Framework for our Programme

• Leading in a Culture of Change (Fullan)

• Leading a Change Project (Us)
 A Framework for Leadership

Enthusiasm

Leaders Moral Understanding

Purpose Change

Relationship
Coherence
Building
making
Knowledge
Creation
and Sharing Hope
Energy

Members
Commitment
(External and
Internal)

More Good Things happen;

[M.Fullan: Leading in a Culture
Results Fewer Bad Things happen of Change, 2001]
 Moral Purpose

• Is society responsible to others and the

environment i.e. making a difference in
kids lives
• Sustained improvement of schools is not
possible unless the whole system is
moving forward
 Coherence Making
Fullan 2001

• Overload and fragmentation are tendencies of

complex societies
• Principals with deep moral purpose provide
guidance
• Coherency is an essential component of
complexity
• Principals not attuned to leading in a culture of
change make the mistake of seeking external
innovations and taking on too many projects.
• Create a culture that has the capacity not to
settle for the solution of the day
 Improving Relationships
Fullan 2001

• Relationship improvement is the key if

relationships improve schools get better
• Build relationships with diverse people and
groups
• In complex times emotional intelligence is a
must
• Efforts to motivate disaffected staff and forge
relationships can have a profound affect
 Knowledge Creation and Sharing
Fullan 2001

• Creating knowledge and sharing it are central to

effective leadership
• It needs to be knowledge giving as well as
knowledge seeking
• Sharing ones knowledge is the key to continual
growth
• The principal is the lead learner and models life
long learning
• It fuels moral purpose in schools
 Understanding change
Fullan 2001

• The goal is to innovate selectively and with coherence

• Help others to find collective meaning and commitment
to new ways
• Principals cannot avoid early difficulties of trying
something new
• Successful leaders don’t mind when knockers rock the
boat
• Lasting change occurs when the people in the
organisation value how they work together
 Understanding Change Cont.
Fullan 2001
• Know the difference between being an
expert in giving content innovation and the
process of change
• Provide opportunities for people to visit
other schools that are using new ideas
• Invite questions and dissent
• Expect results within a year if you have
nurtured the environment.
 Summary –Key Points
• Moral Purpose (making a positive
difference)
• Understanding Change (innovation is not
change; there will be an implementation
dip; resistance is a potential positive force;
reculturing is required; change is complex)
 Summary –Key Points
• Relationship building (among diverse
people)
• Knowledge creating and sharing
(information becomes knowledge through
a social process)
• Coherence making ( integrating, focusing
and complexity)
ENERGY..ENTHUSIASM…HOPE…leading
to member commitment and results
 Group Ask
• As we introduce these aspects that Fullan
creates as a framework consider…
What resonated for you or interested you
the most?
What do you particularly want or need to
learn more about?
 A Change Project
• Focus on an aspect of your current role
and an aspect of school life you are
personally leading a ‘change’….
• Focus on how you go about leading this
change considering Fullan’s framework
• Be able to ‘present’ your project to the
group
• Be able to ‘underpin’ your focus by making
links to some readings…