Michael Fullan’s

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Michael Fullans

• Leading in a Culture of Change

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Double-edge sword of change

• Fear
• Anxiety
• Loss
• Danger
• Panic

• Exhilaration
• Risk-taking
• Excitement
• Improvements
• Energizing

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Five Components of Change Leadership

• Moral Purpose
• Understanding Change
• Coherence Making
• Relationship Building
• Knowledge Creation and Sharing

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Leaders are key to communicating

• Enthusiasm
• Energy
• Hope

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Leading inspires members who have

• External Commitment
• Internal Commitment

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Leaders, who have commitment constituents,
produce results

• More good things happen
• Fewer bad things happen.

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The chicken and egg relationship of leaders

• Leaders at all levels produce a steady stream of
  new leadersgood leaders nurture emerging good
  leaders.

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Moral purpose has

• Ends(e.g., make a difference in the lives of
  students)
• Means(e.g., treat the teachers well)

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If leadership is effective, it has to

• Have an explicit making-a-difference sense of
  purpose
• Use strategies that mobilize many people to
  tackle tough problems
• Be held accountable by measures and debatable
  indicators of success
• Be ultimately assessed by the extent to which it
  awakens peoples intrinsic commitment

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Understanding Change

• The goal is not to innovate the most.
• It is not enough to have the best ideas.
• Appreciate the implementation dip.
• Redefine resistance.
• Reculturing is the name of the game.
• Never a checklist, always complex.
• Complexities can be understood, but not controlled

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Setting a moral purpose is Job One.

• Developing relationships is Job Two.

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Leaders of Change

• Treat businesses as if they had souls
• Treat schools as if they had minds

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Leaders have

• Personal CompetenceSelf-awareness (knows
  internal states) Self-regulation (manages
  internal states)
• Social CompetenceMotivation (emotions that
  facilitate reaching goals), Empathy (awareness of
  others feelings), and Social Skills (adeptness
  in responding to others)

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Five Realms of Emotional Intelligence

• Intrapersonal
• Interpersonal
• Adaptability
• Stress Management
• General Mood

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Key leaders are knowledge builders responsible
for

• Facilitating opportunities to give, share, and
  receive knowledge
• Understanding the role of knowledge creation
• Recognizing that sharing knowledge is a core
  value and
• Enabling, not mandating, access to knowledge.

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Coherence making recognizes that

• Change is nonlinear and messy
• A state of equilibrium is less responsive to
  change
• Moving to the edge of chaos evokes higher levels
  of experimentation
• New forms emerge from chaos and
• Living things cannot be directed along a linear
  path.

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Coherence-making requires

• Self-organizingas a result of new interactions
  and new ideas.
• Strange attractorsinvolving experiences or
  forces that attract energies and commitment of
  employees.

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Cultures of change are more tortoise-like than
hare-like.
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Three powerful leadership lessons

• There is a vital and paradoxical need for slow
  knowing.
• Context of the change is important.
• Leaders at all levels need to achieve widespread
  internal commitment.