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The new edition of the best-selling guide for powerful, morally-grounded change leadership in any organization. Change is an inevitable, essential part of the modern world. Change prevents stagnation, fosters creative solutions, and propels innovation. With change comes challenges: to survive and prosper, organizations need to adapt to shifting market dynamics, volatility in the public arena, disruptions brought on by new technologies, and many more. Leaders need to understand the dynamics of change to cope with the complexities of the change process. Leading in a Culture of Change describes the key dimensions of leadership that are crucial in times of change. This innovative guide helps readers master the five components of change leadership—moral purpose, understanding change, building relationships, creating and sharing knowledge, and creating coherence—and mobilize others to accomplish shared goals in often difficult conditions. Extensively revised and updated throughout, this market-leading book continues to help leaders from across sectors understand the dynamics of change and navigate the end-to-end change process. The second edition is now thoroughly grounded in the various forms and interpretations of successful change and includes more precise definitions of the core competencies of change, contemporary case studies of their development and practical application, and increased guidance on their effective use through new concrete examples. Combining knowledge from the worlds of education and business, this unique book will help you: Integrate proven, time-tested methods of education reform and the most current insights in leadership and organizational change Develop and implement positive, sustained systematic change strategies in any organization Increase performance, optimize learning, and improve leadership Understand the key principles of leading change through specific, real-world examples Embrace a morally-grounded process of effective organizational change Leading in a Culture of Change is an indispensable source of information for leaders in business, non-profit, and public sectors seeking to understand, influence, and lead the change process.

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Develop a creative, productive school culture. Based on their decades-long work in leadership, the authors offer seven core leadership competencies for systemic change in schools, districts, and state education systems. Discover targeted strategies to move past failed initiatives and overcome initiative overload, explore how to cultivate effective work practices, and gain the know-how to create enjoyable, innovative learning environments.

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The PLC journey begins by articulating a moral purpose: a dedication to ensuring that every student learns. Using many examples and reproducible tools, the authors explain the need to focus on creating simultaneous top-down and bottom-up leadership to align district- and school-level policies and procedures. Learn how to grow PLCs by providing direction and encouraging innovation at every level of the district.

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Your school district can revolutionize its culture to improve student learning. This book details a simple but powerful school improvement plan for integrating educational technology, pedagogy, and deep learning that leads to lasting change. Included are real examples of districts, including Mooresville Graded School District—a lowly funded, 50 percent poverty school district in North Carolina—that attained pedagogically driven, technology-accelerated success. Benefits Study how to form a strong cultural foundation that fosters learning achievement. Examine why allocating human capital, social capital, and decisional capital for school improvement in the district plan is essential for sustaining learning achievement. Discover the new thinking and actions that must underpin the use of instructional technology in order to achieve the goal of improved education for all students. Study eight core lessons from Mooresville Graded School District’s (MGSD) journey that are essential for your education improvement plan. Survey encouraging cases of lasting, deep whole-system change from MGSD and six districts that learned from MGSD’s example and are using technology in the classroom. Table of Contents: About the Authors Introduction: Unstoppable Forces Chapter 1: Learning Is Not About the Technology Chapter 2: Deep Learning Chapter 3: Social Capital Chapter 4: Human Capital Chapter 5: Decisional Capital Chapter 6: Lessons From MGSD Chapter 7: Emerging Models Conclusion References Index

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Take your professional learning community to the next level! Discover a systemwide approach for re-envisioning your PLC while sustaining growth and continuing momentum on your journey. You’ll move beyond isolated pockets of excellence while allowing every person in your school system—from teachers and administrators to students—the opportunity to be an instrument of lasting cultural change.

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Get there faster: Your road map to smart, sustainable change!  Taking  Action  is a hands-on guide to the groundbreaking book, Coherence: The Right Drivers in Action for Schools, Districts and Systems , providing step-by-step protocols to help foster deep coherence for maximum student learning—all within a reasonably short time frame.  You’ll develop:  Deeper understanding of The Coherence Framework A 100-Day Coherence Plan  Leadership, capacity, and coalition-building skills Systems and tools to assess your organization  Includes video links, print resources, case studies, and diagnostic and planning tools. Fostering greater coherence is at your fingertips with this instant action guide! 

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From bestselling author Michael Fullan, wisdom for thriving in today's complex environment Successful organizations adjust quickly and intelligently to shifts in consumer tastes, political climate, and economic opportunity. How do they do it? The Six Secrets of Change explores essential lessons for business and public sector leaders for thriving in today's complex environment. Fullan draws on his acclaimed work in bringing about large-scale and substantial change in education reform in both public school systems and universities, as well as engaging in major change initiatives internationally. This book is filled with lessons that are insightful, actionable, and concisely communicable. «Fullan has an uncanny ability to produce what is needed at the time it is needed. The six secrets are based in theory, grounded in practice, powerful in their relationship to each other, and described in ways that enable deep understanding. It is a refreshing change from the surface lists of leadership and change ideas that all too often permeate education and business literature.» —Vicki Phillips, director of education, Bill & Melinda Gates Foundation Includes so-called leadership «secrets» that are decoded to be accessible and useful Offers illustrative examples from a variety of businesses, health organizations, and public education systems Lays out the six factors to organizational success: collegiality, long-range plans allow for the unknown, nurture employees, learning, leadership at all levels, and positive pressure must be inescapable Michael Fullan is the author of the acclaimed best-seller Leading in a Culture of Change Fullan convinces us that a leader who attends to all six key factors will have an organization that is constantly learning, growing, and thriving.

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Leading in a Culture of Change: Personal Action Guide and Workbook is an essential companion to Michael Fullan's bestselling book, Leading in a Culture of Change. This practical guide is designed to help leaders in all sectors (corporate, education, public, and nonprofit) manage and drive productive change within their organizations. The workbook is filled with illustrative case examples, exercises, and resources that you can use with individuals or groups. It will help you (and any change agent) integrate the five core competencies—attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations—and empower you to deal with the issues of complex change.

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