This week we will begin our study of Michael Fullan's (2001) Leading in a Culture of Change. Each week we will read and reflect on a few pages from the book. This book, although published over a decade ago is certainly applicable to the environment that we are working in today.
Please read Chapter One, Pages 1-11. You will notice that Fullan has created a Mental Model for leadership. As you read, please study the Mental Model (I've displayed it here too.) We will use this Mental Model in future discussions as leaders so it will be helpful if we all become quite familiar with it.
On page 5, Fullan lists "six guidelines that provide leaders with concrete and novel ways of thinking about the process of change." In your response this week please reflect on these six guidelines. Did any of them surprise you? Do you resonate with any particular guideline? Is your frame of mind about leadership already highly attuned to one of these guidelines?
As I read this chapter I felt that the "implementation dip" really resonated with me. One part of teaching that I enjoy is the ability to try new things- like introducing learning targets or developing a new routine/procedure. When I first started out teaching, I would get frustrated with myself when something new didn't go "right" the first time we tried it. After some experience I realized that changes rarely go the way you planned and that the only part I really have control over is how I react to that. So I try to trouble-shoot the change before implementing it and I make sure to share with my students- "we're trying something new. It might take some practice to get used to it and it might not go right the first time and that's ok. At the end of this unit/month/quarter we'll decide if we want to continue this new practice or if we want to make some changes to it." I feel like giving the students (and me) permission to not be perfect right away is important.
ReplyDeleteThis is also something I've tried to express to my team, specifically in regards to our new lesson plans. At one time or another each of them have expressed concern about their ability to write/implement the new plans. I happily share examples of things that have worked well and not so well in my classroom. I tell them that we are all experiencing a certain degree of success and failure as we implement our seminar plans- but what is important is that we are working to increase our success rate.
One guideline that I need to work on is redefining resistance as a potential positive force. Growing up in a military family I learned to embrace change- we were changing schools frequently or changing houses. In the past, when team members have been resistant to change I've taken it personally. I am going to work on seeing it as a potential positive force. Logically, I know that it's important to educate the team so they feel confident in implementing changes. I also know the dangers of an easy consensus. I just have to work on being less sensitive when these types of situations arise.
All grat thought Ellen. Thanks for sharing several examples. The implementation dip resonated with me too. Most of the time new programs or strategies need some time to grow and develope as people create shared understandings.
DeleteThis is one of my favorite books about leadership and change. I find it practical. I tend to concentrate on the five slices of the inner circle--Relationship Building, Coherency, Knowledge Sharing, Moral Purpose and Understanding the Change. You can spend days exploring each of these--and very much like Continuous School Improvement-they are an ongoing journey. Moral Purpose, for example, has such a great impact--and something that jumps to my mind when I think of Della. People want to be part of something bigger than themselves-a movement of greater good. That is clearly part of the Della Mission. When we approach other things in light of the greater good, it is easier to deal with change.
ReplyDeleteThanks for participating in the discussion with us Doug! I agree that the moral purposed part of this mental model for leadership clearly relates to our mission at Della.
DeleteMy first thought when reading the guidelines is growth vs. a fixed mindset and adapting to the common core standards. Can we look at the big picture of adapting, like in guideline #3. This is the difficult time, can we appreciate the work and still get the end goal? I feel like these 6 goals focus on the bigger pictures, not the tiny details. The details are important, yet focus on the end game of academically successful students and moving them out of below basic and basic. # 1 makes me thinking of lesson planning and my own self. You can have a great idea for a plan, but that isn't all that matters. How you implement the ideas, classroom management and execution of the plan. Again, the bigger picture. I really feel like these guidelines are so important to the culture of education today, adapting to the new and in a positive way. I think I'm improving in this frame of mind, I feel like I've taken the current changes in a positive way and this has been reflected in my teams attitude. I've embraced the changes and accept the challenge and try to makes this known.
ReplyDeleteGreat observation Karen! I like your emphasis on the big picture.
DeleteThe guideline that caught my attention immediately when I read this chapter was the one about viewing resistance as potentially positive. This has really helped me recognize factors that we can work on to make transitions more effective.
ReplyDeleteI think that the guidelines are a great definition of a great leader. The ones that stood out to me are #1 (The goal is not to innovate the most) and #2 (It's not enough to have the best ideas.). I think that when you imagine a leader, you think that they have to be innovative and have all the best ideas. But I think that leaders should be able to implement ideas that not only come from their own ideas, but others as well. There is a saying that it takes a village to raise a child. I think that saying is also true for leaders. It takes many different people to help create an effective leader. I try to have an open mind and try to make decisions that may include others ideas too.
ReplyDeleteI think all of the guidelines are interesting ideas of being a great leader. I sum them up as 1. being positive about new things 2. getting innovative ideas from others 3. guide your team through change with positive attitudes and 4. it will never be "done" things will always change so you need to know how to lead your team through changes. I think this book is very appropriate for this year since it seems like there are lots of changes right now and how we come out on the other end all depends on our leadership skills. Your team follows your example, if you are positive and open minded about change, your team will be. I feel like I am really good at listening to others ideas and implementing them. This makes my team member feel good and like they are contributing and I don't have to always "solve" the problem.
ReplyDeleteThanks in support of sharing such a useful post. leadership development
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