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Leadership: The Ideas of Michael Fullan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],                            
Leadership Is… ,[object Object],[object Object],[object Object],[object Object]
The Change Puzzle…
Why Is Change Complex…? ,[object Object]
What is Change…? ,[object Object],[object Object],[object Object]
New Insights… ,[object Object],[object Object]
Brain Barriers ,[object Object],[object Object],[object Object]
Failure to See ,[object Object],[object Object],[object Object]
Failure to Move ,[object Object]
Right Thing Poorly ,[object Object]
Failure to Finish ,[object Object],[object Object]
Ways to Break Through Barriers ,[object Object],[object Object],[object Object]
Eight Elements of Sustainability ,[object Object]
1. Public service with moral purpose. ,[object Object],[object Object],[object Object]
2. Commitment to changing context at all levels ,[object Object],[object Object]
3. Lateral capacity building through networks ,[object Object],[object Object]
4. Vertical and co-development relationships. ,[object Object],[object Object],[object Object]
5. Deep learning ,[object Object],[object Object],[object Object]
6. Dual commitment to short-term and long-term results ,[object Object]
7. Cyclical energizing ,[object Object],[object Object],[object Object]
8. The long lever of leadership ,[object Object],[object Object],[object Object],[object Object],[object Object]
Relationship Building as a Change Agent ,[object Object]
Professional Learning Communities ,[object Object],[object Object],[object Object],[object Object]
The New Meaning of Educational Change ,[object Object],[object Object],[object Object]
Develop Shared Meaning ,[object Object],[object Object],[object Object],[object Object],[object Object]
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 ,[object Object],[object Object],[object Object]
Key Words ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Dr. Fullan’s Beliefs ,[object Object],[object Object],[object Object]
Causes of Ineffective Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Main Agent of Change in Schools ,[object Object],[object Object]
Leadership for Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
On Going Journey to Better Schools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations for the Future ,[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object]

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Fullan group project answers 1 5[1]

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  • 26. 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.
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Notas do Editor

  1. Brain barriers stunt the growth of organizational change.
  2. Many people only see what they want to see. Those who fear change are often unable to perceive the vision.
  3. People are afraid to move out of their comfort zone.
  4. Many individuals would prefer to remain complacent rather than taking a risk.
  5. Change requires sustainability.
  6. Key words: Continuous Improvement and Purpose.
  7. The bar has been raised through the efforts of NCLB, but statistics indicate that the achievement gap still exists.
  8. This goes back to the need for improving the social environment. How can we close the academic achievement gap when the socioeconomic gap is vast? How can we compare the deprived to the affluent and still call it norm-referenced? It is the same concept as comparing apples to oranges. Education can only be effectively reformed if we begin with the restructuring of the social environment.
  9. True Leaders are not intimidated by exceptional employees. Rather than adopting the old “crab” mentality, put your best employees in the best position to be promoted.
  10. In order to convince others to follow your vision, you must first develop a relationship with your employees.
  11. No longer is the principal regarded as merely the instructional leader, the leader is an agent of change.