GUIDING PRINCIPLES FOR BUILDING A MOVEMENT FOR SYSTEMIC CHANGE

1. Change is an emergent, organic, non-linear process. It can be nurtured,

influenced and guided, but not planned or controlled. (Rough, Westley
et al., Fullan)

2. Moral purpose and vision (individual and shared) are the driving forces
for successful change. (Senge, Fullan, Sergiovanni)

3. Change should be directed toward clear goals, but the path to their
realization must be flexible enough to allow for new and unexpected
solutions. (Mintzberg, Drucker, Abrahamson, Black et al., Westley et
al., Heath et al.)

4. Change is both an individual and a social process. Successful change

requires attending simultaneously to the individual, the group, and the
larger environment. Each influences the others. (Fullan, Senge, Elmore,
Heath et al.)

5. The diverse motivations and concerns that individuals bring to any

change process must be understood and respected. (Senge, Fullan, ,
Hawken, Brafmen et al., Gottlieb)

6. The likelihood of successful change is increased when the ideas and

talents of many individuals are brought into play, communication among
them is enhanced, and their individual and collective capacity
strengthened. (Fullan, , Hagel et al., Hargadon, Senge, Dufour, Elmore,
Senge et al.)

7. Change is a holistic process that involves the interplay of intellect,

emotions, and will. All three need to be engaged and fed. (Senge,
Gottlieb, Fullan, Heath et al., Kotter)

8. The process of change is a spiral of individual and collective learning

grounded in inquiry, reflection, assessment, re-adjustment and
improvement. (Rogers, Reeves, Hargadon, Mintzberg, Prochoaska et
al.)

9. Within any organization or system, change takes place to varying

degrees and at different speeds. As a result, approaches to
implementation should be adaptive and multi-dimensional.
(Abrahamson, Fullan, Wesley et al., Rogers,)
10.Internal accountability (a sense of responsibility for results) is more
potent than external accountability (rewards and punishments) in driving
change. (Elmore, Fullan)

11.Positive approaches (i.e., building on “bright spots”) generate more

energy for change than do negative ones (e.g., solving problems). The
accumulation and appreciation of “small wins” catalyzes broader and
more far-reaching change. (Rogers, Kotter, Kanter, Cooperrider)

12.Leaders play a vital role in change by knowing when and how to initiate
and engage, and when and how to step back to make room for others
and for self-organization. (Senge, Dufour et al., Heifetz et al., Elmore,
Reeves and Rough)

13.Change demands resources and energy, and resistance to change is

inevitable. Change proceeds most smoothly when its implementation
involves realistic and manageable steps and extensive on-going
communication. (Black et al., Kotter, Lissak et al., Heath et al.)

14.Be the change you wish to create; align the goal and the way to it.
(Gandhi, Buber)

15.Technology is a powerful tool for fostering the conversations and flows

of knowledge that are critical for change. The ever increasing
complexity of the world requires organizations to harness emergent
technology to effectively and efficiently foster impactful innovations.
(Collins, Fullan, Lissak et al., Hagel et al.)