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Transcript of Michael Fullan. Recent Publications Hargreaves and Fullan, Professional Capital Fullan,...
![Page 1: Michael Fullan. Recent Publications Hargreaves and Fullan, Professional Capital Fullan, Stratosphere: Integrating, Technology, Pedagogy, and Change Knowledge.](https://reader035.fdocuments.us/reader035/viewer/2022062221/56649e985503460f94b9b6a5/html5/thumbnails/1.jpg)
Michael FullanMichael Fullan
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Recent Publications
• Hargreaves and Fullan, Professional Capital
• Fullan, Stratosphere: Integrating, Technology, Pedagogy, and Change Knowledge
• Fullan, The Principal: Three Keys to Maximizing Impact (Jan, 2014)
• Fullan and Donnelly, Alive in the Swamp (2013)
• Fullan and Langworthy, A Rich Seam: How New Pedagogies Find Deep Learning (see michaelfullan.ca))
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Leadership and Change
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Seven Competencies for School Leadership
1.Challenges the Status Quo
2.Builds Trust through Clear Communication and Expectations
3.Creates a Commonly Owned Plan for Success
4.Focuses on Team over Self
5.Has a High Sense of Urgency for Change and Sustainable Results
6.Commits to Continuous Improvement for Self
7.Builds External Networks and Partnerships
—Kirtman, 2013
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Good Accountability
Is a function of good data, used as a strategy for improvementRequires non-judgmentalismDepends on widespread transparencyProduces strong ‘internal accountability’ which in turn produces strong public accountabilityFuses assessment and instruction
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Capacity Building
Focus on the development of individual and collective competencies essential for improvement at school and district levels.
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Human vs Social Capital
• Team work trumps individual work (do both).
• Be careful: focusing on school principal competencies and professional development of teachers is NOT the driver (it is an enabler).
• ‘Learning is the work’ is the driver, not personnel decisions.
• Team work trumps individual work (do both).
• Be careful: focusing on school principal competencies and professional development of teachers is NOT the driver (it is an enabler).
• ‘Learning is the work’ is the driver, not personnel decisions.
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Technology vs Pedagogy
• The main investment strategy has been ‘buy, buy, buy’.
• It has limited impact unless instructional practice drives the use of technology.
• The digital revolution is now unstoppable: technology for learning becomes 24/7; the roles of student and teacher are flipped.
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Fragmented vs Systemic
It’s a system thing.
You need inspirational focus, good diagnosis and a coherent plan of action (the latter based on the four right drivers, using the so-called wrong drivers judiciously).
—Mourshed, et al, 2010
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• Alignment is about structures; coherence is about mindsets
• System coherence is about shared mindsets
• A tool is only as good as the mindset using it
• Alignment is about structures; coherence is about mindsets
• System coherence is about shared mindsets
• A tool is only as good as the mindset using it
Coherence Making
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Impact of Coherence
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Professional Cultures
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LeadingProfessionalCapital
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PROFESSIONAL CAPITAL
• Read the quotes and select the one that is most important to you.
• Complete a Quick Write explaining why you selected it.
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Stratosphere Defined
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• Irresistibly engaging for both students and teachers
• Elegantly efficient and easy to use
• Technologically ubiquitous 24/7
• Steeped in real-life problem solving
• Irresistibly engaging for both students and teachers
• Elegantly efficient and easy to use
• Technologically ubiquitous 24/7
• Steeped in real-life problem solving
NEWLEARNING
Exciting innovative learning experiences for all students needs to be:
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Teachers are needed but it is a new role that is required—the teacher as change agent.
The New Pedagogy
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Teachers and Students as Pedagogical Partners
Teacher as Facilitator .17
• (simulations and gaming; inquiry based; smaller class sizes; individualized instruction; problem-based learning; web-based; inductive teaching)
Teacher as Activator .60
• (reciprocal teaching; feedback; teacher-student self-verbalization; meta-cognition; goals-challenging; frequent effects of teaching)