CHANGE LEADERSHIP Getting it right in schools

Values that drive my leadership

My role as a principal is to make a difference in the lives of children and their families

My actions are to support and encourage the right thing to happen across the school based on the shared values of the school

My class is my staff – through them I achieve the above

I need to respect, support and grow the talents and competencies of staff and in particular focus on the leadership team

My leadership needs to be collaborative and distributed

Getting Teachers on BoardWhat Works?

Shared Vision Theory to practice Strategy including time management Flexibility: plan for multiple pathways and expect

different levels of confidence and progress STUDENT CENTRED CHANGE Teacher and non teacher staff empowerment

including respect Teacher and non teacher staff support including

PD, coaching, feed forward and feed back Quality control including review

Shared Vision: some things to think about

Shared just means that – it isn’t the leader’s vision

Fullan cites 10 assumptions about change which are paraphrased below and on the next two slides

Don’t assume your version of change is the one that should be implemented

Teachers (and non teacher staff )need to work out their own meaning to significant innovation if it is to result in change of practice

Assumptions continued

Conflict and disagreement are part of successful change

Teachers (and non teacher staff) need pressure to change and there also needs to be sandpit time given to them to react, reflect, and interact with others on the purpose and benefit of the change being implemented

Effective change takes time and persistence is critical to success

Don’t assume lack of implementation means rejection or hard core refusal to all change

The complexity of change means all wont understand it or do it at the same time

Assumptions continued

For change to happen a plan is needed. The plan needs to be based on these assumptions.

No amount of knowledge of the theory underpinning the change will ever make the action needed totally clear. Better knowledge of the change process will however improve the mix of resources on which to draw

Changing the culture of schools to student focused, future focused and success for all is the real agenda not implementing single innovations

System wide Educational Change needs to be:

Thought through in advance Systematically planned and implemented Tested and evaluated before wider

disseminationFullan and Hargreaves 1991

Consider the different strategy used to develop and implement NZC 2007National Standards 2010

Therefore school wide change needs to be

Thought through in advance Systematically planned and implemented Tested and evaluated before wider

dissemination Teaching and leadership as inquiry through

Prototypes Pilots Sandpit play Time to share with and observe colleagues Coaching and mentoring Dialogue Evidence based professional learning communities

In practice how might this look like? Work samples

Front end of the school charter Strategic focus Teaching as Inquiry PLG’s School review

Theory to Practice

Growing teachers http://

www.michaelfullan.ca/wp-content/uploads/2013/08/JSD-Power-of-Professional-Capital.pdf

Change leadership http://www.michaelfullan.ca/media/13396053050.pdf

Leadership, Professional Development and Teaching and learning BES

http://www.educationcounts.govt.nz/publications/series/2515