Outcomes
• Create a culture of shared moral purpose and strengthening
collective capacity.
• Move individuals and systems forward with a sense of urgency
from vision to action.
• Identify high leverage actions that, when implemented, build
and sustain a coherent system of continuous improvement.
• Examine impact and evaluating results.
Dr. Michael Fullan
“Integrating Motion Leadership and the Moral Imperative”
www.michaelfullan.ca
The Skinny on Becoming Change Savvy
The idea of ‘the skinny’ is to boil down the essence of change into the smallest number of key, high yield factors that have high impact on stakeholder learning. The goal is to a) increase the speed of quality change, and b) to achieve large-scale or whole system reform.
In terms of the skinny we sometimes call this high yield set of factors ‘simplexity’ which is to identify the smallest number of powerful factors that make a difference—less than complex, but not overly simple.
Motivator – moral purpose realized. When a teacher is realizes his/her moral purpose. Hope is not a purpose, it’s a strategy. All effective leaders combine resolute moral purpose with impressive empathy. Leadership that causes motion into practice.
Literacy, numeracy, High school graduation, early learning are four strands that Ontario focuses upon.
They focused on capacity building with a link to results.
Senge – moral purpose is to develop teaching and learning in a way that large districts learn to live together harmoniously with one another.
Six Secrets of Change
1. Love your employees
2. Connect peers with purpose
3. Capacity building prevails
4. Learning is the work
5. Transparency rules
6. System learn
See link to the movie: Motion Leadership:
I. The Change Chunk – how to help the change happen?
-Focus on small number of core priorities
-Attend to relationships rather than the idea
-Go light on judgment – create the trust, its not all accountability
9 Insights
1. Relationships first (too fast/too slow) – culture rebels too fast or if too slow nothing happens
• Careful entry into the new setting
• Listening to and learning from those who have been there longer
• Engaging in fact finding and joint problem solving
• Carefully (rather than rashly) diagnosing the situation
• Forthrightly addressing people’s concerns
• Being enthusiastic, genuine, and sincere about the change circumstances
• Obtaining buy-in for what needs fixing; and
• Developing a credible plan for making that fix
2. Honor the implementation dip – universal finding, first 6 months are bumpy. Help people get through the dip.
3. Beware of fat plans –
· The size and the prettiness of the plan is inversely related to the quality of action and the impact on student learning.
· There is evidence that schools are well served by one-page plans that are clearly
focused and sufficiently simple so that all participants in the process understand their
role in executing the plans.
4. Behaviors before beliefs – change our behaviors before we get insights into new beliefs.
5. Communication during implementation is paramount – communicate during is more important than just prior to implementation. Talk about it as you do it! COMMUNICATION IS CRITICAL
6. Learn about implementation during implementation – find different ways for implementers to learn from other implementers, especially those in similar circumstances who are further down the line. Effective leaders realize that many of the answers are out there. This is not a ‘why can’t you be more like your brother’ strategy but rather a recognition that this is very hard work, some are figuring it out, and we can learn from them.
7. Excitement prior to implementation is fragile –
Excitement in advance of doing something is understandable, but it does not have much of a foundation. The fall in the implementation dip will be even greater if high aspirations precede it. Excitement during implementation when it occurs is solidly based on substance.
8. Take risks and learn – Leaders to create a climate that encourages action and learning from mistakes. Three priorities – student success, staff success and effective resources. Try new things, take risk, try new things and I will do it with you.
9. It is okay to be assertive – be as assertive as you can get away with.
Three Conditions of Assertive Leadership
1. When leaders have built trusted relationships (principals need to be the same level of learner, be the teacher and learn with them)
2. When it turns out leaders have a good idea, and
3. When they empower people from day one to help assess and shape the idea
IDEA - Our District to conceptualize our big ideas into: Comprehensive Literacy, Mathematics, and At Risk with support throughTechnology
II. Instructional Core
Connect peers with purpose –
Purposeful peer interaction works effectively under three conditions:
1. When the larger values of the organization and those of individuals and groups mesh.
2. When information and knowledge about effective practices are widely and openly shared.
3. When monitoring mechanisms are in place to detect and address ineffective actions, while
also reinforcing and consolidating effective practices.
Capacity building prevails – being non judgmental
Learning is work – Professional development (PD) in workshops and courses is only an input to continuous learning and precision in teaching. Successful growth itself is accomplished when the culture of the school supports day-to-day learning of teachers engaged in improving what they do in the classroom and school.
Fullan and DuFour and Senge all agree – it is not about programs it is about practice and people
Transparency rules – Ongoing data and access to seeing effective practices is necessary for success. It takes up the dilemmas of ‘de-privatizing practice’ in which it becomes normal and desirable for teachers to observe and be observed in teaching facilitated by coaches and mentors.
II. Love, Trust, Relationships –
Love teachers by making creating a good work place and culture.
Resistance Mindset –
-Give them respect before they have earned it!
-Do what you can to make people more lovable
-Deal firmly with what is left over
Peers will support you.
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