michael fullan - william allan kritsonis, phd - professor of educational leadership, the university...
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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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 Uniersit!Prairie View A&M Uniersit!"e#as A&M Uniersit! $!stem"e#as A&M Uniersit! $!stem
EDUL %'( )rgani*ationalEDUL %'( )rgani*ational
Deelopment and +hangeDeelopment and +hange
$pring -($pring -(
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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(he hange Pu**le…
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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+hy Is hange omple!…,
-ullan sees comple! change as a process
that cannot be understood and handled
simply in terms of cause and effect. Instead
of managing such situations by applying localfi!es& e should go ith a developed and
refined process. -or those comple! changes&
the leader should %be committed to certain
values& but uncertain to pathays.'
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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+hat is hange…,
1) /e 0aterials
2) /e ehaviorsPractices
) /e eliefs and 3nderstandings
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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/e Insights…
-ullan is a proponent of mentoring. 4e
believes that mentors gain as much from their
prot5g5s as their prot5g5s do from them.
4e believes that thin6ing outside of the bo! is
sometimes difficult because of overload and
vulnerability but a ne mindset on neinsights can help a person truly lead.
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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rain arriers
1. -ailure to See
2. -ailure to 0ove
. -ailure to -inish
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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-ailure to See
(he
comprehensiveness
mista6e
(he %I get it' mista6e
Illuminate the right
thing
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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-ailure to 0ove
(he clearer the ne vision&
the more immobili*ed people
become.
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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7ight (hing Poorly(he clearer the ne vision& the easier it
is for people to see all the specific ays
in hich they ill be incompetent and
loo6 stupid. 0any prefer to be
competent at the rong thing than
incompetent at the right thing.
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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-ailure to -inish
People get tired.
People get lost.
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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Wa!s to .rea/ "hroughWa!s to .rea/ "hrough
.arriers.arriersonceive
elieve Achieve
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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8ight 8lements of Sustainability
Sustainability is the capacity of the
system to engage in the comple!ities ofcontinuous improvement ith values of
deep human purpose 9-ullan& 2::;).
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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1. Public service ith moral
purpose. 7aise the bar <
close the gap of
student learning
e respectful Improve the social
environment
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2. ommitment to changing
conte!t at all levels0andatory initiativessuch as /L onlychange a tiny slice
of the conte!t. In order for
transformationalchange to occur& it
must motivate orgive people theability to succeed.
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. Lateral capacity building
through netor6sollaborationrather than
competitionLin6 the
ineffective
ith theeffective
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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". =ertical and co$
development relationships. =ertical relationships
9statedistrict&
districtschool& etc.)
must bestrengthened
through…
S3PP>7( <
78S>378S
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8/20/2019 Michael Fullan - William Allan Kritsonis, PhD - Professor of Educational Leadership, The University of Texas of the Permian Basin, College of Education
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;. ?eep learning
Learn from your actions.
-ail intelligently.
8!change of ideas fostersthe cohesiveness of a
group.
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@. ?ual commitment to short$
term and long$term results Ascertain long$term
results hile
committing to short$
term obectives
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B. yclical energi*ing
Sustainability is
cyclical and
continuous.
8nergy 9physical&emotional& mental&
spiritual) is reCuired.
(ime and ingenuityare reCuired for the
ne!t brea6through.
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D. (he long lever of leadership
Long term impactE
80P>+87
>(487S(o
L8A?
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7elationship uilding as ahange AgentSuccessful principals reach out to
their parents and community andor6 hard to e!pand the
professional capacity of the
teachers to develop a coherentprofessional community.
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Professional Learning
ommunities-oster the conditions reCuired for
school groth
?evelop a commitment to a mutualpurpose
Shared belief in ongoing common
actions?evelop school capacity
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hange and the Pedagogy of
onstructivism
Alays involve your teachers in the processF
/ever innovate the most.Gou canHt ust have the best ideas.
Appreciate the implementation dip.
Involve those that resist you and transformculture.
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ey Players of hangeE School
Principals$ (eachers$ Schools School Principals$ #ate6eeper of change.
(eachers$ It depends on hat each individual
thin6s and doesF (eachersH s6ills and
dispositions are important to the success ofthe organi*ation.
Schools$ 0ust build professional learning
communities& have program coherence& andtechnical resources.
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ey +ords
8!tinction
0oral purpose
3nderstanding change?eveloping relationships
noledge building
oherence ma6ing
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?r. -ullanHs eliefs
%Leadership& then& is not mobili*ing others tosolve problems e already 6no ho to solve&but to help them confront problems that havenever yet been successfully addressed.'
0oral purpose cannot ust be stated& it must beaccompanied by strategies for reali*ing it& andthose strategies are the leadership actions thatenergi*e people to pursue a desired goal.
Leading in a culture of change is udged byhat leadership you produce in others.
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auses of Ineffective hange
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 ho thin6 that it is enough to have the best
ideas. Leaders ho do not appreciate early difficulties hen
trying something ne.
Leaders ho do not redefine resistance as a potentialpositive force and never re$culture.
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Leadership for hange
8ngage peopleHs moral purpose
uild capacity
3nderstand the change process
?evelop cultures for learning
?evelop cultures of evaluation
-ocus on leadership for change
-oster coherence ma6ing
ultivate tri$level development
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>n #oing Journey to etter
Schools
7eform in schools through cultural change
and school capacity is the 6ey to success
omponent 1$ teacherHs 6noledge and s6ills
omponent 2$ professional community
omponent $ program coherence
omponent "$ teacher resources
omponent ;$ principal leadership
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7ecommendations for the -uture
(here must be a moral purpose
3nderstand the change process
uild relationshipsnoledge building
oherence ma6ing
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Summary
Leadership building and 6noledge
building ill continue to be the tin
bu**ords for the future.