Summary of Michael Fullan's theory of change in brief.

00:00:00 - 00:25:00

Michael Fullan believes that change is a learning experience that occurs through people's minds. He suggests that systems must change and that they must change towards sustainability through leaders at the system level and all other levels. Fullan also urges developing greater numbers of systems thinkers, who will gravitate towards strategies that alter people's mental awareness of the system as a whole.

• 00:00:00 Michael Fullan is a leading educational researcher and former dean of the Ontario Institute for Studies in Education. His writing has covered many aspects of education, including teacher quality and morale, before turning his attention to the role of school leaders. Fullan's NPdl (New Pedagogies for Deep Learning) is a global partnership of 1000 schools that seeks to empower teachers and help schools develop and circulate professional capital.
• 00:05:00 Michael Fullan's theory of change suggests that change occurs through people's minds and that it is a learning experience for all adults in the education system. He suggests that systems must change and that they must change towards sustainability through leaders at the system level and all other levels. He also urges developing greater numbers of systems thinkers, who will gravitate towards strategies that alter people's mental awareness of the system as a whole.
• 00:10:00 Michael Fullan's theory of change is based on the premise that change is not as hard as we thought, and that we can achieve it by capturing people's interests and giving them enjoyable and worthwhile experiences. The theory also stresses the importance of capacity building and peer and leadership support. Finally, Fullan believes that it is important to plan carefully in order to make sure that people are learning more through doing and reflecting on their actions.
• 00:15:00 Michael Fullan's theory of change is that leaders must focus on key themes that will allow them to lead effectively under messy conditions, and that leaders foster leadership in others to create coherence. New insights on the five components of change leadership are summarized below. 1. Moral purpose leaders need to be contextually literate to deeply understand the culture they are in. 2. Understanding change jokes and fallen nuance is about getting below the surface and asking more questions to create a unity of purpose. 3. Building relationships is all about effective collaboration. 4. Creating and sharing knowledge is deep learning: the big change is that at least in the short run, we've overestimated AI and interplayed human intelligence, and students and teachers are learning together. 5. Creating coherence is the job of forging coherence: it's part of everything, and principals should develop more effective cultures to gain insights for leading change more effectively.
• 00:20:00 Michael Fullan discusses the five principles of change in his book "Leading in a Culture of Change." The principles are: 1) people should be encouraged to Pond with their Peers, 2) Leaders should Foster Collaboration and Create a Sense of Shared Responsibility, 3) Schools should Cultivate a Culture Which Makes the Teachers Believe That Achievement of Goals in a Matter of Shared Well Not Individual Skills, 4) Learning is the Work, 5) System's Learn. Fullan discusses how these principles can be applied in schools and discusses how professional capital can be developed.
• 00:25:00 Michael Fullan presents his theory of change, which emphasizes the need for individuals and organizations to continuously learn and adapt in order to stay ahead of the curve. He argues that change is never smooth or linear, but goes through cycles of growth, plateau, and decline.