shannon smith

For our PQP2 book talk, my group read and led discussion around Michael Fullan’s Turnaround Leadership.  Rather than prepare paper handouts, we decided to post our notes here.  We prepared guiding questions for each chapter and did a graffiti activity where candidates in groups of three visited each question and added their thoughts.  Below are the notes – feel free to jump into the conversation by adding a comment!

Chapter 1: The Real Reform Agenda

The guiding question for discussion of Chapter 1 is:

Michael Fullan discusses two gaps in our society that need to be “filled”:  Academic Achievement and Social Inequality.  As a system leader, where does our focus need to be?

 - By focusing on social equity you help to create a safe environment where students may thrive, both academically and socially.

- Maslowe’s “Needs” need to be met first

- Both depend on the other. 

- Student success initiatives must filter to elementary students as well.

Chapter 2: Turning Schools Around

 The guiding question for chapter 2 revolves around the following quote:

Accountability, collaboration and Initiatives are the framework for capacity-building.

Why do you think these three cornerstones are Key?

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Chapter 3: Change

In chapter three, Fullan quotes Howard Gardner discussing how to motivate someone to change:

The purpose of a mind-changing encounter is not to articulate your own point of view, but rather to engage the psyche of the other person.(37)

Take a moment to reflect upon a time when you have had a mind-changing encounter that changed your beliefs and practices.  What was it that engaged you and allowed you to see things in a new way?  What compelled you to change?

- “It’s like exchanging ideas to draw each other in to their side of the ‘bridge’”.

- Shared vision and goals in order to engage all parties.

- You don’t learn new ideas/have mind-changing encounters unless you be quiet and listen.

- “A-ha” moments – think of Piovesan’s “shift” – starting at their side of the bridge.

The second guiding question for chapter 3 is:

Why do you think that Fullan believes that successful change occurs when we see a deeper shift from “my” to “our”?

- shared responsibility

- Fullan is a ‘big idea’ person with lots of optimism

- ownership, collaboration, empowerment of staff – PLC

- there is no “I” in team

- It takes a village …

Chapter 4: Turning a Whole System Around

In chapter four, Fullan talks about the importance of networking with other schools in your district:

Instead of local autonomy, we need clusters of schools engaged in lateral capacity building, incorporating state and local agendas.(96)

As a principal or vice-principal, what activities would you envision your school involved with in order for this to take place?

 - family of schools arrangement

- subject councils

- shared agenda/networking with others on PA days

- baby steps – make sure you build capacity within the school

- networks (i.e. math, intermediate)

- observe at other schools

- at high school – matching subject teachers use technology

images:

Turnaround Leadership – book cover

reason, conclusion – emotion, action – cc Will Lion/Flickr.com