Today, the Getting Smart team is bringing you an episode on leading in a culture of change with Michael Fullan.

Michael has been the world’s most persistent and persuasive advocate for powerful learning experiences. He is encouraged by the global momentum he sees with whole systems adopting deep learning strategies and policies.

Twenty years after his best-selling book, Leading in a Culture of Change, Jossey-Bass released the second edition — certainly a timely resource!

In this episode, Tom and Michael discuss the new edition of Leading in a Culture of Change and all that has been updated within its pages. With more than 50% of the words being completely new in the book, it is an incredibly important resource not to miss out on (even if you have read the first edition)! Michael gives listeners a preview of what he covers in this book as well as his views on what is currently happening in the world and how it is impacting the movement to deeper learning.

Key Takeaways:

[:10] About today’s episode with Michael Fullan.

[:41] Tom welcomes Michael back to the podcast!

[:49] When was the first edition of Leading in a Culture of Change released?

[1:08] How much did Michael rewrite in this second edition?

[2:28] What is a ‘culture of change’? And what does it have to do with education leadership?

[5:55] Why you need to read the second edition of Leading in a Culture of Change (even if you’ve already read the first edition).

[6:51] Key differences between the first and second edition of the book.

[9:20] What being a lead learner means.

[10:22] The importance of the phrase, “I don’t know,” in unlocking deeper learning.

[11:58] The five components of change leadership. Michael explains the first one, moral purpose.

[12:48] Why it is more important to focus on impact than moral purpose.

[13:30] Discussing the notion of unintended consequences and how they can come about.

[14:32] The second of the five components of change leadership: understanding change. Michael also shares what he means by nuance when it comes to leaders that succeed vs. those that fail.

[16:43] Change is complicated and requires us to study the nuances of change and to be prepared for things to occur differently than we had anticipated. Michael unpacks this idea and shares potential mistakes that can be made during change.

[20:20] The third of the five components of change leadership: building relationships.

[24:22] Reimagining education in light of the COVID-19 pandemic.

[27:22] The fourth component of change leadership: creating and sharing knowledge.

[32:23] The last of the five components of change leadership: creating coherence.

[34:13] Is it easier to create coherence in a new school than an old school? How does Michael engineer coherence in an incoherent system that has layers of inherited policy, structure, and systems?