Michael Fullan
Published on Nov 18, 2015
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MORE DECKS TO EXPLORE
PRESENTATION OUTLINE
PRINCIPAL CAN HELP IMPLEMENT THE BIG IDEAS
- All students can learn
- Close the gap
- Enable students to become successful citizens and workers
These are the big ideas and according to Fullan it is the principal who is in a position to affect change that is lasting.
Most principals can connect on an individual level however, connecting at the school level is more effective and lasts longer.
The leaders's job is to help change the context in order for lasting change to happen
Most principals can connect on an individual level however, connecting at the school level is more effective and lasts longer.
The leaders's job is to help change the context in order for lasting change to happen
Photo by Enokson
CONNECTING TO THE OLF
- SETTING DIRECTION
- STRUCTURE THE ORGANIZATION
- PROFESSIONAL LEARNING
- KNOWLEDGE OF CHANGE PROCESS
How can the OLF help guide the principal on this journey? Refer to the OLF and discuss ways it could guide principals in their quest towards the "moral imperative".
Closing the gap
All students can learn
Successful citizens
Closing the gap
All students can learn
Successful citizens
GET THE STAFF TO HAVE A COMMITMENT
TO RAISE THE BAR AND CLOSE THE GAP
Big Idea # 2 - Close the Gap
In order for teachers to commit, they must buy into the ideas presented by the principal?
How do we get teacher to commit?
In order for teachers to commit, they must buy into the ideas presented by the principal?
How do we get teacher to commit?
Photo by Venessa Miemis
SEE,FEEL,CHANGE
THE ROLE OF THE PRINCIPAL IS TO HELP CHANGE IMMEDIATE CONTEXT
How?
By building trusting relationships and a culture of inquiry and action.
School leaders with these abilities are in short supply.
It goes beyond improving test scores.
Stakeholders will only buy into the moral imperative if they see and feel the effects of an idea or 'initative'; feel = change
Describe a time when you have bought into a school initiative. What were the circumstances and what convinced you? Results?
By building trusting relationships and a culture of inquiry and action.
School leaders with these abilities are in short supply.
It goes beyond improving test scores.
Stakeholders will only buy into the moral imperative if they see and feel the effects of an idea or 'initative'; feel = change
Describe a time when you have bought into a school initiative. What were the circumstances and what convinced you? Results?
PRACTICAL, EXPRESSED AND NURTURED
CREATE A COMMUNITY WHERE BELIEFS ARE
Sometimes too many initiatives become an obstacle and/or a nuisance and teachers lose faith or motivation.
Photo by USAG-Humphreys
Respect
Confidence
Personal Regard for Others
Integrity
According to Fullan "leading schools requires principals with the courage and capacity to build new cultures based on trusting relationships and a culture of disciplined inquiry and action" (Fullan, 2003 p.45)
There are 4 dimensions for the principal to develop trust (Fullan, 2003 p.43)
Respect
Confidence
Personal Regard for Others
Integrity
There are 4 dimensions for the principal to develop trust (Fullan, 2003 p.43)
Respect
Confidence
Personal Regard for Others
Integrity
Turn to an elbow partner and talk about a time when an administrator displayed any of these traits and how?
Turn to an elbow partner and talk about a time when an administrator displayed any of these traits and how?
Photo by Vox Efx
Links to the Ethical Standards?
This chapter has obvious connections to the Ethical Standards for the Teaching Practice.
Criteria in the Ethical Standards need to be applied by the principal.
Examples?
Criteria in the Ethical Standards need to be applied by the principal.
Examples?
TO CONCLUDE
- Developing Trust and Discipline is a huge challenge
- It has been done
- Let's learn from those who have had success
- Focus on the right things and help to develop new leaders
- Is the system doing all they can to support leaders?
Photo by Werner Kunz
