHIP« Overload: The constant bombardment of
new tasks and the continual interruptions
keep principals off balance. Overload in theform of a barrage of disjointed demands
fosters dependency.
Vulnerability: The relentless pressures of today¶s complex environments have
intensified overload.
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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THE CHANGE PUZZLE
L P
E I
A H
D S
E R
ROLE
OF
THESYSTEM
ROLEOF
THE
DISTRICT
ChangeIs
Complex
Michael
Fullan
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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Change is Complex!Between the thought and action, between motion and the act falls the shadow.
-T.S. Elliott
Walls of the classroom
Walls of the school
Walls of the district Walls between local
and state interests
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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What is Change? New materials
New behaviors
New practices
New beliefs
New understanding
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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NEW INSIGHT
S« Respect those you want to silence.
Move toward the danger in forming new alliances.
Manage emotionally as well as rationally. Fight for lost causes.
Reform often misfires because we fail to learnfrom those who disagree with us. Conflict and
differences can make a constructive contributionin dealing with complex problems.
-Michael Fullan
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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BRAIN BARRIERS-Black & Gregersen, 2002
Failure to see
Failure to move
Failure to finishThe 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 theright thing!
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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SUSTAINABILITY«
According to Michael Fullan (2005), sustainability is the capacity
of the system to engage in the complexities of continuous
improvements with values of deep human purpose.
Hargreaves and Fink (in press) refer to the process of
sustainability to simply mean whether something will last. It
addresses how particular initiatives can be developed without
comprising the development of others in the environment now andin the future
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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The Eight Elements of Sustainability
Public service with moral purpose
Commitment to changing contexts at all levels
Lateral capacity building through networks
Vertical and co-development relationships Deep learning
Dual commitment to short-term and long-term results
Cyclical energizing
The long lever of leadership
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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Emotional Intelligence Emotional Intelligence maintains two components:
Personal Competence (how we manage ourselves) through self-awareness and self-management.
Social Competence (how we manage relationships) in social
awareness and relationship management
-Golman, 2003
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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Emotional Intelligence Survey
RESULTS
Identify 3-5 items on which you are relatively low (3 or less)How could you improve on these dimensions?
Identify 3-5 items on which you are relatively high (4 or 5)
How could you sustain your strengths on these dimensions?
8/8/2019 Michael Fullan by Gail Parson, Presented in Dr. Kritsonis' PhD Class
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R EFE
R ENCE
S Barth, R. S. (1990). Improving schools from within. San Francisco: Jossey-Bass. Black, J. and Gregensen, H. (2002). Leading strategic change. New Jersey: Prentice-Hall. Chrisman, V. (2005). How schools sustain success. Educational Leadership, Vol 2, No. 5, February, 2005. Darling-Hammond, L. (1997). The right to learn. San Francisco: Jossey-Bass. Fullan, M. (1994). Coordinating top-down and bottom-up strategies for educational reform. Systemic Reform:
Perspectives on Personalizing Education- September 1994.www.ed.gov/pubs/EdReformStudies/SysReforms/fullan1.html.
Fullan, M. Leading in a culture of change. Ontario Institute for Studies in Education. University of Toronto.www.michaelfullan.ca.
Fullan, M. (1997). What¶s worth fighting for in the principalship? 2nd ed. New York: Teachers College Press. Fullan, M. (1996). What¶s worth fighting for in your school. New York: Teachers College Press. Fullan, M. Leadership for the 21st century. www.pa.ash.org.au/pecnsw/Leadership_-_Fullan.html. Golman, D., Boyatzis, R., & McKee, A. (2003)l. Primal leadership, Appendix B, pp. 253-255, Boston, MA:
HarvardBusiness School Press. Hargreaves, A. and Fullan, M. (1998). What¶s worth fighting for out there. New York: Teachers College Press. Hargreaves, A. and Fink Heifitz, R. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press. Heifitz & Linsky (2002). Marzano, R. J., Pickering, D. J., & Pollock, J. E. (2001). Classroom instruction that works.
Alexandria, VA: ASCD. Sparks, D. (2003). Interview with michael fullan: change agent. Journal of Staff Development,Winter 2003 (Vol.
24,No. 1). www.nsdc.org/library/publications/jsd/fullan241.cfm .