Comments on: “Leadership and Sustainability; System Thinkers in Action” by Michael Fullan http://stratereaders.kucrl.org/2007/05/12/leadership-and-sustainability-system-thinkers-in-action-by-michael-fullan/ A Book Discussion Group Sat, 11 Oct 2008 21:11:02 +0000 http://wordpress.org/?v=2.0.3 by: Patty Brus http://stratereaders.kucrl.org/2007/05/12/leadership-and-sustainability-system-thinkers-in-action-by-michael-fullan/#comment-8725 Mon, 14 May 2007 14:25:58 +0000 http://stratereaders.kucrl.org/2007/05/12/leadership-and-sustainability-system-thinkers-in-action-by-michael-fullan/#comment-8725 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. 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.

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