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by Michael Fullan
Leading in a Culture of Change, 2nd Edition
Cover
Preface to the Second Edition
Chapter One: Making Complexity Work
Changing Culture
An Increasing Convergence
Chapter Two: Moral Purpose
Defining Moral Purpose
The Case for Moral Purpose
Conclusion
Chapter Three: Nuance: Understanding Change
Frame the Work as a Learning Problem, Not an Execution Problem
1. Be Right at the End of the Meeting
2. Relationships First (Too Fast/Too Slow)
3. Acknowledge the Implementation Dip
4. Accelerate as You Go
5. Beware of Fat Plans
6. Behavior before Beliefs
7. Communication During Implementation Is Paramount
8. Excitement Prior to Implementation Is Fragile
9. Become a Lead Learner
Conclusion
Chapter Four: Relationships, Relationships, Relationships
Businesses as If They Had Souls
Schools as If They Had Minds
Conclusion
Chapter Five: Knowledge Building and Deep Learning
Examples from Business
Knowledge and Education
Conclusion
Chapter Six: Coherence Making
Striving for Complexity and Achieving Clutter
Defining Coherence Making
Conclusion
Chapter Seven: Leadership for Change
Leadership Is a Mess
Lessons for Leading in a Culture of Change
How Do Highly Effective Leaders Become So Good?
Conclusion
References
About the Author
Acknowledgments
Index
End User License Agreement
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