This is our fifth and final book for our inaugaural year of StrateReaders. I started this book as I boarded a plane in Minneapolis and finished it when I touched down in Oakland. What a great read! Fullan pulls in much of what Levy and Murnane have to say about expert thinking and complex communication in their book “The New Division of Labor”. He also references Collins’ “Good to Great” relating Collins’ ideas to leading systems change.
A quote from Archimedes that I particularily enjoyed that Fullan uses is “Give me a level long enough and I can change the world”. Fullan then states “For sustainability, that lever is leadership.”
What are your thoughts? How can we use this book to guide us in our work with schools?
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on Saturday, May 12th, 2007 at 4:51 pm and is filed under General.
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This is our fifth and final book for our inaugaural year of StrateReaders. I started this book as I boarded a plane in Minneapolis and finished it when I touched down in Oakland. What a great read! Fullan pulls in much of what Levy and Murnane have to say about expert thinking and complex communication in their book “The New Division of Labor”. He also references Collins’ “Good to Great” relating Collins’ ideas to leading systems change.
A quote from Archimedes that I particularily enjoyed that Fullan uses is “Give me a level long enough and I can change the world”. Fullan then states “For sustainability, that lever is leadership.”
What are your thoughts? How can we use this book to guide us in our work with schools?
This entry was posted
on Saturday, May 12th, 2007 at 4:51 pm and is filed under General.
You can follow any responses to this entry through the RSS 2.0 feed.
Responses are currently closed, but you can trackback from your own site.
May 14th, 2007 at 9:25 am
What is and isn’t the type of leadership that will bring about the deep changes needed for true school reform. Where will that leadership come from? Those “levers” must be developed by other successful leaders who can share and sustain ideas about change.
In any change situation 25% is knowing what to do and 75% is the more difficult area of developing effective processes and conditions as there are many forces maintaining the status quo. Leadership for change requires a ‘bias for action, a sense of urgency’ and a mix of ‘pressure and support’.
New understanding develops as people are involved in the process. Fullan describes educational change as very much the ’science of muddling through’ a process of trying things out and keeping what is best.
The time line? Three - five years for this deep cultural sustainable change to occur. SIM developers will need to connect with the change agents present in a school culture and empower them with the meaning, synergy, alignment and capacity for continual improvement.