1. FULLAN’SFULLAN’S
MODEL FOR CHANGEMODEL FOR CHANGE
 Fullan believes that to begin theFullan believes that to begin the
change process you must first have achange process you must first have a
moral purpose.moral purpose.
o Moral Purpose means acting with theMoral Purpose means acting with the
intention of making a positive differenceintention of making a positive difference
in the lives of the people it affects.in the lives of the people it affects.

2.  Leaders must understand the changeLeaders must understand the change
process. They must understand theprocess. They must understand the
complexity involved in change.complexity involved in change.
 The single common factor to everyThe single common factor to every
successful change initiative is thatsuccessful change initiative is that
relationships improve.relationships improve.
 There must be the creation and sharing ofThere must be the creation and sharing of
new knowledge.new knowledge.
o Fullan believes that people won’t share informationFullan believes that people won’t share information
unless they are committed to the project and that alsounless they are committed to the project and that also
includes that they believe there is a moral purpose.includes that they believe there is a moral purpose.

3.  Coherence Making is theCoherence Making is the
final step of understandingfinal step of understanding
the change.the change.
o Change creates disequilibrium,Change creates disequilibrium,
which can be uncomfortable.which can be uncomfortable.
People have to make sense of thePeople have to make sense of the
process for themselves.process for themselves.

4. EXAMINATION OF FULLAN’S 5 POINTSEXAMINATION OF FULLAN’S 5 POINTS
LEADERSHIP AND MORAL PURPOSELEADERSHIP AND MORAL PURPOSE
 Every leader, to be effective, must have a moralEvery leader, to be effective, must have a moral
purpose.purpose.
 Moral purpose should be involved in both the processMoral purpose should be involved in both the process
and the end product.and the end product.
 Moral purpose cannot just be stated. It must haveMoral purpose cannot just be stated. It must have
strategies to make it happen.strategies to make it happen.
 Moral purpose is difficult because you have to contendMoral purpose is difficult because you have to contend
with the different ideas and cultures that people in anwith the different ideas and cultures that people in an
organization bring to the community.organization bring to the community.
 Culture and core values are often the glue that holds anCulture and core values are often the glue that holds an
organization togetherorganization together

5.  Moral purpose should have a purpose and aMoral purpose should have a purpose and a
passion.passion.
 Authentic leaders have a distinctive style andAuthentic leaders have a distinctive style and
have ideals, values and purposes. Theyhave ideals, values and purposes. They
“display character.”“display character.”
 They are morally diligent in advancing theThey are morally diligent in advancing the
project.project.
 They know that cooperative groups thrive andThey know that cooperative groups thrive and
selfish ones do not.selfish ones do not.
 They know that most people have both “egotisticThey know that most people have both “egotistic
and altruistic desires” and realized that that’sand altruistic desires” and realized that that’s
O.K.O.K.

6.  Effective leadership has:Effective leadership has:
o Strategies that mobilize many people to tackleStrategies that mobilize many people to tackle
tough problemstough problems
o Accountability that can be measuredAccountability that can be measured
o An explicit “making a difference sense ofAn explicit “making a difference sense of
purpose”purpose”
o Assessment that can be measured by theAssessment that can be measured by the
extent it awakens the intrinsic commitment ofextent it awakens the intrinsic commitment of
others—it mobilizes everyone’s sense ofothers—it mobilizes everyone’s sense of
moral purposemoral purpose

7. LEADERSHIP MUST UNDERSTANDLEADERSHIP MUST UNDERSTAND
THE CHANGE PROCESSTHE CHANGE PROCESS
 Goal of leadership is not to innovate the most!Goal of leadership is not to innovate the most!
 It is not enough to have the best ideas.It is not enough to have the best ideas.
 Leadership must appreciate the early difficulties of tryingLeadership must appreciate the early difficulties of trying
something new.something new.
 Leadership must look at resistance as a positive force inLeadership must look at resistance as a positive force in
the change process.the change process.
 Leadership must re-culture the organization during theLeadership must re-culture the organization during the
change process.change process.
 Never perceive change as a check-list, but always as aNever perceive change as a check-list, but always as a
complex system.complex system.

8. LEADERS MUST UNDERSTAND THATLEADERS MUST UNDERSTAND THAT
RELATIONSHIPS ARE ESSENTIALRELATIONSHIPS ARE ESSENTIAL
 ““If moral purpose is job one, relationships are job two asIf moral purpose is job one, relationships are job two as
you can’t get anything done without them.”you can’t get anything done without them.”
 According to some experts on organizational leadership,According to some experts on organizational leadership,
the differences between effective and ineffective leadersthe differences between effective and ineffective leaders
are how much they really care about the people theyare how much they really care about the people they
lead.lead.
 According to Fullan, “It is the interactions andAccording to Fullan, “It is the interactions and
relationships among people, not the people themselves,relationships among people, not the people themselves,
that makes the difference in an organizational success.that makes the difference in an organizational success.
 Relationships within an organization are essential toRelationships within an organization are essential to
consider during the change process.consider during the change process.

9.  Effective leaders constantly foster purposefulEffective leaders constantly foster purposeful
interaction and problem solving.interaction and problem solving.
 Effective leaders are often wary of consensus.Effective leaders are often wary of consensus.
 If relationships were good prior to the changes,If relationships were good prior to the changes,
they become better during the process.they become better during the process.
 Leaders mustLeaders must create learning communitiescreate learning communities thatthat
enhance the skills and knowledge of the peopleenhance the skills and knowledge of the people
in the organization.in the organization.
 Learning communities can be channeled toLearning communities can be channeled to
promote organizational innovations whilepromote organizational innovations while
maintaining coherence.maintaining coherence.
 People in a learning community must have aPeople in a learning community must have a
common culture of expectations and must becommon culture of expectations and must be
held accountable.held accountable.

10.  Learning communities must have access to appropriateLearning communities must have access to appropriate
materials and resources.materials and resources.
 Strong learning communities can make matters worse ifStrong learning communities can make matters worse if
the leadership doesn’t carefully monitor relationships andthe leadership doesn’t carefully monitor relationships and
behaviors.behaviors.
 Effective learning communities share knowledge andEffective learning communities share knowledge and
collaborate, often making a breakthrough decision.collaborate, often making a breakthrough decision.
 The role of the leader is to ensure that the learningThe role of the leader is to ensure that the learning
community develops relationships that produce desiredcommunity develops relationships that produce desired
results.results.
 In several studies, the leadership, or lack of it accountedIn several studies, the leadership, or lack of it accounted
for the difference in whether a strong professionalfor the difference in whether a strong professional
learning community developed that affected studentlearning community developed that affected student
learning in a positive way.learning in a positive way.
 Knowledge of the teachers is very important but youKnowledge of the teachers is very important but you
must move them into professional learning communitiesmust move them into professional learning communities
to channel changes into a coherent program.to channel changes into a coherent program.

11. KNOWLEDGE BUILDINGKNOWLEDGE BUILDING
 When you are going through the changeWhen you are going through the change
process leaders must focus the group on theprocess leaders must focus the group on the
new information.new information.
 Change doesn’t happen when you placeChange doesn’t happen when you place
changed individuals into the environment. Youchanged individuals into the environment. You
have to create a new environment and newhave to create a new environment and new
settings.settings.
 People have to be able to share information andPeople have to be able to share information and
that requires that people listen to each other.that requires that people listen to each other.
Listening depends on good relationships withinListening depends on good relationships within
the organization.the organization.

12.  The culture of the organization has to includeThe culture of the organization has to include
sharing of information. In turn, sharing ofsharing of information. In turn, sharing of
information creates a collaborative culture,information creates a collaborative culture,
which cycles back to more sharing.which cycles back to more sharing.
 Leaders in a culture of change must accessLeaders in a culture of change must access tacittacit
knowledgeknowledge from members of the group.from members of the group.
 Tacit knowledge is what people know, but don’tTacit knowledge is what people know, but don’t
necessarily verbalize—how the organizationnecessarily verbalize—how the organization
works below the level of discussion orworks below the level of discussion or
consciousness.consciousness.

13. Organizations that create and shareOrganizations that create and share
knowledge are characterized by the ability to;knowledge are characterized by the ability to;
 Share tacit and explicit informationShare tacit and explicit information
 Share the same set of beliefsShare the same set of beliefs
 Create professional development opportunitiesCreate professional development opportunities
 Communicate both up and down in the hierarchyCommunicate both up and down in the hierarchy

14.  Michael Fullan uses a term called “slowMichael Fullan uses a term called “slow
knowing” to describe a leadership quality.knowing” to describe a leadership quality.
 He states that the more patient modes ofHe states that the more patient modes of
leadership are very well suited to making senseleadership are very well suited to making sense
of intricate situation, complex and ill-definedof intricate situation, complex and ill-defined
problems.problems.
 Slow knowing means absorbing theSlow knowing means absorbing the
disturbances and drawing out new patterns.disturbances and drawing out new patterns.
 People need to internalize the process ofPeople need to internalize the process of
change—the change itself and the unexpectedchange—the change itself and the unexpected
effects of the change, including relationships.effects of the change, including relationships.

15. COHERENCECOHERENCE MAKINGMAKING
 Good leadership requires the process of making meaning out of theGood leadership requires the process of making meaning out of the
changes.changes.
 Leadership is difficult in a climate of change because of theLeadership is difficult in a climate of change because of the
disequilibrium and people must understand what is happening.disequilibrium and people must understand what is happening.
 Once people start to make meaning of the change and it hasOnce people start to make meaning of the change and it has
coherence, new patterns may emerge.coherence, new patterns may emerge.
 When the changes are perceived positively it creates energy,When the changes are perceived positively it creates energy,
enthusiasm and generates other positive changes.enthusiasm and generates other positive changes.
 Good effective leaders make people feel that even in the mostGood effective leaders make people feel that even in the most
difficult times, problems can be discussed productively.difficult times, problems can be discussed productively.
 Effective leaders have confidence, not always certainty.Effective leaders have confidence, not always certainty.
 Effective leaders have enthusiasm, which can be contagious.Effective leaders have enthusiasm, which can be contagious.

16. There are 2 types of commitment—There are 2 types of commitment—
external and internal:external and internal:
 External is triggered by management policies—External is triggered by management policies—
we have to do this task. This starts the wheelswe have to do this task. This starts the wheels
turning and puts the change into motion. Thisturning and puts the change into motion. This
can be a motivation to get involved.can be a motivation to get involved.
 Internal is triggered by a sense ofInternal is triggered by a sense of
accomplishment. We are getting the job doneaccomplishment. We are getting the job done
and that gives us a good feeling. This generatesand that gives us a good feeling. This generates
a “collective mobilization” that can energize thea “collective mobilization” that can energize the
projectproject

17.  Michael Fullan stated “In many organizations, theMichael Fullan stated “In many organizations, the
problem is not the absence of innovations, but theproblem is not the absence of innovations, but the
presence of too many disconnected, episodic, piecemealpresence of too many disconnected, episodic, piecemeal
projects with superficial implementation.”projects with superficial implementation.”
 When an organization is in the process of change peopleWhen an organization is in the process of change people
have to let go of previous ideas, yet keep the new ideashave to let go of previous ideas, yet keep the new ideas
under control.under control.
 Change creates “messiness” and messiness is seen asChange creates “messiness” and messiness is seen as
disequilibrium.disequilibrium.
 An organization is a living system.An organization is a living system.
 Living systems must change and grow or they will die.Living systems must change and grow or they will die.
 Living systems never change on a pure linear path.Living systems never change on a pure linear path.

18.  Leadership must be able to adapt to the unexpected andLeadership must be able to adapt to the unexpected and
tweak the “status quo” if needed.tweak the “status quo” if needed.
 Change should create a disturbance in a way thatChange should create a disturbance in a way that
matches some of the desired outcomes.matches some of the desired outcomes.
 Productive “disturbance” occurs when there is a moralProductive “disturbance” occurs when there is a moral
purpose to the change.purpose to the change.
 People will work towards a higher goal if they see thePeople will work towards a higher goal if they see the
purpose of the change and if it makes sense to them!purpose of the change and if it makes sense to them!
 To make things coherent policies and strategies have toTo make things coherent policies and strategies have to
be aligned with assessment and professionalbe aligned with assessment and professional
development.development.
 The actual solutions to the problem may come from theThe actual solutions to the problem may come from the
people closest to the situation.people closest to the situation.

19.  Michael Fullan uses a term called “slow knowing” toMichael Fullan uses a term called “slow knowing” to
describe a leadership quality.describe a leadership quality.
 He states that the more patient modes of leadership areHe states that the more patient modes of leadership are
very well suited to making sense of intricate situation,very well suited to making sense of intricate situation,
complex and ill-defined problems.complex and ill-defined problems.
 Slow knowing means absorbing the disturbances andSlow knowing means absorbing the disturbances and
drawing out new patterns.drawing out new patterns.
 People need to internalize the process of change—thePeople need to internalize the process of change—the
change itself and the unexpected effects of the change,change itself and the unexpected effects of the change,
including relationships.including relationships.
 Effective leaders always see the bigger picture.Effective leaders always see the bigger picture.
 Leadership must be developed at all levels of theLeadership must be developed at all levels of the
organization, and new leaders cultivated for the future.organization, and new leaders cultivated for the future.
 People must have a shared commitment to the projectPeople must have a shared commitment to the project
and there must be lateral and hierarchal accountability.and there must be lateral and hierarchal accountability.